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dPhPh�� � �'�'F9$�8q8q8qPhv� �'� �'�8qPh�8q8qV�w@3x�'������&��������n�w�:�0j��wTb��olb�3x3x�b�� �z	PhPh8qPhPhPhPhPh��8qPhPhPhj�PhPhPhPh��������������������������������������������������������������������b�PhPhPhPhPhPhPhPhPh>X:	Antecedents and consequences of Employees� Silence: An empirical investigation
Author: Sadia Arif
Email: sadia@vcomsats.edu.pk
Designation: Research Associate
Organization: COMSATS University, Islamabad
Abstract:
Employees� behavior at workplace has drawn considerable attention in recent years. Employees have information, suggestions and ideas to improve ways to perform but sometimes they share and sometimes they engage in silence. This study is using a sample of 145 employees to examine the antecedents and consequences of employees� silence. A cross-sectional design is adopted and standardized questionnaire is used in this survey. Specifically, this study examines a very comprehensive model that incorporates trust (organizational and supervisor), employees� silence (Acquiescent, Defensive, Pro-social, relational) and employees� commitment (affective, continuance and normative) in a single study. 
To analyze impact of independent variable on a dependent variable Path analysis was performed in AMOS 23. Results show some interesting findings. Some expected relationships are rejected but some proposed are accepted, consistent with the previous research.
Key words: Trust, Employees� silence, Commitment






Introduction:
Employees� behavior at workplace has drawn considerable attention in recent years. In modern era where competition is tough and organizations want to be more productive, innovative, and successful and to get the more competitive advantages over others, workforce is considered to be one of the most vital resource (Morrison & Milliken, 2000). Employees have information, suggestions and ideas to improve ways to perform work (Van Dyne et al., 2003). But sometimes they share and sometimes they engage in silence. Studies indicate that more than 85% of employees accepted in their interviews that they deliberately remain silent at some of their work issues (Milliken et al., 2003). Silence of the employee can be defined as willful withholding of any type of ideas, expressions, relevant information and opinions about organizational issues crucial for the success of organization (Bogosian, 2011; Pinder & Harlos, 2001). 
 Employees� silence can negatively affect the success of organization by making it difficult for organizations to evaluate different solutions, reduce innovation and become a great threat to change and development process (Beer & Eisenstat, 2000; Morrison & Milliken, 2000). Previous studies show that employees who do not involve in communication and information sharing have stress and undermine innovation process (Beer & Eisenstat, 2000; Cortina & Magley, 2003), dissatisfaction (Morrison & Milliken, 2000), contaminate interaction, shut down creativity and undermine productivity (Morrison, 2014), disengagement amongst employees (Tamuz, 2001) and leads to emotional exhaustion, psychological withdrawal and physical withdrawal (Whiteside & Barclay, 2013). Withholding voice against any problematic issues may not only harmful for the organization and its employees but also for humans outside the organization (Gibson & Singh, 2003).  But consequences of employees� silence can also be favorable. Studies showed that by keeping ourselves silent will increase the information security of coworkers, reduced the interpersonal conflicts and also sometimes helpful in decreasing the managerial information overload (Van Dyne et al., 2003) and in some other contexts like high power distance cultures increase employees� job satisfaction (Jain, 2015).
Organizational commitment is one of the positive workplace behaviors like job satisfaction and there is call for determining the nature of relationship between silence and positive work place behavior in high power distance cultures. So this study analyze that when employees are silent they are committed to the organization or not in high power distance culture like Pakistan. 

A plethora of research has been conducted to investigate the employees� silence but there are still significant gaps in my understanding. Most researchers focused on unitary construct of silence (Fard & Karimi, 2015; Nikolaou et al., 2011; Vakola & Bouradas, 2005) but along with that literature reveal its multidimensional nature and recommended in-depth analysis.  Unexpectedly only a single study of Dedahanov and Rhee (2015) has explored the relationship of trust with two types of silence � acquiescent silence and the defensive silence. Study focused on commitment as a general construct. They recommended that future researcher should study the association of other forms of silence developed by Brinsfield (Briensfield, 2013) with different forms of commitments (continuance, normative and affective).
This study is a response to call in literature to search for different antecedents and consequences. Aim of the study is to examines a very comprehensive model that incorporates trust (organizational and supervisor), employees� silence (Acquiescent, Defensive, Pro-social, relational) and employees� commitment (affective, continuance and normative) in a single study. 
Review of literature discovered that the theoretical aspects of �employee silence� are underdeveloped and, therefore, the role of social psychological theories is investigated (Jain, 2015). So the reasons for employee silence can be better explained by psychological perspective of humans that are further reinforced by culture of Pakistani society. 
According to Hofsted�s cultural dimensions (2001) Pakistan has authoritarian culture, ranked high on power distance culture which indicates hierarchy based organizations and society. Moreover our value system is based on norms of collectivism, joint family system and rules of paternalism. We all learnt to not argue with elders or seniors from home and remaining silent are considered equal to loyalty, acceptance and commitment. In high power distance culture employees see their supervisors or bosses as having high status so they are more silent towards them (Tangirala & Ramanujam, 2008).  So it can be proposed that silence is an expected part of employees� behavior in Pakistani organizations. 
The psychological perspective can be explained by �self-affirmation theory�.  In the field of sociology, psychology and social psychology, researchers recognized self-concept as a central theme.  Self-affirmation and self-esteem are more relevant concepts in this regard. 
