Employee Silence, Organizational Commitment, and Job Burnout of Regular Employees in Local Government Units in the Cotabato Province, Philippines: A Keystone for Intervention

Rowell P. Nitafan

Vol-5,Issue-6,November - December 2020

Author: Rowell P. Nitafan

Keywords: Employee silence, intervention program, local government units, job burnout, organizational commitment.

Abstract: The study was a quantitative research that employed descriptive and correlational research designs. It primarily determined if there is a significant association between employee silence, organizational commitment, and job burnout of the regular employees of the selected local government units in District three (3) of the Cotabato province. Results found out that the degree of employee silence in terms of acquiescent, quiescent, prosocial and opportunistic silence observed by the regular employees of the selected local government units at work was moderate. Furthermore, the findings showed that they also shared a moderate degree of organizational commitment in terms of affective, continuance and normative commitment towards their organization. Lastly, the study determined that they experienced a moderate degree of job burnout in terms of exhaustion, cynicism, and professional inefficacy at work. Moreover, the research determined a positive yet very low relationship between employee silence and job burnout, while a negative and very low relationship between organizational commitment and job burnout of the regular employees. Lastly, it was verified in the study that none of the dimensions of employee silence and organizational commitment was statistically significantly linked with any of the dimensions of job burnout. Nevertheless, the study concluded that the correlations that were found between the variables and their dimensions were insignificant and statistically due to probability. Making the study more meaningful for the research respondents, the study recommended an intervention program in the form of development training that the Heads, Supervisors and HRMDO of the concerned offices may use as a keystone in addressing the issues on job burnout that were identified in the study such as feeling strain from working all-day, emotionally drained from work, and used up at the end of the workday for exhaustion; becoming more cynical about the contributions of their work and less enthusiastic about work for cynicism; inability to solve the problems that arise at work, uncertainty on being effective in getting things done, and unable to feel happy when something was accomplished at work for professional inefficacy.

Article Info: Received: 7 Oct 2020; Received in revised form: 11 Nov 2020; Accepted: 16 Nov 2020; Available online: 22 Nov 2020

DOI: 10.22161/ijels.56.20