Employee silence Quiescence and acquiescence as responses to perceived injustice
Although employee silence is pervasive in organizations, its study has been neglected for a variety of reasons, including the assumption that it is a unitary concept meaning little more than inactive endorsement. We review disparate literatures to reveal additional meanings and conceptual complexiti...
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| Published in | Research in Personnel and Human Resources Management Vol. 20; pp. 331 - 369 |
|---|---|
| Main Authors | , |
| Format | Book Chapter |
| Language | English |
| Published |
Emerald Group Publishing Limited
05.12.2001
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| Online Access | Get full text |
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| Abstract | Although employee silence is pervasive in organizations, its study has been neglected for a variety of reasons, including the assumption that it is a unitary concept meaning little more than inactive endorsement. We review disparate literatures to reveal additional meanings and conceptual complexities related to silence to stimulate its study in work organizations. We develop the concept of employee silence and introduce two attendant forms (i.e. quiescence and acquiescence) along with their behavioral, affective, and cognitive components. We also offer a model that explains why some mistreated employees become silent, how some break their silence, and what organizational contexts produce and reinforce employee silence. Implications of the model for human resource management as well as for future research are discussed. |
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| AbstractList | Although employee silence is pervasive in organizations, its study has been neglected for a variety of reasons, including the assumption that it is a unitary concept meaning little more than inactive endorsement. We review disparate literatures to reveal additional meanings and conceptual complexities related to silence to stimulate its study in work organizations. We develop the concept of employee silence and introduce two attendant forms (i.e. quiescence and acquiescence) along with their behavioral, affective, and cognitive components. We also offer a model that explains why some mistreated employees become silent, how some break their silence, and what organizational contexts produce and reinforce employee silence. Implications of the model for human resource management as well as for future research are discussed. |
| Author | Pinder, Craig C. Harlos, Karen P. |
| Author_xml | – sequence: 1 givenname: Craig C. surname: Pinder fullname: Pinder, Craig C. – sequence: 2 givenname: Karen P. surname: Harlos fullname: Harlos, Karen P. |
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| ContentType | Book Chapter |
| Copyright | Emerald Group Publishing Limited |
| Copyright_xml | – notice: Emerald Group Publishing Limited |
| DOI | 10.1016/S0742-7301(01)20007-3 |
| DatabaseTitleList | |
| DeliveryMethod | fulltext_linktorsrc |
| Discipline | Business |
| EISBN | 9781849501347 1849501343 |
| EndPage | 369 |
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| Snippet | Although employee silence is pervasive in organizations, its study has been neglected for a variety of reasons, including the assumption that it is a unitary... |
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| Subtitle | Quiescence and acquiescence as responses to perceived injustice |
| Title | Employee silence |
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