Today, there is no doubt that in many organizations, many employees refuse to provide their opinions and comments about the organizational problems. In fact, in many organizations there is a created climate, which often makes employees feel their opinion is not valued. This phenomenon is examined as an organizational silence that by identifying the factors affecting on it we can effectively take steps to eliminate barriers to commenting staff in organizations. In this regard, this paper presents an empirical work conducted on data obtained from 260 employees Payame Noor University of East Azerbaijan Province. These data are analyzed by SPSS software and regression and path analysis tests. The results showed that there is a significant relationship between silence climate dimensions and employee organizational commitment with silence behavior employee. In addition, there is a positive correlation between higher management attitudes and supervisor’s attitudes with workers silent behavior. We have also observed that there is a negative correlation between communication opportunities and organizational commitment with employee silence behavior of employees.

Panahi, B., Veiseh, S., Divkhar, S & Kamari, F. (2012). An empirical analysis on influencing factors on organizational silence and its relationship with employee’s organizational commitment.Management Science Letters, 2(3), 735-744.

Argyris, C. & Schon, D.A. (1978). Organisational Learning: A Theory of Action Perspective. Addison-Wesley: Reading.

Dickson, W., & Roethlisberger, F. (1966). Counseling in an Organization: A Sequel to the Hawthorne Researches. Boston, Mass.: Harvard University Press.

Dimitris, B. & Vakola, M. (2007). Organizational Silence: A new challenge for human resource management. Athens university of economics and business, 1-19.

Fisher, C. (1979). Transmission of positive and negative feedback to subordinates: A laboratory investigation. Journal of Applied Psychology, October, 533-540.

Forgen, J. H. (1999). Why not empowerment? Business and Economic Review, 45(3), 31-33.

Fortado, B. (1994). Informal Supervisory Social Control Strategies. Journal of Management Studies, 31(2), 251-276.

Henriksen, K., & Dayton, E. (2006). Organizational Silence and Hidden threats to patient safety. National Council of Chief Clinical Consultants, 5(1), Health Research and Educational Trust.Hofstede, G. (1980). Culture's consequences: International differences in work-related values. Beverly Hills, CA: Sage.

Ilgen, D.r., Fisher, C. D., & Taylor, M.S. (1979). Consequences of individual feedback on behavior in organizations. Journal of Applied Psychology, 64, 349-371.

Knights, J. A., & Kennedy, B. J. (2005). Psychological Contract Violation: Impacts on Job Satisfaction and Organizational Commitment Among Australian Senior Public Servants. Applied H.R.M. Research, 10(2), 57-72.McGoman, R.A. (2003). Organizational Discourses: Sounds of Silence, university of western Ontario.

Meyer, G.W. (1994). Social international processing and Social networks: A test of Social influence mechanisms. Human Relation, 47, 1013-1036.

Miller, J. G. (1972). Living systems: The organization. Behavioral Science, 17, 1-82.

Morrison, E., & Milliken, F. (2000). Organisational Silence: A Barrier to Change and Development in Pluralistic World. Academy of Management Review, 25(4), 706-725.

Organ, D. W. (1988). Organizational Citizenship Behavior: The Good Soldier Syndrome. Lexington, MA: Lexington Books.

Pinder, C. C., & Harlos, K. P. (2001). Employee silence: quiescence and acquiescence as responses to perceived injustice. In Rowland, K. M. and Ferris, G. R. (Eds), Research in Personnel and Human Resources Management, 20. New York: JAI Press, 331–369.

Rodrigues, A. (2005). The elephant in the room Organizational Silence, www.Sophia-associates.com.Sennett, R. (1998). The corrosion of character: the personal learning and interpretation in strategic persistence and reorientation: An empirical exploration. Strategic management Journal, 13, 585-608.