ORGANIZATIONAL SILENCE AND TEAM EFFECTIVE OF DEPOSIT MONEY BANKS IN PORT HARCOURT, RIVERS STATE, NIGERIA

Bilikisu Ize KENNETH; Felix O. OLODA

doi:10.5281/zenodo.16267355

Bilikisu Ize KENNETH Department of Business Administration Federal University, Otuoke Bayelsa State, Nigeria
Felix O. OLODA Department of Business Administration Federal University, Otuoke Bayelsa State, Nigeria

DOI: https://doi.org/10.5281/zenodo.16267355

Abstract

This paper examined the relationship between Organizational silence and Team effectiveness of deposit money banks in Port Harcourt, Rivers State. The study adopted survey design, and data were collected from 300 employees across selected deposit money banks using questionnaire. The Pearson’s product moment correlation coefficient statistical tool was employed to test the hypotheses. Findings from this study revealed positive and significant relationships between the two dimensions of organizational silence (acquiescence and self- defense) and the three measures of team effectiveness (collaboration, creativity and productivity). The study recommends that: Organizations need to ensure that both managers and employees have the necessary support to be creative and understand how to use it in their particular job situation. Managers of firms should put in place meaningful and consistent organizational support for creativity. Ensure that managers understand how organizational support converts into individual employee creative job expectations and that they can effectively translate these expectations for their employees. Have the manager work on establishing a trusting relationship beginning in the creativity preparation phase through how they assist the employee in preparing and then throughout the execution phase by playing close attention to the tone and content of their interactions with the employee. Help employees to interpret and apply the organizational expectations and support features to their own job by having them articulate what they expect creatively, what they think the creative expectations and opportunities are of their job and how they believe it will add the most value. Individually tailor the organizational supports that the employee most needs based on their reported creative preparation needs. Individual needs could vary from learning how they can establish more autonomy, establishing parameters for more dedicated creative work time or coaching on how to balance work priorities.

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