Mediating Of Organizational Identification -Myassignmenthelp.Com

Question: Discuss About The Mediating Of Organizational Identification? Answer: Introducation Maxfield (2016) in his article highlighted the impact of the culture of silence in the workplace. The people tend to remain silence, even if they learn about the misconduct or unethical conduct is being taken by their colleagues. It is observed in many of the cases over various different organizations that the employees are reluctant to raise their voice if they find any flaw in their superiors input to the company. This is due to the fear of misbehavior or negative impact that might arise in their carrier. Similar evidence can be noticed in the work of Nafei (2016), where he identified that many desires to speak up against the misconduct that takes place in the workplace or any other situation in the in their daily lives, but only a few can stand against it. This potentially decreases the organizational performance. The article of Maxfield highlighted many of the cases where the productivity of the organization faced significant fall due to the incapable decision taken by the higher authority. However, this could have been avoided as the employees could identify the gap in proposal made that ultimately resulted declination. The article also proposes some methods of changing the culture of silence existing among the employees. Maxfield assumes that the culture of silence is a common factor present in every organization. He further assumes that this is a result of insecurity in the workplace that the employees feel. This makes them incompetent for standing against the misconduct taking place. Furthermore, the author identifies that the employees waste a significant amount of time and productivity thinking, remunerating and complaining about the problem with their colleagues. These have direct impact on the productivity in the organizational level and in cases it can go down as less as 50% of their potential productivity (Maxfield, 2016). Thankfully there are ways to overcome the situation, where the leaders of the organization have to take a stand to eradicate the problem. The author has prescribed some of the tactics that might help the organization to overcome the situation. However, no evidence of efficiency of the tactics are presented in the article, which can be identified as the first limitation of t he article. Moreover, the author did not prescribe the procedure of implementing the tactics, which can be regarded as the second limitation of the work. Both qualitative and quantitative data are present in the article that makes us identify the presence of both the method of data collection and analysis. It can be assumed that the author has utilized the closed ended questionnaire for collecting the data on the opinions of the employees regarding the pressing issue discrimination and misconduct. Qualitative data on the other hand is believed to be collected using the open ended questionnaire (Flick, 2015). The qualitative data were collected from both the employees and the higher authorities of organizations incorporated in the study. Hence, it is possible to the evidence presence of a mixed method in the Maxfields work. Furthermore, the evidence of random sampling method is present in the article. The author conducted the study over 1025 managers and employees in various organizations regardless of the industry. Examples of healthcare along with other industrial firms can be used as the supporting evidence for the above statement. The research identifies the culture of silence in a number of organizations form diversified directions that ends up expressing similar results. A study on the healthcare reflects that 90% of the nurses dont speak up to the physician despite of knowing about the risk of the procedure being conducted. It puts the patients lives in danger. Moreover, the study on the workplace safety identifies that 93% of the employees in organizations accepts that they are usually aware of the risks, however they fear to speak up to the higher authorities or are unwilling to speak up. In spite, 78% of them complain to others, 66% get involved in unnecessary work, 53% ruminate the problem, and 50% get angry regarding the issue. In fact, 40% of these respondents admit that they waste around two weeks or so in due to these issues in spite of standing against it. The cost for this avoidance is around $50,000 for the company and $7,500 for the individual (Maxfield, 2016). The course focuses on different management approaches and methods, and organizational behavior. The learning provided in the class discusses about the organizational behavior and how it impacts the organizational performance. Organizational behavior is measured by the identification of deviation of employee behavior and code of conduct (Wood et al, 2016). The silence culture that has been discussed in the article is one of the major behavioral issues that the organizations face. The concept of silence puts any organization under major threat as it increases the risk factors. As mentioned by Maxfield (2016) in his article, the employees restrict themselves from speaking up for any identified risk for the company due to the pressure imposed by the superior authority. They are in constant fear regarding their safety within the organization. It might be job security or workplace harassment, whatever the reason is, the employees fear to speak up against the superior for anything decided b y