How far Organizational Silence Influence NGOs Job Performance?

This study objective to identify organizational silence and its impact on job performance through an applied study on employees in NGOs in southern governorates, Palestine. NGOs may not be focused as a community for researchers due to their aims, but employees are humans whether they work in the commercial, public, or non-profit sectors. Organizational silence is a common occurrence in both the public and commercial sectors. Organizational silence in NGOs was 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 organizational silence among workers in NGOs on job performance by 18.6 %. Also results indicates that organizational silence in NGOs was 48.91%. Results for organizational silence cleared that 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 suggested that a fair and consistent system of compensation and incentives based on work be implemented, as well as developing employee confidence by allowing them to participate in decision-making, which helps to reduce organizational quiet. Also study suggested to reduce the phenomenon of organizational silence by enhancing the employees' capabilities in giving them full authority in the exercise of their work and encouraging them to participate in making decisions. Recommendations 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. Add to that the need to foster personal initiative through a system of pecuniary and moral incentives, as well as promote innovation and learning culture. NGOs must pick personnel who are knowledgeable and related to the business whose job performance they will analyze in order to achieve efficiency in job performance. In addition, regulations to hold low-performing employees accountable and set standards that drive them, as well as reinforcing systems of material and moral incentives to encourage people to work beyond hours, which leads to increased productivity, are needed