A Study On The Relationship Between Leadership - Member Exchange, Organizational Justice And Employee Silence

With the increasing social competition and challenge, the effects of employees are very important. But the problem of employee silence appears. Employee silence affects the organization’s decision-making, and bring great risks for the healthy development of the company. It also cause huge negative effect to individual. In regard to this, Employee silence behaviors is becoming a new research hotspot, and cause the extensive concern of many scholars.This paper used leader-member exchange questionnaire, organizational justice questionnaire and employee silence behaviors questionnaire to investigate280employees from some cities. This study used Independent-Sample t test or one-way ANOVA to examine the effect of demographic variables on the Employee silence behaviors. And then it adopted correlation analysis and regression analysis to examine the predictive utility of leader-member exchange and organizational justice on Employee Silence, and mediating effects of organizational justice. Finally making the following conclusions:(1) In general, there was a high degree of leader-member exchange relationship and organizational justice. And employee silence was widespread, among them, the acquiesced silence and defensive silence phenomenon were more serious. Besides, their employee silence was significant different in age, the property of company, seniority and time spent with communicating with leaders.(2) There is a negative correlation between leader-member exchange and Employee silence behavior. Negative correlation between organizational justice and employee silence behavior is significant. And leader-member ship is significantly positively-correlated with organizational justice.(3) Leader-member exchange could effectively predict employee silence behavior. Effect can significantly predict three dimensions of Employee silence. Trust has negative relationship with acquiescent silence, and contribution can significantly predict inattentional silence.(4) Organizational justice could effectively predict employee silence behavior. Procedural justice has significantly negative influence on the acquiescent silence and inattentional silence. Interactional justice have significant negative affect on three dimensions of Employee silence.(5) Organizational justice had a significant mediating effect between leader-member exchange and employee silence. Interactional justice has a fully mediated influence on effect and defensive silence.According to the above research conclusions, managerial suggestions were put forward in this paper. And points out the limitations and shortcomings of this study as well as the outlook for the future research.