Journal of Research in Educational Systems

Abstract The present study was conducted with the aim of analyzing the effect of job burnout on organizational commitment with the mediation of organizational silence among teachers of first secondary schools in Noorabad city. The research method was descriptive-correlation of the type of structural equations. The statistical population of the research was all the teachers of the first secondary schools of Noorabad city in the academic year of 2001-2001, numbering 320 people. To select the sample, Krejcie & Morgan table was used and 175 people were selected by stratified random sampling method. In order to collect information, three standard questionnaires of Milliman's job plateau (1992), Allen and Mayer's (1990) organizational commitment, and Dine et al.'s (2003) organizational silence were used. Descriptive statistics and inferential statistics including confirmatory factor analysis and structural equation modeling with partial least squares approach were used for data analysis. The research findings showed that there is no significant relationship between job burnout and organizational commitment at the 0.05 level, but with the mediation of organizational silence, this relationship is negative and significant. Also, organizational silence has a negative and significant relationship with organizational commitment at the 99% confidence level, and job burnout has a positive and significant relationship with organizational silence at the 99% confidence level. In general, it is concluded that the conceptual model of the effectiveness of organizational commitment on job burnout with the mediating role of organizational silence does not fit with the empirical model.

Abstract The purpose of this research is the role of leadership styles, organizational culture and organizational trust on organizational silence in Payame Noor University of Kermanshah. The current research is applied in terms of its purpose and is descriptive-survey in terms of its nature and method. The statistical population of this research is 380 employees (scientific and administrative) of Payame Noor University of Kermanshah which 191 people were selected as the sample using Cochran formula. Data collection tools, Clarke leadership styles questionnaire (2002), Robbins organizational culture (1996), and organizational trust Alonen et al. (2008) and organizational silence Saeedipour and Akbari (1396). Validity (content, convergent, divergent) and reliability (factor load, composite reliability coefficient, Cronbach's alpha coefficient). The questionnaires indicate that the measuring instruments have a good validity and reliability. The results of the hypothesis test by SMART-PLS software and using t-test statistics and path coefficients (β) showed that leadership styles had a strong, direct and significant effect on organizational culture, organizational trust and organizational silence, respectively. Has a moderate, direct and non-significant effect, and has a weak, direct, and indirect impact. Organizational culture has a moderate, direct and significant effect on organizational trust and organizational silence, and has a moderate, direct and indirect indirect and significant effect, respectively. Also, organizational trust has a direct, significant effect on organizational silence, from organizational culture Can play the role of mediation in influencing leadership styles on organizational trust and organizational silence. Also, organizational trust can play a role as an intermediary variable in influencing leadership styles on organizational silence and organizational culture.