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| Does Organizational Silence in NGOs affected by Job Burnout? |
Hany A. Tharya , Esmail A. M. Kassim ,Youssef M. Abu Amuna, Abedallh M. Aqel
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Abstract:
This study aimed to identify job burnout and its impact on organizational silence through an applied study on employees in NGOs in southern governorates, Palestine. NGOs might be not focused as community for researchers according to their missions nature, but employees are humans even they work in private, public, or NGOs. Job burnout old phenomenon widespread mostly in public and private sectors. Job burnout and organizational silence in NGOs were not discussed widely. Researchers used questionnaire as a main tool for data collection, and the descriptive and analytical approach to conduct the study results. The study population consist of NGOs employees whom working in administrative and technical positions. Researchers used stratified random sampling method, and (367) questionnaires were distributed, while (295) questionnaires were retrieved with rate of recovery (80.4%). SPSS for statistical data analysis, and a multiple regression method to measure the impact were used. The results of the study showed that there is a statistically significant effect of job burnout among workers in NGOs on organizational silence by 63.3%. Also results indicates that job burnout in NGOs was by 44.72%, divided into (Emotional exhaustion, 55.33%, Professional efficacy, 44.16%, Cynicism is 34.68%). Results for organizational silence cleared that silence exist with 49.91%, employee resists pressure from others to induce him to speak about the organization's problems, knowing that he may be harmed by officials, and employee avoids disclosing any confidential information related to the work aimed at achieving benefit to the organization. The study recommended the necessity of a fair and stable system of salaries and incentives in line with the exerted effort and instilling confidence between employees by giving them participation in decision-making, which in turn contributes to reducing job burnout. Also study suggested to reduce the phenomenon of job burnout by enhancing the employees' capabilities in giving them full authority in the exercise of their work and encouraging them to participate in making decisions. Also the study recommended entering employees into awareness training courses that help them deal with the phenomenon of job burnout through employee involvement and their participation in solving work-related problems and use of flexibility at work, which helps reduce employee burnout. Recommendations for organizational silence suggested increasing upper management's awareness of the concept of organizational silence behavior and the necessity to avoid centralizing decision-making and to activate participatory management.
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