The social psychologist Claude Steele proposed self-affirmation theory in 1988. Self- affirmation theory believes that humans are motivated to maintain their self-integrity (Steele, 1988; Sherman and Cohen, 2006). According to self-affirmation theory, self-integrity is the individual perception about itself as virtuous, good and efficacious. An individual with self-integrity is the one who has developed a belief or perception that he/she is high in moral goodness, kindness and the acts are according to desired social and cultural norms. Self-integrity can take various forms and it varies in different situations. Self-affirmation plays a positive role to maintain self-integrity, in different domains (Steele, 1988; Schmeichel & Vohs, 2009). Self-affirmation are the events like the positive feed-back from others that strengthen the belief of self-integrity (Sherman & Cohen, 2006). Basic principle of self-affirmation theory is that individuals not only driven to maintain its specific self-integrity for example being a good parent or being an intelligent student or being independent but also their positive global self-integrity. 
Self-affirmation theory argued that when individuals are facing risk they either accept the threat without considering its counter effects for making it less effective or taking into account some essential aspects of his personality that reinforce their self-integrity. Self-affirmation is mostly studied in the context of individual�s responses to ego threat. So we can say that self-affirmation events make the employees more silent by promoting the non-defensive responses to ego threats. So it is possible that because of lack of self-affirmation, employees remain silent even in those situations where their active participation is required. 
Literature reveals that in high power distance societies and because of norms of conformity and obedience, self-affirmation belief is strengthened (Asthana, 1956; Sinha, 1988). So employees used silence for achieving positive outcomes like praise, winning awards or other benefits and most importantly to keep them save from negative outcomes in the form of work load, criticism or harassment.  So, consequently, it is possible silence behavior can enhance the satisfaction of employees by developing feelings of security and safety and they show commitment to their organizations. 
Literature Review
Employee Silence
Morrison and Milliken (2000) noticed that silence is one of the controlling factors in organizations and has not received enough research consideration that it deserves. At the same time the reason for it is also explained as silence has not received much of the attention because of its absent nature. Silence can be regarded as the lack of behavior and it is very challenging  to understand and learn from the behavior that is found absent as compared to one that is apparent and obvious (Van Dyne et al., 2003). It is stated by Pinder and Harlos (2001) that silent behavior involves consciousness, active and purposeful behavior. If an employee does what the organization expects of them or they will demonstrate it in future without conveying their opinions, reflecting employee�s dissatisfaction (Brinsfield et al., 2009). The literature on the employees silence has explained four different behaviors regarding silence that employees demonstrate i.e. acquiescent silence, defensive silence, relational silence and pro- social silence. Acquiescence is when employees are reluctant to avail the current available options and also neglect any future opportunity or option available. Individuals who are acquiescent silent are those who are afraid making any sort of different to their work environment as compared to those who are quiescent. This is a disengaged and passive behavior of employees. They maintain silence due to the fear of cognitive dissonance, because of this attitude of hopelessness and apathy (Pinder & Harlos, 2001).  In addition Van Dyne et al., (2003) have not regarded the phenomena of being silent as the individual with no voice but they have emphasized on the intention of individual who wish to remain silent about the surrounding conditions due to fear of the following conditions i.e. resignation, fear and cooperation. Van Dyne et al., (2003) has actually backed work done by the Pinder and Harlos�s (2001) and conceptualizing it he further suggested the two other type of silence called defensive silence and pro-social silence. 
Individuals with acquiescent silent hold back issues that are related to work and have low self-efficacy and disentanglement from the matter of organizational Van Dyne et al. (2003). If the employer or the senior level manager does not respond to the information provided by the sub ordinate or the managers or the management than it discourages the employees and in result they do not take active part in the organizational issues, they take the impression that speaking is useless and it will not make any difference and all this leads to the behavior of silence which we call as acquiescent silent.  The idea of silence is what referred as the process or action in which an employee do not wish to express his or her idea or whatever is on his mind or the information that he she holds or opinion due to some disengaged behavior (Kahn, 1990). 
Another form is defensive silence defined as, with holding the information and opinions with aim of self-protection or to avoid any situation or due to fear of some consequences (Van Dyne et al., 2003).  Such individuals believe that he/she might be punished or can lose their jobs and are called the trouble makers, so they shield themselves from shedding light the organizational issues and involving in any negative situation that may arise from underlining and that is why they become reluctant to uncover organizational problems. Such type of fear is usually based on the individual or employee self-fear of coming up front and speaking about the issues. Defensive silence is also called quiescent silence (Pinder & Harlos, 2001).  According to another view defensive silence is regarded as when you deliberately try to avoid the work related issues due to the fear that it might cause ill consequences for you. It is among the intentional and proactive behavior which is adopted or intended to protect oneself from any harm or threat. In comparison to the Acquiescence silence, defensive silence is more proactive and pre adopted involving the attention and awareness of the situation, backed by the conscious decision to not involve or participate in anything that cannot favorable in future and withhold information, ideas and opinions viewing it as the need of the time or suitable strategy at that present stage.  In defensive silence there is a difference in comparison to the other forms of silence because in this form the person him/her self make decision and evaluate the situations/ alternatives as what to do and what is the requirement of the situation i.e. withholding information and avoiding communicating and voicing their concerns, as they feel that it is a safe side alternative at the time (Van Dyne et al., 2003). 
When an individual with hold work related information or idea or opinion with the aim of benefiting another member of the organization or people or the organization as a whole is called the silence that is pro-social in nature (Van Dyne et al., 2003; Tangirala & Ramanujam, 2008). Pro social silence as proactive behavior but with the aim to focus on others. In such type of silence the individual is aware of the decision making. Pro social silence arises due to the concern for the wellbeing of others instead of having negative thoughts or fear of consequences. Podkasoff et al. (2000) defines such silence as the rejection to express their views that can benefit the organization. This type of silence is encourages individual to help others and try to share their burdens. Proactive silence mainly put emphasis on others.