their superiors. This not only increases the risk of a project, but also decreases the organizational efficiency. It is because of the factor that the employees waste time discussing about the risk with their fellow colleagues or anger they hold within about the topic. This behavior noticed in the organizations over various industries potentially decreases the efficiency as it is related to the concepts of organizational behavior. (a) Maxfield proposed four tactics the management can utilize to overcome the issue posed by the silent culture in any organization. The first tactics speaks of changing the perception. The people dont often speak up due to their fear of consequences that might incur. The management can impose the threat of negative consequences for not speaking up. This process utilizes the fear within the employee for a positive outcome. Secondly, employees need to gain control over their emotion while speaking up. It is seen that most of the whistleblowers take out their rage in the conversation, which needs to be avoided to continue a healthy conversation. Adamska (2017) agrees with the third tactic proposed by Maxfield and states that the managers can take to motive the employee is to feel them safe speaking up in the situation. It is will minimize their fear of the consequences that is the primary issue noticed in the silent culture. The fourth tactic is a continuation of the third where the em ployees should be encouraged to speak up in the comfortable environment provided by the manager. (b) The ideas provided in the article not only help the manager to solve the silence culture issues in the workplace, but also help in identifying them. According to Morrison (2014) making the employees feel safe can ultimately make them speak up about the reason they do not protest against the issues that they face in their workplace. Moreover, the threat of not speaking up will help can also make them disclose the problem they face in speaking up in any situation where the superior are wrong in making decisions. Morrison (2014) further argued that these can potentially help them in identifying the main causes the employees do not stand for against the wrong. It can also help them understanding if the issue is within the workplace or in their daily lives. (c) According to Kahya (2015) the first tactic proposed by the Maxfield is not a solution in this case as it will not resolve the issue of fear. Using fear for gaining positive outcome might sound useful for gaining short term advantage, but it is incapable for long term gain. Hence, recommendation can be made for the third tactic. The managers can ease the workplace environment by reducing the stress. This will definitely help the employees much safer in their workplace, which will help them tackle the situation. The safer the employees feel in the environment, the greater the mind will perform. It will help the management getting more innovative ideas for increasing the growth of the organization. The employees will not only stand against the risk, but can also provide ideas to resolve it. Article 1 : Gkorezis, P., Panagiotou, M., Theodorou, M. (2016). Workplace ostracism and employee silence in nursing: the mediating role of organizational identification.Journal of advanced nursing,72(10), 2381-2388. Article 2: Mannion, R., Davies, H. T. (2015). Cultures of silence and cultures of voice: the role of whistleblowing in healthcare organisations.International journal of health policy and management,4(8), 503. Gkorezis, Panagiotou and Theodorou (2016) worked the silence culture relating it to the health care sector. They highlighted the fact that the healthcare sector suffers the greatest threat from the silent culture in the organization as they deal with the patients lives. There are multiple evidences noted, where the healthcare providers escaped the risk at the last moment. The culture is present even after encouragement due to the presence of ostracism in the workplace environment. Healthcare scandals in many countries provide tangible evidence of the significant shortcomings in the protection and support offered to whistle-blowers even when they raise legitimate concerns (Mannion Davies, 2015). References Adamska, K. (2017). Silence and breaking the silence in an organization.Roczniki Psychologiczne/Annals of Psychology,19(1), 89-101. Flick, U. (2015).Introducing research methodology: A beginner's guide to doing a research project. Sage. Gkorezis, P., Panagiotou, M., Theodorou, M. (2016). Workplace ostracism and employee silence in nursing: the mediating role of organizational identification.Journal of advanced nursing,72(10), 2381-2388. Kahya, C. (2015). THE RELATIONSHIP BETWEEN LOCUS OF CONTROL AND ORGANIZATIONAL SILENCE: A STUDY ON THE TURKISH ACADEMICIANS 1.IIB International Refereed Academic Social Sciences Journal,6(19), 1. Mannion, R., Davies, H. T. (2015). Cultures of silence and cultures of voice: the role of whistleblowing in healthcare organisations.International journal of health policy and management,4(8), 503. Morrison, E. W. (2014). Employee voice and silence.Annu. Rev. Organ. Psychol. Organ. Behav.,1(1), 173-197. Nafei, W. A. (2016). Organizational Silence: Its Destroying Role of Organizational Citizenship Behavior.International Business Research,9(5), 57. Wood, J. M., Zeffane, R. M., Fromholtz, M., Wiesner, R., Morrison, R., Factor, A., ... Osborn, R. N. (2016).Organisational behaviour: Core concepts and applications. John Wiley Sons Australia, Ltd.