Employee silence in the context of unethical behavior at work: A commentary

Abstract

This special issue of the German Journal of Human Resource Management reflects and reinforces the growing global interest in organizational studies of employee silence. Attention to this multidimensional concept has been steady since its introduction as the withholding of expressed evaluations of work circumstances to persons able to effect change with two initial dimensions - quiescent silence (fear and anger-based) and acquiescent silence (futility and resignation-based) - following unjust events (Pinder & Harlos, 2001). However, an unprecedented confluence of trends across law, justice, and governance worldwide underlies current strong concern about employee silence of ethical issues in organizations, including how we understand (un)ethical work behavior and protection for employees, organizations, and society. To sustain interest and impact, rigorous and relevant research is needed. This calls for intellectual diversity and open-mindedness to spur studies of employee silence while resisting paradigmatic isolation or privilege, concept proliferation and confusion, level-of-analysis slippage (e.g., equating employee silence with organizational silence), and other challenges. Advancing employee silence-ethics linkages depends on expanding theories using multiperspective, integrative approaches and testing models that span social, cognitive, and emotional elements in processes of silence. Better knowledge of employee silence promises a more healthy and motivated workforce, more successful and sustainable organizations, and more vibrant and engaged societies.

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