ABSTRACT
This study aimed to discuss the influence of teachers’ organizational silence on job performance and the serial mediation effect of psychological empowerment – organizational commitment. This research surveyed 564 primary and secondary school teachers in China through questionnaires. The quantitative analysis shows that teachers’ organizational silence significantly negatively correlates with job performance, indifferent silence negatively predicts job performance, and acquiescent silence positively predicts contextual performance. Psychological empowerment and organizational affective commitment respectively have a mediation effect, and the chain mechanism of teachers’ psychological empowerment – organizational affective commitment has a full mediation effect on the relationship between teachers’ organizational silence and job performance.
Acknowledgments
We thank Xiao-Yi Wu and Yu-Shi You from Beijing Normal University for participating in this research. Furthermore, we thank American Journal Experts (AJE). This paper was edited for proper English language, grammar, punctuation, spelling, and overall style by one or more of the highly qualified native English speaking editors at AJE.
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No potential conflict of interest was reported by the author(s).
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Ji-Hai Yao
Ji-Hai Yao received his Ph.D. in Psychology from the School of Psychology, Beijing Normal University, China. Now he is an associate professor at the Faculty of Education, Beijing Normal University in China. His current research interests are teacher professional development, educational and administrational psychology and educational human resource management. He has published numerous journals paper on education and phycology.