Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/313743 
Year of Publication: 
2024
Citation: 
[Journal:] Journal of Occupational and Organizational Psychology [ISSN:] 2044-8325 [Volume:] 98 [Issue:] 1 [Article No.:] e12549 [Publisher:] The British Psychological Society [Place:] Leicester [Year:] 2024
Abstract: 
Abstract Employee silence research stipulates that silence requires input to share, which we posit stems from encountering workplace events. We argue that the validity of relationships between employee silence and outcomes is limited without taking preceding events into account: Employees might not encounter relevant events and therefore cannot show silence. Further, workplace events can have independent effects on the outcomes attributed to silence, potentially confounding the effects of silence and preceding events. Drawing on an existing cross‐cultural dataset ( N  = 8222 in 35 samples), we show that some samples include up to 60% of participants who did not encounter relevant events. Using data from a German utility company ( N  = 572 in 129 teams), we demonstrate that the associations between employee silence and outcomes like burnout are overestimated if effects of events are left unaccounted. Lastly, a simulation study shows that biased silence–outcome relations are generalizable whenever events have independent effects on the outcome of interest.
Subjects: 
employee silence
event perspective
simulation study
Persistent Identifier of the first edition: 
Creative Commons License: 
cc-by Logo
Document Type: 
Article
Document Version: 
Published Version
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