Organizational Silence and Related Factors Among Shift Work Nurses in Korea: A Cross-Sectional Study

Abstract

AimThis study aimed to explore factors contributing to organizational silence, drawing upon the framework of the choice to remain silent by Milliken, Morrison, and Hewlin.BackgroundThe promotion of open communication and the enabling of open discourse amongst nursing professionals are essential for the enhancement of health service quality and the assurance of patient safety.MethodsA cross-sectional descriptive survey was conducted from August 14, 2023, to September 15, 2023. Data were collected from 170 rotating shift nurses at a tertiary hospital in South Korea. The hypotheses were tested using multiple regression and the PROCESS macro, Version 4.2, Model 4.ResultsLeader-member exchange not only had a direct effect on organizational silence but also had a significant indirect effect mediated by workplace bullying (beta = -0.03, 95% CI: [-0.074, -0.001]). The total effect was confirmed to be beta = -0.23 (95% CI: [-0.345, -0.129]).ConclusionOrganizational silence is shaped by both individual characteristics and organizational conditions. Workplace bullying not only has a direct effect on organizational silence but also mediates the relationship between leader-member exchange and organizational silence.Implications for Nursing ManagementNurse managers should be sensitive to negative cultures such as bullying and actively promote leader-member and team-member exchange. When nurse managers actively maintain and support relationships with members, members are more likely to disclose issues and express their opinions.