Another form of silence is relational silence. It is noted by Morrison and Milliken (2003) that one of the major causes of silence is maintain an effective and working relationship between employees and the organization.  The fear of being wrong or disagreed by others causes employees to be silent instead of sharing their concerns and they prefer to be silent.  Such employees tend to be silent and avoid sharing opinions to help solving any form of conflict of organization. Another reason for such silence is that some employees accept the decisions of upper level management to avoid any problems for their organization because of the belief that sharing such thoughts may affect the success of the organization. This issue cannot only be related to the image of the employee, it is also about maintain a good relationship with the organization (Perlow & Repenning, 2009).
Trust
Trust is a vital element in the paradigm of social exchange where individuals give benefits to each other, having personmust trust that other person will eagerly reciprocate (Blau, 1965). Trust enables people to take risk. When one party invest in other it involves some inherent risk that the investment will not be returned so there will be a balance in the exchange relationship (Eisenberger et al. 1986; Shore & Shore, 1995).
Many definitions of trust are found in organizational behavior literature. Hoy and Tschannen-Morani (1999) have defined it as the willingness of one individual to another vulnerability depending on assurance that later party is compassionate, dependable, truthful and open. 
In other words it can be said that willingness of a party toward actions of the other party depending on expectation that the other person will act in a reciprocating manner (Mayer et al. 1995).
The term organizational trust can be used in several ways. One form of trust is interorganizational trust, or the trust between organizations and the other is intraorganizational trust that is trust within the organization.Trust is important for both interorganizational and intraorganizational relationships (Gounans, 2005; Johnson et al., 2003) but relationship within organizations are continues so organizational trust is better described as intraorganizational trust.
Within an organization a difference should be created between managerial trust and organizational trust. Tan and Tan (2000) has defined the term trust as everyday interaction between the superiors and subordinates as compared to organizational trust revolving around relationship amongst various constituent groups in the workplace. Bass (1990), has observed that supervisory actions are performed by direct leaders as compared to organizational leaders making strategic decisions. Trust in organization and trusting the supervisor are two separate constructs, yet involving various dimensions of silence hence both are included in this study to identify the type of silence that is created by the absence of trust in organization as well as the supervisor.
Several studies stated trust plays more important role for commitment and other positive workplace behaviors. Tipu and Ryan (2011) explored the strongest relationship between trust and communication. Many studies (Ozag, 2006; Hess & Story, 2005; Kwon & Suh, 2005; Kwon & Sun, 2006) found significant positive contribution of trust to commitment.  
Organizational Commitment
The attitude of an employee and his behavior towards obtaining the goals of the organization is referred to as organizational commitment. This could also be seen as a bond that is generated between employee and the organization he/she is currently serving (Ponnu & Chuah, 2010). Every individual within an organization uses various sets of skills, abilities, expertise and knowledge to investigate the working environment so that they can channel their potential to the best of their abilities to earn satisfaction in their jobs.  When an employee feels that the organization is providing him/her with the means to fully employ their potential and gains rewards for doing so, he/she will feel a long lasting commitment towards the organization. It is noted that committed employees of an organization are always determined to create positive and significant impact to their workplace. Not only that a committed employee will go an extra mile to ensure that the organization is reaping maximum benefits from his/her presence (Eroglu et al., 2011). According to Meyer & Maltin (2010), organizational commitment is one of the fundamental elements that binds an individual to the workplace, and if an organization provides means for the employee to excel in the organization by utilizing their potential to the fullest, the commitment of the employee will be increased manifolds. The upside for such employees is that they have a tendency to be more enthusiastic about their work, have a capacity to yield high productivity and share a proactive approach towards their organization (Bouradas & Vakola, 2005). The effect and the importance of employee commitment have been well established and documented through various studies done over time.  Commitment towards an organization is a very complex and multifaceted construct, but the three major and widely accepted components are affective commitment, continuance comment and normative commitment (Meyer & Allen, 1991). 
According to Allen and Meyer (1990) the main components namely affective, continuance, and normative commitment are various dimensions of the same phenomenon. Affective commitment basically is the emotional identification of the employee and sense of belonging with the workplace (Meyer et al, 1993; Shore & Tetrick, 1991; Romzek, 1990; Salim et al., 2008). This type of commitment reflects in the attitude of employees when they tend to share values, aspire to remain a part of organization by working for the betterment of the organization without any personal desire, solely for the purpose of benefiting the organization. This type of environment promotes a sense of belonging in the employee and they are happy to be the part of the organization and would want to maintain their membership in it (Dawley et al., 2005). Affective commitment increases a feeling of belonging and obligation towards the organization and has been associated with personal attributes of the organizational structure, along with the experiences in the organization. This includes pay, skill variety, supervision, and clarity in job description (Hartmann, 2000). 
Continuance commitment is employee�s evaluation of the apparent costs attributed towards departing the organization for the alternate job opportunities elsewhere (Meyer & Allen, 1998). Those employees who have a strong sense of continuance commitment are highly likely to stay with the same organization as they deem their alternate options to be limited or not as suitable as the current one (Murray et al., 1991). Individual who invest their time and efforts to acquire a certain job skill knows that acquiring this skill will pay off in the long run and they need to be employed by the organization to gain benefits of these skills (Allen & Meyer, 1990). There could be a variety of multiple possible reasons for an individual to stay with an organization, but the major reason is the lack of possible alternative for work and remuneration. Organizational commitment increases as the employees spend more time in the organization, and generates a tendency to avoid losing their respective positions within the firm. This leads to continuance commitment in the employees (Hrebiniak & Alutto, 1972). The sense of loss increases with time, age and role of the employee in the organization. An employee who has been with an organization for long is likely to experience such commitment if the position the individual is in is well established, and holds a successful role with several promotions. Such employees invest more of their personal resources during their work, and show a higher tendency to stay with the organization and are least likely to look for other job opportunities (Bret, Corn & Slocum, 1995). 

