Journals / Sağlık ve Hemşirelik Yönetimi Dergisi / 2020 / Cilt: 7 - Sayı: 3

Determining Nurses Organizational Silence Behaviors and Its Effecting Factors

Hemşirelerin Örgütsel Sessizlik Davranışları ve Etkileyen Etmenlerin Belirlenmesi

Pages
330–338
DOI
—
🏛️Bibliographic metadata and full text access for this article are provided via DergiPark.
DergiPark Record ↗
✨

AI Summary & Key Takeaways

AI Insight
⚡ TL;DR(Too Long; Didn't Read)

It was found that being under 30 years old (R2: .23, Durbin Watson: 1.49, p < .001) was effective.Conclusion: The results obtained from the research indicated that the nurses who can speak easily with his/her manager nurse and who are older, exhibit less silence behavior.

📌 3 Key Takeaways

🎯
Objective & Hypothesis:Aim: This study used descriptive, exploratory design and conducted to determine nurses organizational silence behavior levels and affecting factors.
📊
Key Findings & Data:Method: This study was conducted with 105 nurses working in a private university hospital.
💡
Conclusion & Impact:It was found that being under 30 years old (R2: .23, Durbin Watson: 1.49, p < .001) was effective.Conclusion: The results obtained from the research indicated that the nurses who can speak easily with his/her manager nurse and who are older, exhibit less silence behavior.
🔬Design:Research Article
📍Scope:Comprehensive Sample
⚙️Variables:Domain Parameters

Abstract

Aim: This study used descriptive, exploratory design and conducted to determine nurses organizational silence behavior levels and affecting factors. Method: This study was conducted with 105 nurses working in a private university hospital. In the study, the Organizational Silence Behavior Scale and twelve socio-demographic and job-related questions were used to collect the data. The data were analyzed using the SPPS 26 program. In descriptive statistical analysis, number, percentage, mean, and standard deviation were used. Independent variables that have an effect on silence behavior subscale scores in primary analyzes were analyzed by using multiple regression analysis.Results: The average age of the nurses participating in the study was 27.9 ± 4.6. It was determined that 83.8% were women, 70.5% had bachelor’s degree and 60% worked as nurses. The organizational Silence Behavior Scale total score arithmetic mean is 2.59 (SD = .66) (min =1, max = 4.26), and the highest score in the subscale was found to be in the acquiesce silence subscale with 3.03 (SD = 1.00). While more than half of the nurses (55.2%) stated that their managers had an influence on their silence behavior, according to the result of regression analysis, being unable to speak comfortably with the manager in the silence climate (R2: .10, Durbin Watson: 1.82, p = .001) and not being able to speak comfortably with the manager in the acquiesce silence subscale. It was found that being under 30 years old (R2: .23, Durbin Watson: 1.49, p < .001) was effective.Conclusion: The results obtained from the research indicated that the nurses who can speak easily with his/her manager nurse and who are older, exhibit less silence behavior. Manager Nurses who are supporting open communication and feedback processes will prevent ‘ silence behavior and support positive work environment.

Özet

Amaç: Araştırma, hemşirelerin örgütsel sessizlik davranışlarını ve etkileyen etmenlerin belirlenmesi amacıyla, tanımlayıcı ve ilişki arayıcı tasarımda yapılmıştır. Yöntem: Bu çalışma, bir vakıf üniversite hastanesinde çalışan 105 hemşire ile yürütülmüştür. Çalışmada, “Örgütsel Sessizlik Davranışı Ölçeği” ile bireysel ve mesleki özellikleri belirlemeye yönelik 12 sorudan oluşan veri toplama formu kullanılmıştır. Verilerin analizi SPPS 26 programı kullanılarak yapılmıştır. Tanımlayıcı istatistiksel analizinde sayı, yüzde, ortalama ve standart sapma kullanılmıştır; sessizlik davranışı alt boyut puanları üzerine primer analizlerde etkisi bulunan bağımsız değişkenler çoklu regresyon analizi ile incelenmiştir. Bulgular: Çalışmaya katılan hemşirelerin yaş ortalaması=27,9±4,6 olup %83,8’inin kadın, %70,5’inin lisans mezunu ve %60’ının hemşire pozisyonunda çalıştığı saptanmıştır. Örgütsel sessizlik davranışı ölçeğinden elde edile toplam puanın aritmetik ortalama-sı 2,59 (SS=,66) olup (min=1, max=4,28), alt boyutlarda en yüksek puanın 3,03 (SS=1,00) ile kabullenici sessizlik alt boyutunda olduğu belirlenmiştir. Hemşirelerin yarısından fazlası (%55,2) sessiz kalma davranışında yöneticilerinin etkisi olduğunu belirtirken, regresyon analizi sonucuna göre sessizlik ikliminde üst yöneticisi ile rahatlıkla konuşamamanın (R2: ,10, Durbin Watson: 1, 82, p = .001) ve kabullenici sessizlik alt boyutunda ise yöneticisi ile rahatlıkla konuşamama ile 30 yaş altında olmanın (R2: ,23, Durbin Watson: 1,49, p < .001) etkili olduğu saptanmıştır.Sonuç: Araştırmadan elde edilen sonuçlar,yönetici hemşiresi ile rahatlıkla konuşabilen ve yaşı daha büyük olan hemşirelerin daha az sessizlik davranışı sergilediğini göstermektedir. Yönetici hemşirelerin açık iletişim ve geri bildirim süreçlerini destekleyici yaklaşımınınçalışanların sessizlik davranışını önleyeceği ve olumlu çalışma ortamını destekleyeceği belirtilebilir.

