Abstract
This study examines the effect of psychological ownership on employee silence and task performance. It aims to probe the relationship between psychological ownership (a relatively new concept in the literature) and employee silence and the effect of psychological ownership on task performance. Research data is collected from 502 academicians employed by state universities in Turkey. Exploratory factor analyses, correlation and regression analyses are performed to test a number of hypotheses. Data analyses revealed that, there is a negative relationship between psychological ownership and both acquiescent silence and defensive silence, while there is a positive relationship between psychological ownership and pro-social silence. Further, it is found that acquiescent silence and defensive silence have significantly negative effects on task performance, while pro-social silence exerts a statistically significant positive effect on task performance. Finally, psychological ownership is found to exert a statistically significant positive effect on task performance. Research and managerial implications of these findings are discussed in detail.
Highlights
Organizations’ expectations to survive and gain competitive advantage in the business environment primarily depend on their employees’ attitudes and behavior towards the work and the organization
This study examines the effect of psychological ownership on employee silence and task performance
There is a negative relationship between psychological ownership and both acquiescent silence and defensive silence, while there is a positive relationship between psychological ownership and pro-social silence
Summary
Organizations’ expectations to survive and gain competitive advantage in the business environment primarily depend on their employees’ attitudes and behavior towards the work and the organization. Organization's success and survival is determined by the extent of sharing the common organizational goals by management with the employees. Management’s ability to motivate employees and creating a we-feeling in the workplace is a key component of organizational success and a higher performance. Psychological ownership provides employees with the feeling of embracing a common goal in the work place. The sense of possessiveness creates a feeling that the organization is ‘mine’ or ‘ours’ and motivates the employees to share the excitement (Van Dyne & Pierce, 2004). According to Van Dyne and Pierce (2004) psychological ownership for the organization increases employee satisfaction and it is a significant predictor of employee attitudes and behavior in the workplace. It is quite obvious that the ownership feeling of employees is a significant contributor of competitive advantage of the organization
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