The Study On The Influence Of Abusive Supervision Onemployees Silence Behavior

In the process of pursuing business interests, the business environment organizations facing is becoming more and more dynamic and complex.And the problem of the organization can not be solved simply by the information and knowledge from management. Therefore, it is very important to mobilize the initiative and enthusiasm of the staff and make full use of their function. However, in reality, organizations are facing such a dilemma that there is general phenomenonin the practice of the management like the story "Emperor’s New Clothes".Because of various consideration, the employees believe remaining silent rather than speaking up is the more secure way to respond when they found the organizational problems. Employee silence will not only reduce the staff’s enthusiasm and commitment, may also lead to the failure of organizational decision making, even being caused by the disaster, such as the Enron bankruptcy and the Challenger space shuttle disaster. Therefore, it is an immediate emergency for both academic and practical circlesof domestic and foreign production to explore the causes and influence of the employee’s silence behavior and how to prevent and intervene the silence behavior.Previous studies have recognizedthatthe leader is an important factor in employee silence in the organization. However, the study on the antecedent variables of silence about leadership factors, mostly focusedon positive leadership behavior toprevente and inhibite employee silence behavior, but less research studied whether the passive management style caused the employee silence behavior and how the negative leadership influenced employee silence behavior. That is, the employee silence behavior mechanism is still unclear.Thus, to better understand the mechanisms underlying on employees’ silent behavior, this study proposed and tested a moderated mediation model in which abusivesupervisor(organizationalfactor) influences employees’ silent behavior, with organizationl climate of silence(organizational factor) as a mediator, and superficial harmony and power distance (individual factor) asmoderators.Therefore, this study attempted to design amoderated mediation model to analyze the mechanism how abusive supervisor to impact on employees’silent behavior. At first, we reviewed and summarized the research results of previous studies on silence behavior, abusive supervisor, organizationalclimate of silence, superficial harmony and power distance. Then, we put forward the hypothesis of this study. Empirical study made a questionnaire survey, using SPSS and Amos statistical software for data analysis and hypothesestest. Finally, we draw some valuable conclusions and gave some humanresource management practices recommendations for references.The main conclusions are as follows:(1) Abusive supervisoris positively related to the employee’s silence behavior.It shows abusive leadership behavior will contribute to employee silence in the Chinese context which respects"silence is golden".(2)Abusive supervisoris positively related to organizational climate of silence. Organizational climate of silence perceived by employees may be created by the abusive management from leaders.(3) Organizational climate of silencetotally mediated the relationship between abusive supervisor and employee silence behavior.The role of abusive supervisor to employees’silence behavior is mainly due to the construction of organizational climate of silence, which inhibits the expression of employees, and leads to the employees’silence behavior.(4)Superficial harmony of employees buffers the effect oforganizational climate of silenceon employees’silence behavior, and moderated the mediated relationshipthrough organizational climate of silence.It shows that there are differences in the impact of abusive supervisor onemployees’silence behavior through organizational climate of silence according to the different levels of superficial harmony.(5)Power distance can also moderat the effect of organizational climate of silence on employees’silence behavior, and promote the role of the organizational climate of silence in the relationship between the abusive supervisor and the employees’ silence behavior. For the employeeswhose power distance sense is high, the abusive supervisor will have a greater impact on employee silence behavior through organizational climate of silence.