Railroad Organizational Justice, Trust Relationship Between Organizational Silence Within The Organization

Employee silence is a hazard potential barriers of organizational development, which can pose a significant obstacles to diversified organization development, and bring great risks for the healthy development of the organization. However, due to the impact of the Chinese traditional culture and a special railway system management mode, organizational silence phenomenon in the railway system has its special form of expression and the serious tendency of silence.On the basis of internal research, this study selected seven medium stations of the Shanghai Railway Bureau and sited passenger staff as the research object. In order to explore the employee silent behavior of this particular group railway workers, and confirm how organizational justice and organizational trust effect of employee silence, the study used of organizational justice scale, trust in organizational scale and organizational silence scale to investigate railway employees. With the statistical software of SPSS11.5, research used descriptive statistics, analysis of variance, correlation analysis, regression analysis and the mediating effect of testing to draw the following conclusions:(1) In general, railroad employee organizational justice was well, Railway workers had significant different sense of organizational justice in different age and different monthly income situation. And there was a high degree of trust in the overall organization. They also had significant different sense of organizational trust in different position and different monthly income situation. But, employee silence was widespread. Among them, the acquiesced silence and defensive silence phenomenon were more serious. And their employee silence was significant different in gender and seniority.(2) The railroad employee existed of a significant positive correlation between organizational trust and justice. The railroad employee existed of a significant negatively correlation between organizational justice and employee silence. The railroad employee existed of a significant negatively correlation between trust in organization and employee silence.(3) Organizational justice significantly predicted organizational silence. Procedural Justice dimension negatively predicted employee silence, the Interpersonal Justice dimensions significantly predicted defensive silence and careless silence.(4) Trust in organization significantly predicted organizational silence. Trust in organization dimension negatively predicted careless silence. Trust in management significantly predicted acquiescent silence and defensive silence. Trust in colleague dimension negatively predicted defensive silence and careless silence.(5) Organizational justice had a significant mediating effect between trust in organization and employee silence. Procedural justice had a fully mediated effect on trust in management and defensive silence. Interpersonal justice had a fully mediated effect on trust in management and defensive.