The last of these is normative commitment which can be attributed to employee�s urge to remain with an organization due to familial or cultural pressures (Shahnawaz & Juyal, 2006). The employees who have a sense of normative commitment believe it to be their moral responsibility to remain a part of the organization regardless of their personal satisfaction (Meyer & Allen, 1998).  Such employees have a strong sense of moral obligation towards the organization as they deem it to be the correct thing to be done in a particular situation. In some cases this obligation can take its origin from the fact that an individual may sense compelled to stay with the organization, as it has invested in the individual and they have a sense of guilt while leaving the organization (Murray et al., 1991). Such time of commitment also creates higher level of retention of employees in the organization. 
All of the three mentioned components are of equal importance and plays a pivotal role in determining length of time employees will stay with an organization. The important thing is to establish which of the three type of commitment is most apparent in an organization, and to aim to target and bring out the best means to enhance commitment in the organization. 
Relationship of Trust and Silence
Organizational trust can be associated to positive prospect individuals have related to the behavior of employees of organization based on the roles of organization (Shockley-Zalabak et al., 2000). When an employee trusts the leaders it results in a positive association and effectiveness of the employees (Yang & Mossholder, 2010).  So, it can be said that as the level of trust increases the employees� self-efficacy in order to create difference in the workplace also increases. Therefore, it can be said that those who trust their organization are usually confident when it comes to the outcomes of the actions and behavior of the upper level management whereas those having lower trust level tend to show less confidence when it comes to their actions and received reactions of the upper level management. This is due to the fact that voicing your concern is deemed as a very risky, challenging status quo of the organization (Detert & Burris, 2007), employees having lower trust usually feel unsafe in sharing concerns and tend to reflect defensive silence. Past studies found a positive relationship between the trust and risk taking behavior (Dirks & Ferrin, 2001; Mayer et al., 1995). Employees� level of trust is lower when the supervisor do not consider the shared information and perceive that speaking does not make any change. Based on this experience employees remain silent in future and do not share important information. Literature review did not find any empirical study between the trust and relational silence but high power distance and collectivism induce relational silence (Dedahanov et al., 2016). As the Pakistan has authoritarian culture, ranked high on power distance culture which indicates hierarchy based organizations and society (Hofsted�s cultural dimensions, 2001). Moreover our value system is based on norms of collectivism, joint family system and rules of paternalism. We all learnt to not argue with elders or seniors from home and remaining silent are considered equal to loyalty, acceptance and commitment. In high power distance culture employees see their supervisors or bosses as having high status so they are more silent towards them (Tangirala & Ramanujam, 2008). So it can be proposed that silence is an expected part of employees� behavior in Pakistani organizations. On the basis of arguments developed follow hypotheses are proposed;

H1. There is significant negative relationship between Trust in organization and acquiescent silence.
H2. There is significant negative relationship between Trust in organization and defensive silence.
H3. There is significant relationship between Trust in organization and relational silence.
H4. There is significant relationship between Trust in organization and pro-social silence.
H5. There is significant negative relationship between Trust in supervisor and acquiescent silence.
H6.  There is significant negative relationship between Trust in supervisor and defensive silence.
H7. There is significant relationship between Trust in supervisor and relational silence.
H8.There is significant relationship between Trust in supervisor and pro-social silence.
Relationship of Silence and organizational commitment

Literature revealed acquiescent silent employees do not share any concerns because of their firm believe that they cannot bring about any change or due to the level of disengagement from the organizational issues (Van Dyne et al., 2003). Employees involved in the issues of the organization show higher level of self-expression that indirectly shares concerns and an opportunity to bring about a positive impact at the various organizational levels (Glewet al., 1995; Locke & Schweiger, 1979); and hence such individuals put efforts beyond the accepted norms and work for the success of their respective organizations (Patchen, 1970; Martin et al., 1995). Detached employees show less concern for the organizations and its issues are least likely to show any level of commitment to the organization (Aluttoand Belasco, 1972; Alutto and Acito, 1974). It can be assumed that acquiescently silent employees are not likely in showing commitment. Moreover, they hold back relevant information due low level of self-efficacy towards making any difference in the organization (Van Dyne et al., 2003). Researchers reported that a positive relation among self-efficacy and commitment towards organization (Walumbwa et al., 2004; Riggs & Knight, 1994; Jex & Bliese, 1999). It is believed that such silent individuals having low self-efficacy are least likely in showing commitment towards the organization due to silence created by their belief that they are not able to make any kind of change in the organization by the means of sharing information. As mentioned earlier, individuals who are defensively silent withhold and information or concern due to fear and threat. This sense of threat reflects in lower level of commitment towards organization (Wong, 2005). A study conducted by Deniz et al. (2013) �the relationship between silence of employees and organizational commitment in a private health company� investigated the relationship between employees silence and commitment and found significant negative relationship.
Tsai and Young (2010) revealed that there is a negative association found between risk perceptions of employees and their level of commitment. Moreover, researches on silence documented negative relationship among defensive silence and commitment towards organization (Deniz et al., 2013).  
