Employee Silence and Organisational Performance in Selected Privately Owned Universities in Anambra State

Abstract

This study titled Employee Silence and Organizational
performance in Privately owned Universities in
Anambra State examined the extent of relationship
between defensive silence and organizational
performance and the extent of relationship between
deviant silence and organizational performance. The
study is anchored on the Social Exchange Theory
developed by Cook, Cheshire and Rice (2013). The
study employed descriptive research design. Data
were sourced from primary sources. Pearson’s
product moment correlation was used to analyze the
data. The findings revealed that defensive silence has
a positive correlation with organisational
performance; deviant silence has a positive
correlation with organizational performance. The
study recommended that fear is the primary source of
defensive silence, and it should be reduced: secondly,
management should create an environment in which
deviant silence is viewed as an important variable to
be considered, as well as opportunities to create good
communication and formal systems for the transfer or
exchange of information, concerns, and ideas in order
to take the necessary action.