🔖

Cite This Article

YALÇIN, B., GÖKTEPE, N., TÜRKMEN, E., ÖZCAN, Ş. (2020). Determining Nurses Organizational Silence Behaviors and Its Effecting Factors. Sağlık ve Hemşirelik Yönetimi Dergisi, Cilt: 7 - Sayı: 3, 330–338. https://ajindex.com/articles/301814

📄 Full Text PDF Viewer

📄

PDF görüntüleyici hazırlanıyor...

References (11)

  1. Bayın, G. Yeşilaydın, G. & Esatoğlu, A. E. (2015). Hemşirelerde örgütsel sessizlik nedenlerinin belirlenmesi. İşletme Araştırmaları Dergisi, 7(1), 248-266.
  2. Bowen, F. & Blackmon, K. (2003). Spirals of silence: The dynamic effects of diversity on organizational voice. Journal of Management Studies, 40(6), 1393-1417. https://doi.org/10.1111/1467-6486.00385
  3. Çaylak, E. & Altuntas, S. (2017). Organizational silence among nurses: The impact on organizational cynicism and intention to leave work. Journal of Nursing Research, 25(2), 90-98. https://doi.org/10.1097/JNR.0000000000000139
  4. Dankoski, M. E., Bickel, J. & Gusic, M. E. (2014). Discussing the undiscussable with the powerful: why and how faculty must learn to counteract organizational silence. Academic Medicine: Journal of the Association of American Medical Colleges, 89(12), 1610-3. DOI:10.1097/ACM.0000000000000428 Dyne, L. V., Ang, S. & Botero, I. C. (2003). Conceptualizing employee silence and employee voice as multidimensional constructs. Journal of Management Studies, 40(6), 1359-1392. https://doi.org/10.1111/1467-6486.00384
  5. Erkutlu, H. & Chafra, J. (2019). Leader’s integrity and employee silence in healthcare organizations. Leadership in Health Services, 32(3), 419-434. https://doi.org/10.1108/LHS-03-2018-0021
  6. Fapohunda, T. N. (2016). Organizational silence: Predictors and consequences among university academic staff. International Journal for Research in Social Science and Humanities Research, 2(1), 83-103.
  7. Gardezi, F., Lingard, L., Espin, S., Whyte, S., Orser, B. & Baker, G. R. (2009). Silence, power and communication in the operating room. Journal of Advanced Nursing, 65(7), 1390-1399. https://doi.org/10.1111/j.1365-2648.2009.04994.x
  8. Harmancı Seren A. K., Topçu, İ., Eşkin Bacaksiz, F., Ünaldi, N., Tokgöz Ekici, E. & Yildirim, A. (2018). Organizational silence among nurses and physicians in public hospitals. Journal of Clinical Nursing, 27, 1440-1451. https://doi.org/10.1111/jocn.14294
  9. Henriksen, K. & Dayton, E. (2006). Organizational silence and hidden threats to patient safety. Health Services Research, 41(4p2), 1539-1554. https://doi.org/10.1111/j.1475-6773.2006.00564.x
  10. Huang, X., Vliert, E. V. & Vegt, G. V. (2005) Breaking the silence culture: Stimulation of participation and employee opinion withholding cross-nationally. Management and Organization Review, 1(3), 459-482. https://doi.org/10.1111/j.1740-8784.2005.00023.x
  11. Maxfield, D., Grenny, J., McMillan, R., Patterson, K. & Switzler, A. (2006). Si