Abstract:

The purpose of this research is to inquire the interactions of organizational silence with perceived individual performance, organizational culture and demographic variables. Data were collected from 102 nurses, working in the central hospitals of three different chains. Those hospitals were located in different districts of Istanbul. A quantitative approach of scientific inquiry was employed, combining descriptive, relational, and comparative models. The significant results revealed that individual performance were negatively correlated with acquiescent silence and positively correlated with pro-social silence except defensive silence. Defensive silence was negatively correlated with perceived clan and adhocracy culture. On the other hand, acquiescent and defensive silence were positively correlated with perceived hierarchy culture. It is determined that, as pro-social silence scores increase and organization was more marketoriented, contextual performance increases. Nurses with higher educational level had higher task performance scores and but not professional seniority. When pro-social silence, perceived adhocracy and hierarchy culture increases, task performance increases. The implications of these findings were discussed with the results in the literature

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