Relationship Between Emotional Commitment Task Performance And Organizational SI

Abstract

The concept of Organizational Silence is a condition that can prevent negative feedback, changes and development that should prevent organizational communication. As a result of this situation, decrease in employee loyalty, inability to cope with the problems encountered in the process and failure of the employee to protect the organizational values, leads to a decrease in performance and deviation in goals. The data were collected through a questionnaire distributed to healthcare workers randomly from nine hospitals in Turkey between the years of 2018-2019. In this context, the relationship between Emotional Commitment Task Performance of Organizational Silence was tested. Data were analyzed through the SPSS statistical packet program and four proposed relations were tested through Squared Multiple Correlations analyses. The scales used were Organizational Silence, Emotional Commitment and Task Performance. For this purpose, 507 questionnaires were analyzed by face to face interviews with employees from nine hospitals in Istanbul. Interestingly at the end of the study, Organizational Silence increases the Task Performance in the health sector. On the other hand, Emotional Commitment improves Task Performance.

Keywords: Emotinonal commıtmentemotıinonal commitmenttask performance

Introduction

In order for organizations to cope with today's tough competition conditions and survive and maintain their continuity, employees need to be involved in an enthusiastic, willing, highly motivated fashion production process. It is closely related to the ability of different creative skills to approach events and phenomena with critical thinking style in each individual creating competitive advantage in organizations. The concept of organizational silence emerges when organizations perceive such environments as objectionable and activate the organizational silence mechanism by activating fear among employees (Milliken et al., 2003). When the employees express their discomfort, the problems they face, they show that they are treated with a reactive approach, that they are not taken very seriously or even treated as the source of the problem (Detert & Edmondson, 2005). The constantly uneasy, restless and suspicious climate of the environment reduces the desire to work, motivation and organizational commitment. It is inevitable to take the spiral of silence. When it is experienced that speaking during the process does not solve the problems, it is an indication of incompatibility, it is stigmatized as the individual who opposes the managers and who misses the peace of the environment (Çavuşoğlu & Köse, 2016). Thus, silence becomes normalized and accepted for the employee. This situation jeopardizes the employee's adoption and internalization of the values of the organization and the continuation of the organization under all circumstances. The increase in the employee turnover rate of the organization, job satisfaction creates significant reductions in the organizational commitment rate, creates significant reductions in job satisfaction and organizational commitment. Organizational performance decreases as it poses a big threat to the efficient and efficient use of organizational resources. Therefore, the aim of the study was to investigate the relationship between organizational silence, emotional commitment and task performance.

Problem Statement

Organizational success is possible only if the employees experience the production process in voluntary and motivated emotions. The more voluntary and willing, the more the value and quality of production and service increase or decrease. In organizations where there are no safe working environments, employees are not supported, and fear and anxiety prevails, employees choose not to express their problems and remain silent. This causes larger problems to develop. The emotional disconnection of the employee with the organization prevents him from turning to his talents and skills. The motivation of employees, who will turn organizational resources into maximum benefit, decreases. The expected and desired efficiency of the service and production process is not achieved. The hypotheses we have developed in line with this assumption;

H1: There is a significant negative relationship between Organizational Silence and Emotional Commitment.

H2: There is a negative relationship between Organizational Silence and Task Performance

H3: There is a positive relationship between Emotional Commitment and Task Performance

H4: Emotional Commitment has an indirect effect on the relationship between Organizational Silence and Task Performance.

Research Questions

In this study, the effect of employees' emotional commitment to the organization on task performance. Whether there is a relationship between employee silence, task performance. what kind of interaction exists, In addition, research was conducted on the basis of the questions of how emotional commitment interacts with organizational silence.

Purpose of the Study

It is aimed to reveal how Organizational Silence changes as the concepts in which organizational efficiency and effectiveness interact, how employee emotional commitment affects task performance, causes and results, and organizational outcomes.

Research Method

Findings

With this study, hypotheses were tested and analysis was carried out to define the direction and strength of the relationships. As a result of the literature survey, hypotheses and research model are formed as follows in Figure 01 .

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In Table 1 , mean, standard deviation and correlation values of the variables included in the analysis are given. The reliability values of the sub-factors are given as the diagonal values of the correlations. When the reliability coefficient values given are examined, Cronbach Alpha, which is the most used value in the reliability measurement of the questions, is examined (Hair et al., 2014; Pallant, 2013) value is greater than 0.70 and the internal consistency of the variables used in the analysis is high.

Factor analysis results for the variables given in the analysis are given in Table 2 . According to these results, 5 factors such as Emotional Commitment (EC), Task Performance (TP), silence for defensive purposes (SDP), silence for the benefit of the organization (SBO) and accepted silence (AS) were obtained. Some variables were excluded from the analysis due to low factor loads and communalities.

According to the results, the explanatory value of the factors obtained was 69.708%.KMO value of the factor model is over 0.80, The Bartlett Sphericity test is also meaningful, and it appears that the data are appropriate for factor analysis (Tabachnick & Fidell, 2001).

When the results given in Table 3 are examined, it is seen that the goodness of fit values of the model give excellent fit results (Hayes, 2009; Schermelleh-Engel et al., 2003).

The direct and indirect relationships given in the model were found to be significant. Accordingly, the total effect of Emotional Commitment on Task Performance was measured as (β = 0.028 ***).

Emotional Commitment also has a positive and significant effect on Task Performance (β = 0.381 ***). The effect of Organizational silence on Emotional Commitment was also found to be negative (β = -0.610 ***).

The indirect effect size was β = -0.233 ***) and this effect was significant according to the Bootstrap method at 5000 sample level (Preacher & Hayes, 2008).

Squared Multiple Correlations values obtained in the model were found to be 0.372 for EC and 0.092 for TP, respectively. According to these results, Organizational silence increases Task Performance and reduces Emotional Commitment.

Emotional Commitment enhances Task Performance. In conclusion, H1, H3, H4 were accepted as the hypotheses of our research and our hypothesis H2 was found to be inverse and significant (See Figure 02 ).

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Conclusion

In this study conducted on the health sector, the relationship between Organizational Silence, Emotional Commitment and Task Performance was tested. The most striking result from the data is that as organizational silence increases, so does task performance. Therefore, H2 (There is a negative relationship between Organizational Silence and Task Performance) Hypothesis is not supported. On the other hand, as organizational silence increases, emotional commitment decreases, H1(There is a negative relationship between Organizational Silence and Emotional Commitment.), H3(There is a positive relationship between Emotional Commitment and Task Performance.). H4(Emotional Commitment has an indirect effect on the relationship between Organizational Silence and Task Performance.) H4(Emotional Commitment has an indirect effect on the relationship between Organizational Silence and Task Performance.), H1, H3, and H4 are fully supported. These findings are consistent with the literature on organizational silence and emotional commitment. Many studies on organizational silence and emotional commitment have been studied in the literatüre (Çavuşoğlu & Köse, 2016; Milliken et al., 2003; Noelle-Neumann, 1974; Pinder & Karen, 2001; Şehitoğlu & Zehir, 2010). Emotional commitment and performance studies (Allen & Meyer, 1990; Rusbult & Farrell, 1983; Vandenberghe et al., 2004). Although H1, H3, H4 hypotheses are supported by literature studies, H2 hypothesis is not supported. However, these studies were performed only with the data obtained from nine hospitals serving the health sector in Turkey. Therefore, these findings may not be transmitted to any organization. Therefore, further studies in different sectors and more countries are recommended to generalize these findings.

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