There is an increasing awareness about the silence in organizations and literature about the relation between commitment and employee silence has not consistent findings (Deniz et al., 2013). Organizational commitment has both positive and negative relationship with silence. Previous researches found association between employees silence and commitment. It was also revealed that relationship of silence and commitment can be different between groups in an organization.  For different reasons some groups remain silent depending on situation. It is believed that employee silence can be reduced by eliminating factors causing the silence. This can be done by fostering an open culture within the organization as well as by changing the management styles and organization structure.  By doing these employees will feel more secure and in turn their affective commitment increases (Nikmaram et al. 2012; Amah and Okafor, 2008; Dimitras and Vakola, 2003). Basing on the gaps and literature support this study proposed as below;
H9. Acquiescent silence is negatively related to affective commitment.
H10. Defensive silence is negatively related to affective commitment.
H11. Relational silence is significantly related to affective commitment.
H12. Pro-social silence is significantly related to affective commitment.
H13. Acquiescent silence is negatively related to continuance commitment.
H14. Defensive silence is negatively related to continuance commitment.
H15. Relational silence is significantly related to continuance commitment.
H16. Pro-social silence is significantly related to continuance commitment.
H17. Acquiescent silence is negatively related to normative commitment.
H18. Defensive silence is negatively related to normative commitment.
H19. Relational silence is significantly related to normative commitment.
H20. Pro-social silence is significantly related to normative commitmentResearch Methodology
Researcher use the philosophy of positivism research, which has a firm belief that the universe operates in a deterministic manner and is governed by the laws of cause and effect, believing that exploration is possible by applying this unique approach. 
Data Collection Tools: 
Self-administered questionnaire was employed as a tool for data collection. Organizational trust was measured by a six-item scale created by Cummings and Bromiley (1996).Trust in the supervisor has been measured by total of seven scale of seven item developed by Robinson (1996). Employee silence was measured by scale adapted from studies of Van Dyne et al. (2003) and Brinsfield (2013). Acquiescent silence is measured by 5 item scale. Defensive and Pro-Social silence was also measured by 5 item scales adapted from Van Dyne et al. (2003). Relational silence was measured by 5 item scale, adapted from Brinsfield (2013). Allen and Meyer (1990) original commitment scale comprised of 24 items has been used to assess commitment towards an organization.  
Sampling:
For this particular study the researcher employed multistage stratified sampling. Total population comprises of all the universities of the Pakistan (171) and the working population for the study consists of total 17 universities. Higher Education Commission (HEC) divided these into 2 stratas -  Public sector universities and private sector universities. Total population was divided into 5 regions. Then, by using proportionate random sampling technique (10% from each strata), total 17 universities were selected. Details are given below in table 3.3
Table 3.3 Universities Sampling
Universities Charted byNo. of Public universitiesNo. of Private UniversitiesStratified proportionate random sampling (10%)PublicPrivateGovernment of Pakistan25821Punjab272432Sindh203023KPK191021Baluchistan7110Population Frame and Sample Size:
Respondents were faculty members of management Sciences department. Total population was 469 employees. Sample size was 212 respondents, calculated by sample size formula. Then by using systematic sampling an element was selected randomly and then every second element in the frame is selected. Respondents were contacted through their email addresses. We received 145 responses from a total of 212. Response rate was 69%.
 Data Analysis and Results:
To validate results of this study, various statistical tools and techniques were employed. Cronbach�s alpha was employed to determined reliability of measures. The relationship between the variables was determined by employing the test of bivariate Pearson correlation. To analyze impact of independent variable on a dependent variable Path analysis was performed in AMOS 23. This is the special case of SEM (structural equation modeling) analyzing the structured models (having only observed variables), not measurement model. This includes models equal to multiple regression analysis. 
Demographic Analysis of Respondents:
Table 4.1 shows that 50% respondents were females and 50% were males. Participants ranged from 23 to 53 years of age with a mean age of 30 years having a mean experience of 4 years as shown in table 4.2. 51% respondents were married and 48% were single. The education level of the respondents shows that 15% respondents are Master�s Degree holders (16 years), 63 % having M. Phil degree (18 years), 22% having doctorate degree.
Table 4.1 Demographic measures
Demographic			Categories  		N			Percentage	
Variables				

Gender 			Male 			72			50
Female 		73	 		50
________________________________________________________________________ 
Marital Status 			Single 			70			48
Married 		75			52
________________________________________________________________________ 
Education			Masters 		22			15
M.Phil.			91			63
Doctorate		32			22

Designation			Lecturer		88			61
Assistant Professor 	28			19
Research Associate	28			20


Table 4.2 Descriptive Statistics of age and total Experience:

		N		Range		Minimum	Maximum	    Mean

Age		145		30		23		53		     30
Total 
Experience	145		22		1		23	 	      4
		

Overall Descriptive Statistics of Variables:
Table 4.3 demonstrates the mean and standard deviation of all variables used in study. Mean values show the tendency of the responses of respondents and standard deviations show variation in responses. This table gives the information about minimum, maximum, mean and standard deviations of the variables used in study. The maximum standard deviation is 0.89 and minimum value is 0.66, which shows that the standard deviations of all the variables is not very high and within the acceptable range.

Table 4.3 overall Descriptive Statistics of Variables

NMinimumMaximumMeanStd. DeviationTrust in Organization1451.005.002.0862.89577Trust in Supervisor1451.574.862.6916.66787Acquiescent Silence1451.004.602.1434.71829Defensive Silence1451.005.001.9917.85110Pro-Social Silence1451.005.002.0786.81079Relational Silence1451.005.002.3641.88276Affective Commitment1451.005.003.7572.79562Continuance Commitment1451.005.002.2034.88939Normative Commitment1451.005.002.2034.90427
Reliability Analysis:
Cronbach alpha measurement is generally utilized as a part of the sociologies, business, nursing and different orders. It is important to ensure the reliability of the instrument before proceeding to the analysis. Reliability of the instrument is checked by the Cronbach Alpha which reflects the internal consistency. Alpha statistic is used as the measure of reliability which is considered good if the statistic is more than 0.6. Values for all the constructs were appropriate as Cronbach�s alpha coefficients� values for all the variables were greater than 0.60 (Sekaran, 2003). So all the constructs are reliable.
