Organizations need to maintain that employee who undertake beyond their duties and to maintain the organization's social system indirectly to achieve the objectives of the organization and they can help overcome environmental challenges. The aim of this study is to evaluate the impact of ORGANIZATIONAL SILENCE on ORGANIZATIONAL citizenship behavior. This research, analytical and method of research is correlational. The objective of research is practical and survey methods were used to collect data. In order to achieve this goal, the data was collected by questionnaires and simple random sampling. The population of the research is all staff of the Alborz Insurance Company of Tehran in the summer of 1395. Data analysis and structural equation modeling was done by SPSS16 and LISREL 8.50 software. The findings emphasize the necessity of ORGANIZATIONAL SILENCE in citizenship behavior, and suggest a significant negative impact on ORGANIZATIONAL citizenship behavior is defensive SILENCE, and acquiescent silent.

Current management and organization literature has focused on employee empowerment and use of open communication channels. Despite this fact, results of empirical research have shown that employees believe that open communication, information, explicit or implicit knowledge sharing are not supported within their organizations. Lack of information and trust and presence of ORGANIZATIONAL SILENCE is one of the most important obstacles to organization success. ORGANIZATIONAL SILENCE refers to situations where employees withhold information, ideas and suggestions about potential problems. In response to the need for further research regarding ORGANIZATIONAL SILENCE, this paper addresses the concept of ORGANIZATIONAL SILENCE and voice, types of employee SILENCE and voice, and the philosophical dimensions of SILENCE. In addition, negative consequences of this behavioral problem are discussed in this paper.

Background: The main purpose of this study was to analyze the impact of ORGANIZATIONAL SILENCE and mobbing on turnover intention. Method: The statistical population of this study was 386 employees of Payam-e-Noor University of Kermanshah. In order to determine the sample size we have applied Morgan table and consequently 191 employees have were selected as sample members by random sampling method for the first half of 2018. The data collection tool was a standard questionnaire in this area. Validity (content, convergent, divergent) and reliability (loading factor, composite reliability, Cronbach's alpha) of questionnaire indicate that measuring instruments have good reliability and validity. The results of hypotheses test by SMART-PLS software and using t-test statistics. Results: Path coefficients (β ) indicate that ORGANIZATIONAL SILENCE have strong, direct and significant influence on mobbing. Mobbing have strong, direct and significant effects on turnover intention and ORGANIZATIONAL SILENCE have weak, indirect and significant effects on turnover intention. On the other hand, mobbing can play moderator role in influence on ORGANIZATIONAL SILENCE and turnover intention. Conclusion: Despite the design model, it can be expected that the university can reduce the level of job leave due to the variables of ORGANIZATIONAL SILENCE and ORGANIZATIONAL mobility.

