Organizational Silence in State-Owned Enterprises: Intermediary Role of the Perceptions of Organizational Politics

Ting  Liang; Ying  Wang

doi:10.4236/ajibm.2016.65059

Ting Liang, Ying Wang

Abstract: This paper aims to explore how the employees’ organizational silence and perception of organizational politics play an intermediary role in the process of generating the organizational silence in the state-owned enterprises with specific organizational climate and environment. Using 563 samples from state-owned enterprises, a linear structure equation model (SEM) is developed to examine the relationship. The research results show that the leader-member exchange has significant negative correlation with organizational silence and that the leader-member exchange has significant negative correlation with perception of organizational politics. In addition, the perception of organizational politics partially plays an intermediary role in the formation mechanism of organizational silence. Finally, the countermeasures and proposals are put forward to reduce the organizational silence of employees in the state-owned enterprises.

Keywords: Organizational Silence, Perception of Organizational Politics, Leader-Member Exchange

Cite this paper: Liang, T. and Wang, Y. (2016) Organizational Silence in State-Owned Enterprises: Intermediary Role of the Perceptions of Organizational Politics. American Journal of Industrial and Business Management, 6, 640-648. doi: 10.4236/ajibm.2016.65059.

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