The internal reliabilities of the measure used in the current study is checked by calculating Cronbach�s Alpha, as shown in table 4.4
Table 4.4 Alpha Reliabilities of Variables
S No.Variables NameNo. of ItemsCronbach�s Alpha1Trust in Organization60.742Trust in Supervisor70.723Acquiescent Silence50.804Defensive Silence50.955Pro-Social Silence50.886Relational Silence50.937Affective Commitment80.708Continuance Commitment80.789Normative Commitment80.71Above table indicates that moderate to high internal reliability coefficients were observed for all the scales used in the study, and the alpha value scores from 0.70 (Affective Commitment) to 0.95 (Defensive Silence). The alpha value for Trust in Organization is 0.74, Trust in Supervisor is 0.72, Acquiescent Silence is 0.80, Defensive Silence is 0.95, Pro-Social Silence is 0.88, Relational Silence is 0.93, Affective Commitment is 0.70, Continuance Commitment is 0.78 and Normative Commitment is 0.71.
Correlation Analysis: 
The connection between variables is referred to as correlation. Correlation analysis is the statistical tool which we use to determine the strength of relationship between two variables.  Relationship is perceived as the association between variables. It gauges the degree to which two variables are connected. The value of correlation ranges from +1 to -1 and both these values show highest positive and negative relationship. While the value 0 shows no relationship. The association of Trust in Organization (OT), Trust in Supervisor (ST), Acquiescent Silence (AS), Defensive Silence (DS), Pro-Social Silence (PS), Relational Silence (RS), Affective Commitment (AC), Continuance Commitment (CC) and Normative Commitment (NC), is shown in the table below 4.5
Table 4.5 Correlation MatrixOTSTASDSPSRSACCCNCOTPearson Correlation1Sig. (2-tailed)N145STPearson Correlation-.262**1Sig. (2-tailed).001N145145ASPearson Correlation.742**-.477**1Sig. (2-tailed).000.000N145145145DSPearson Correlation.747**-.389**.871**1Sig. (2-tailed).000.000.000N145145145145PSPearson Correlation.729**-.470**.970**.897**1Sig. (2-tailed).000.000.000.000N145145145145145RSPearson Correlation.442**-.229**.485**.422**.439**1Sig. (2-tailed).000.006.000.000.000N145145145145145145ACPearson Correlation-.552**.517**-.676**-.695**-.722**-.0891Sig. (2-tailed).000.000.000.000.000.287N145145145145145145145CCPearson Correlation.690**-.416**-.610**.698**.648**.514**-.535**1Sig. (2-tailed).000.000.000.000.000.000.000N145145145145145145145145NCPearson Correlation.505**-.132-.423**.550**.479**.162-.451**.634**1Sig. (2-tailed).000.114.000.000.000.052.000.000N145145145145145145145145145**. Correlation is significant at the 0.01 level (2-tailed).
The above table shows the association among variables. Trust in organization is positively correlated with Acquiescent Silence, having correlation value of 0.742 at significance level of 0.01 (r = .742**, p � 0.01). Previous studies conducted in different culture shows the negative relationships of Trust in organizations and Acquiescent Silence. But this study shows the positive association of variables. So H1, which states that  There is significant negative relationship between Trust in organization and acquiescent silence�, is not supported. 
Results in above table shows that Trust in organization is also positively associated with Defensive Silence, having correlation value of 0.747 at significance level of 0.01 (r = .747**, p � 0.01). Previous study of Dedahanov and Rhee (2015) found positive but insignificant relationship but this study shows positive association of defensive silence and trust in organization. So H2, which states that  There is significant negative relationship between Trust in organization and defensive silence�, is not accepted.
Pro-social and relational silence is also positively associated with Trust in Organization, having correlation values of 0.729 and 0.442 at significance level of 0.01, respectively (r = .729**, r = .442**, p � 0.01). So H3 and H4 are also accepted that there is significant association of organizational trust and pro-social and relational silence and it is also positive.
Correlation table shows that Trust in Supervisor is negatively associated with Acquiescent Silence, having correlation value of -0.477 at significance level of 0.01 (r = -0.477**, p � 0.01). Previous study of Dedahanov and Rhee (2015) showed negative relationship of these variables. Relationship of Defensive Silence and Trust in Supervisor is also significantly negative, having correlation value of -0.389 at significance level of 0.01 (r = -0.389**, p � 0.01). These results are consistent with previous study of Dedahanov and Rhee (2015), having correlation value of -0.369 at 0.01 significance level. So H5 and H6 are accepted. 
Results also revealed that Trust in Supervisor is negatively associated with Relational Silence, having correlation value of -0.229 at significance level of 0.01. So H7 which states that, �there is significant relationship between Trust in Supervisor and Relational silence� is also accepted but this relation is negative. Similarly Pro-Social Silence is also significantly but negatively associated with Trust in Supervisor, having value of -0.470 at significance level of 0.01. So H8 is also supported. 
Results of correlation table reveals that Acquiescent Silence has strongly significant but negative relationship with Affective Commitment, having correlation value of -0.676 at significance level of 0.01 (r = -0.676**, p � 0.01). So H9 is also accepted. 