Objective ORGANIZATIONAL SILENCE is a prevalent issue in contemporary organizations, and neglecting it can have negative consequences on individual, group, and ORGANIZATIONAL levels. This research aims to explore the lived experiences of faculty members and staff to identify the factors contributing to ORGANIZATIONAL SILENCE at Iranian Farhangian University. Methods This research adopted a qualitative approach with a phenomenological method. The participants were faculty members at Farhangian University in the 9th region of eastern Iran. To identify the factors influencing ORGANIZATIONAL SILENCE, a purposive sampling method with maximum variation was used, taking into account participants' educational backgrounds, personal experiences, and perceptions of ORGANIZATIONAL SILENCE. The number of participants reached theoretical saturation with 16 individuals. The research instrument was a semi-structured interview. To ensure the reliability of the interviews, the Guba and Lincoln criteria (credibility, transferability, dependability, and confirmability) were applied. The inter-coder reliability was 86%, and confirmability was achieved through peer review. Data analysis was conducted using Smith's 6-step content analysis and coding process with Max.Q.DA software. Results The interview analysis results were organized into three main categories: external ORGANIZATIONAL, internal ORGANIZATIONAL, and individual, with 11 main themes and 64 subthemes. In the external ORGANIZATIONAL category, the main themes are political and social factors. In the internal ORGANIZATIONAL category, the main themes include structural, communicative, managerial, human resources, supervisory, economic factors, and ORGANIZATIONAL climate. In the individual category, the main themes are knowledge and motivation. Upon further review, it was determined that the structural theme consists of ORGANIZATIONAL breadth, decision-making centralization, hierarchical structure, disregard for ORGANIZATIONAL values, and cumbersome rules and regulations. The communication theme includes external ORGANIZATIONAL interactions, one-way communication flow, visibility of a specific group, prevalence of informal relationships, use of social media within the university, and negative reactions to colleagues' comments. Several management issues were identified, including a lack of critical thinking among managers, failure to implement ideas, managers ignoring reality, lack of transparency in decision-making, authoritarian management, and intolerance for negative feedback. Gender discrimination in the delegation of authority, lack of promotion based on merit, lack of recruitment and employment based on openness and creativity, absence of a meritocracy, lack of appreciation for employees' efforts, and job insecurity were grouped under the human resources theme. The supervision and control theme revealed that securitization of the work environment, emphasis on employee control, university control processes, external regulatory bodies, and the silent punishment and marginalization of employees are significant factors. In the economic theme, the focus was on rewarding practical proposals, the prevailing economic conditions of individuals, and urgent economic needs such as salary increases and job security. Concerns about freedom of speech, compliance and obedience, poor quality of the work environment, lack of a supportive atmosphere, prevalence of a culture of indifference, and flattery and praise were raised in discussions of the ORGANIZATIONAL climate theme. In the individual category, the knowledge and motivation themes were explored. The knowledge theme encompasses several key issues: ORGANIZATIONAL knowledge insufficiency, low experience among administrative staff, attention to rumors instead of official information channels, lived experiences of the consequences of participation, and the inability to articulate issues. The motivation theme includes individual expectations, personal goals, perceived inability to effect change, psychological safety, work motivation, distrust, resilience, reduced self-confidence, learned helplessness, lack of belonging, suppression of voice, job insecurity, inability to voice concerns, work overload, and individual considerations such as expediency, position-taking, and vested interests. Conclusion Based on the research findings, the following recommendations can be made to reduce and prevent ORGANIZATIONAL SILENCE at Farhangian University as a negative ORGANIZATIONAL behavior: Strengthening a robust ORGANIZATIONAL culture and creating a supportive, safe, and empathetic environment. Organizing empowerment workshops for faculty members and managers on the administrative system and familiarity with laws. Decentralizing the university and delegating more authority to provincial university managers. Establishing a suggestion system within the university. Formulating necessary economic regulations to encourage and motivate members. Eliminating discriminatory behaviors and utilizing the capacity of all individuals in proportion to their expertise and skills in university management. Emphasizing the holding of freethinking forums and trust-building initiatives for presenting opinions. Implementing a meritocracy system, merit-based selection, and merit-based appointments, especially in key positions within the university.

ORGANIZATIONAL SILENCE is one of the emerging issues in the field of ethics and ORGANIZATIONAL behavior management. Most of the existing writings, having thought its moral falsity as something established, have sought to analyze the causes and factors. The present paper, disagreeing the presupposition and being inspired by the "processional method of exploring Islamic theory", seeks to discover its moral decree from the point of view of Islam. As concluded in the paper, ORGANIZATIONAL SILENCE is neither good nor bad in itself, but its goodness lies in (1) serving as a support for the Islamic community and the dignity of the Muslims; (2) being done on the basis of a pious approach; (3) not conflicting with the principle of consultation; (4) not being in conflict with responsibility. (5) It also does not violate such notable norms as "justice" and "being against oppression". And in the case of "husni faili" and, as a result, "moral goodness", it may be taken as performed for the purpose of divine revelation and religious duty.

The purpose of this study was to investigate the effect of implementing the suggestion system on reducing the silent behavior of employees of the Petroleum Industry Research Institute (RIPI). This research is consumed an applied research,based on the research method, quasi-experimental a pre-test and post-test with a group staff before and after the implementation of a comprehensive. To perform the research, a self-structured questionnaire has been developed and distributed among all staff. Quasi-experimental methodology has been carried out by comparing pre-test and post-test results of SILENCE status in regard to implementing suggestion system. The results show that SILENCE behavior has been meaningfully reduced as based on simple T-test done by SPSS software there is a meaningful difference between SILENCE status of pretest and posttest. In other words, suggestion system could be a communication opportunity to acknowledge staff to provide suggestions and cooperate in promoting the organization,which finally reduces the ORGANIZATIONAL SILENCE.