H10 states that Defensive silence negatively affect the affective commitment. This is supported by the correlation analysis, that there is strong negative correlation between these variables, having value of -0.695 at 0.01 significance level. So H10 is also supported. 
Relationship of Relational Silence and Affective Commitment is also negative, having correlation value of -0.089 but insignificant (r = -0.089). So H11 is not accepted.
From the correlation analysis it was found that Pro-Social silence has strongest negative relationship with affective commitment. Correlation value is -0.722 at significance level of 0.01. So H12 is accepted. 
Results show that Acquiescent Silence is significantly negatively related to Continuance Commitment, having correlation values of -0.610 at significance level of 0.01. So H13 is also accepted. 
Correlation value for the relationship of Defensive Silence and Continuance Commitment is 0.698 at significance level of 0.001, which means that both are positively related to each other. Relational Silence and Pro-Social Silence are also positively related to Continuance Commitment, having values of 0.514 and 0.648 at significance level of 0.01. So H14, H15 and H16 are rejected.
Results of correlation show that all the four forms of employee silence are positively and significantly related to Normative Commitment having values of 0.423, 0.550, 0.479 and 0.162 at significance level of 0.01. So all negative hypothesis are rejected. 
Analysis 
Path Analysis: 
To analyze impact of independent variable on a dependent variable Path analysis was performed in AMOS 23. This is the special case of SEM (structural equation modeling) analyzing the structured models (having only observed variables), not measurement model. This includes models equal to multiple regression analysis. Results of Path Analysis are shown in below table 4.6
Table 4.6 Standardized Regression weights from Path Analysis
S #PathStandardized CoefficientP valuesResults1Trust in Organization        Acquiescent Silence0.704***Rejected2Trust in Organization        Defensive Silence0.721***Rejected 3Trust in Organization        Relational Silence0.415***Accepted (positive)4Trust in Organization        Pro-Social Silence0.686***Accepted
(Positive)5Trust in Supervisor          Acquiescent Silence-0.322***Accepted6Trust in Supervisor          Defensive Silence-0.215***Accepted7Trust in Supervisor          Relational Silence-0.316***Accepted
(negative)8Trust in Supervisor          Pro-Social Silence-0.123***Accepted9Acquiescent Silence      Affective Commitment-0.212.001Accepted 10Defensive Silence         Affective Commitment-0.323.003Accepted11Relational Silence         Affective Commitment0.288***Rejected12Pro-Social Silence          Affective Commitment-0.6270.005Accepted13Acq. Silence        Continuance commitment-0.857***Accepted14Defensive Silence     Continuance commitment0.457***Rejected15Relational Silence     Continuance commitment 0.292***Rejected16Pro-Social Silence    Continuance commitment0.623.007Rejected17Acquiescent Silence    Normative Commitment-0.642.005Accepted18Defensive Silence       Normative Commitment0.605***Rejected19Relational Silence       Normative Commitment0.562.06Rejected20Pro-Social Silence      Normative Commitment-0.032.677Rejected ***p<0.000
Conclusion:
Results of Path Analysis in table 4.6 found that Trust in Organization has significant but positive relationship with Acquiescent Silence (� = 0.704***, p <0.000). Previous studies conducted in different culture shows the positive relationships of Trust in organizations and Acquiescent Silence. But this study shows the positive association of variables. So H1, which states that  There is significant negative relationship between Trust in organization and acquiescent silence , is not supported.  
Findings show that Trust in Organization has significant but positive relationship with Defensive Silence (� = 0.721***, p <0.000). Previous study of Dedahanov and Rhee (2015), found that there is no significant relationship between Trust in organization and Defensive silence. But this study shows positive association of defensive silence and trust in organization. So H2, which states that �There is significant negative relationship between Trust in organization and defensive silence�, is not accepted. Similarly, relationship of Trust in Organization with all other two forms of Silence is positively significant, having values 0.415 and 0.686. But we hypothesized that there is negative relationship between these variables. So H3 and H4 are also not accepted. 

Findings of path analysis revealed that Trust in Supervisor is negatively associated with Acquiescent Silence, having standardized coefficient value of -0.322 at significance level of 0.000 (� = -0.322***, p � 0.000).  Relationship of Defensive Silence and Trust in Supervisor is also significantly negative, having standardized coefficient value of -0.215 at significance level of 0.000 (� = -0.215***, p � 0.000). These results are consistent with previous study of Dedahanov and Rhee (2015), having value of -0.394 at 0.01 significance level. So H5 and H6 are accepted. H8 states that there is negative relationship between Trust in Supervisor and Pro-Social Silence. Results in table 4.6 show that Trust in Supervisor negatively affect the Pro-Social silence, having standardized coefficient value of -0.123 at significance level of 0.000 (� = -0.123***, p � 0.000). Meanwhile there is no significant relationship between Trust in Supervisor and Relational Silence (� = -0.316). Hence H8 is accepted and H7 is not accepted. 
Results show that Acquiescent, defensive and pro-social silences significantly negatively influence the affective commitment, having standardized coefficient value of -0.323 and -0.627. So H9, H10 and H12 are accepted. Our findings are consistent with previous studies of (Nevin Deniz et al. 2015; Lambert et al. 2008; Daigle, 2007; Laeeque and   Bakhtawari, 2014). 
Relational silence has significant positive relationship with affective commitment (� = 0.288***, p � 0.000). as affectively committed employees are more emotionally attached with their organization and relationally silent employees want to maintain their smooth relationship with the organization. So we can say that these both variables are positively related with each other. 
Results also show that Acquiescent silence is significantly negatively related to both continuance and normative commitment having standardized coefficient values of -0.857 and -0.642, respectively. So H13 and H17 are supported. A number of previous studies (Walumbwa et al., 2004; Jex and Bliese, 1999) found that self-efficacy and commitment have significant positive relationship. On these bases we can say that employees who are acquiescently silent have low self-efficacy and less committed to their organization. 
Findings show that Defensive Silence is positively related to the Continuance commitment (� = 0.457***, p � 0.000). As it was explained earlier that defensively silent employee keep information with them because of fear and threat and continuance commitment was defined as that they only want to stay with organization because they do not have any alternative. There could be a variety of multiple possible reasons for an individual to stay with an organization, but the major reason is the lack of possible alternative for work and remuneration.  So we can believe that defensively silent employees have high level of continuance commitment. So negatively hypothesized H14 is not accepted.
Results also show positive relationship between Defensive Silence and Normative commitment. Normative commitment can be attributed to employee�s urge to remain with an organization due to family or cultural pressures (Shahnawaz & Juyal, 2006). The employees who have a sense of normative commitment believe it to be their moral responsibility to remain a part of the organization regardless of their personal satisfaction. In collectivistic cultures, individuals are more interdependent with family, friends, or coworkers. As we know that there are less a job opportunities and more social responsibilities means having a collectivist culture, positive relationship between Defensive silence and normative commitment can be expected. This is also confirmed by the results. So H18 is not accepted.  
It is noted by Morrison and Milliken (2003) that one of the major causes of silence is maintain an effective and working relationship between employees and the organization.  The fear of being wrong or disagreed by others causes employees to be silent instead of sharing their concerns and they prefer to be silent.  Such employees tend to be silent and avoid sharing opinions to help solving any form of conflict of organization. Another reason for such silence is that some employees accept the decisions of upper level management to avoid any problems for their organization because of the belief that sharing such thoughts may affect the success of the organization. This issue cannot only be related to the image of the employee, it is also about maintain a good relationship with the organization (Perlow & Repenning, 2009).
Now when it comes to the pro social silence so here when an individual with hold work related information or idea or opinion with the aim of benefiting another member of the organization or people or the organization as a whole is called the silence that is  pro-social in nature (Van Dyne et al., 2003; Tangirala & Ramanujam, 2008). Pro social silence as proactive behavior but with the aim to focus on others. In such type of silence the individual is aware of the decision making. Pro social silence arises due to the concern for the wellbeing of others instead of having negative thoughts or fear of consequences. Podkasoff et al. (2000) defines such silence as the rejection to express their views that can benefit the organization. This type of silence is encourages individual to help others and try to share their burdens. Proactive silence mainly put emphasis on others.
Model Fit Summary: 
Table 4.7 shows the standard and achieved values of Fit indices. Values show that all variables are completely fit in model. 
Table 4.7 Model Fit Summary
S #Fit indicesStandard valuesAchieved values1Chi Square/dfLess than 2 or 54.6572GFI0.90 or better0.9593NFI0.90 or better0.9784CFI0.97 or higher0.9825AGFI0.80 or greater0.896RMSEAP < 0.080.05
Discussion:
Past research found significant negative relationship between silence and trust. It is noted by Morrison and Milliken (2003) that one of the major causes of silence is maintain an effective and working relationship between employees and the organization.  The fear of being wrong or disagreed by others causes employees to be silent instead of sharing their concerns and they prefer to be silent.  Such employees tend to be silent and avoid sharing opinions to help solving any form of conflict of organization. Another reason for such silence is that some employees accept the decisions of upper level management to avoid any problems for their organization because of the belief that sharing such thoughts may affect the success of the organization. This issue cannot only be related to the image of the employee, it is also about maintain a good relationship with the organization (Perlow & Repenning, 2009).
Now when it comes to the pro social silence so here when an individual with hold work related information or idea or opinion with the aim of benefiting another member of the organization or people or the organization as a whole is called the silence that is  pro-social in nature (Van Dyne et al., 2003; Tangirala & Ramanujam, 2008). Pro social silence as proactive behavior but with the aim to focus on others. In such type of silence the individual is aware of the decision making. Pro social silence arises due to the concern for the wellbeing of others instead of having negative thoughts or fear of consequences. Podkasoff et al. (2000) defines such silence as the rejection to express their views that can benefit the organization. This type of silence is encourages individual to help others and try to share their burdens. Proactive silence mainly put emphasis on others.
Limitations:
The study has limitations also. Due to short span of time a small no of respondents were contacted for study. Due to this generalizability cannot be made from these results. Limited time also bound researcher to emphasize only one public sector organization.
References:
Allen, N. J., & Meyer, J. P. (1990). The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational Psychology,�63(1), 1-18.
Ashforth, B.E. & Anand, V. (2003).The normalization of corruption in organizations.Research in Organizational Behavior, 25, 1-52.
Beer, M. & Eisenstat, R. (2000). The silent killers of strategy implementation and learning.Sloan Management Review, 41(4), 29-40.
Briensfield, C.T. (2013). Employee silence motives: investigation of dimensionality and development of measures. Journal of Organizational Behavior, 34(5), 671-697.
Cummings, L.L. & Bromiley, P. (1996). The organizational trust inventory (OTI): development
and validation. Trust in Organizations.
Dedahanov, A. T., Lee, D., Rhee, J., & Yusupov, S. (2016). An examination of the associations among cultural dimensions, relational silence and stress.�Personnel Review.
Dedahanov, A. T., & Rhee, J. (2015). Examining the relationships among trust, silence and organizational commitment.�Management Decision,�53(8), 1843-1857.
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