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‫اسباب الصمت التنظيمي واثرها في اداء‬

‫‪ .‬العامل‪6‬‬
‫‪January 2015‬‬

‫‪Authors:‬‬

‫‪Zainab Abd ulrazzaq Abood‬‬

‫‪University of Babylon‬‬

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‫)‪References (32‬‬

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‫‪ ‬‬
‫ﻅﻔﺭ ﻨﺎﺼﺭ ﺤﺴﻴﻥ‬ ‫ﺯﻴﻨﺏ ﻋﺒﺩ ﺍﻟﺭﺯﺍﻕ ﻋﺒﻭﺩ‬

‫ﻜﻠﻴﺔ ﺍﻻﺩﺍﺭﺓ ﻭﺍﻻﻗﺘﺼﺎﺩ‪ -‬ﺠﺎﻤﻌﺔ ﺒﺎﺒل‬

‫‪Zinababood@gmail.com‬‬

‫ﻟﺨﻼﺻﺔ‬
‫ﻋﻠﻰ ﻟﻌﺎﻣﻠﯿﻦ ﻓﻲ ﺋﺎﺳﺔ‬ ‫ﻟﻌﺎﻣﻠﯿﻦ ﻗﺪ ﺗﻢ ﺟﺮ‬ ‫ﻟﺼﻤﺖ ﻟﺘﻨﻈﯿﻤﻲ‬ ‫ﺳ‬
‫ﺳﺔ ﻟﻌﻼﻗﺔ ﻟﺘﺄﺛﯿﺮﯾﺔ ﺑﯿﻦ ﻛﻞ ﻣﻦ ﺒﺎ‬ ‫ﻟﺒﺤﺚ ﻟﻰ‬ ‫ﺬ‬ ‫ﯾﮭﺪ‬
‫ﻟﻤﻮﻇﻒ ﻋﻦ ﻟﻤﺸﺎﻛﻞ‬ ‫ﻟﺴﻠﺒﯿﺔ ﻟﻤﺘﺮﺗﺒﺔ ﻋﻠﻰ ﺳﻜﻮ‬ ‫ﻛﮭﻢ ﻟﻶﺛﺎ‬ ‫ﺋﮭﻢ ﻣﺪ‬ ‫ﻟﺬ ﺗﻢ ﺧﺘﯿﺎ ﻢ ﺑﺸﻜﻞ ﻋﺸﻮ ﺋﻲ ﻟﻤﻌﺮﻓﺔ‬ ‫ﺟﺎﻣﻌﺔ ﺑﺎﺑﻞ‬
‫ﺳﺘﺒﺎﻧﺔ ﺻﻤﻤﺖ ﺑﺎﻻﻋﺘﻤﺎ ﻋﻠﻰ ﻣﻘﺎﯾﯿﺲ‬ ‫( ﺳﺘﻤﺎ‬ ‫ﺗﻢ ﺗﻮ ﯾﻊ )‬ ‫ﺑﻌﺪ‬ ‫ﺋﮭﻢ‬ ‫ﻟﺘﻲ ﺗﺤﺪ ﻓﻲ ﻟﻌﻤﻞ ﻣﺪ ﺗﺄﺛﯿﺮ ﺎ ﻋﻠﻰ ﻣﺴﺘﻮ‬
‫ﻟﺼﻤﺖ ﻓﻲ‬ ‫ﺿﺢ ﻻﺳﺒﺎ‬ ‫ﻨﺎ ﺗﺄﺛﯿﺮ ﺳﻠﺒﻲ‬ ‫ﺗﺤﻠﯿﻞ ﺑﯿﺎﻧﺎﺗﮭﺎ ﺗﻀﺢ ﻟﻨﺎ‬ ‫ﻟﻌﺎﻣﻠﯿﻦ‬ ‫ﺛﺒﺎ ﻋﺎﻟﯿﯿﻦ ﻋﻠﻰ ﺆﻻ‬ ‫ﻣﺼﺪ ﻗﯿﺔ‬ ‫ﻣﺨﺘﺒﺮ ﺳﺎﺑﻘﺎً‬
‫ﻷﺧﺬ ﺑﻨﻈﺮ ﻻﻋﺘﺒﺎ‬ ‫ﻟﺬ ﻧﻮﺻﻲ ﺑﻀﺮ‬ ‫ﺬ ﺷﻲ ﻣﻨﻄﻘﻲ‬ ‫ﯾﺠﺎﺑﻲ‬ ‫ﻟﺘﺄﺛﯿﺮ ﻛﺎ‬ ‫ﻟﻐﯿﺎ ﻓﺄ‬ ‫ﻣﺎﻋﺪ‬ ‫ﻟﺨﺎﺻﺔ ﺑﺎﻻ‬ ‫ﻟﻤﺆﺷﺮ‬
‫ﻟﻰ ﺣﻠﻮ ﻟﮭﺎ ﻛﻲ‬ ‫ﺋﻤﯿﺔ ﻣﻌﮭﻢ ﻣﺤﺎ ﻟﺔ ﻟﻮﺻﻮ‬ ‫ﺧﻞ ﻟﻌﻤﻞ ﻣﻦ ﺧﻼ ﻋﻘﺪ ﻟﻘﺎ‬ ‫ﻟﻌﺎﻣﻠﯿﻦ ﻣﺤﺎ ﻟﺔ ﻣﻌﺮﻓﺔ ﻟﻤﺸﺎﻛﻞ ﻟﺘﻲ ﯾﻌﺎﻧﻮ ﻣﻨﮭﺎ‬
‫ﻻﺗﺘﺤﻮ ﻣﺴﺘﻘﺒﻼ ﻟﻰ ﻣﺸﻜﻠﺔ ﺻﻌﺐ ﻟﺘﻌﺎﻣﻞ ﻣﻌﮭﺎ‪.‬‬
‫ﻟﻌﺎﻣﻠﯿﻦ ﻓﻲ ﺋﺎﺳﺔ ﺟﺎﻣﻌﺔ ﺑﺎﺑﻞ‪.‬‬ ‫ﻛﻠﻤﺎ ﻣﻔﺘﺎﺣﯿﺔ‪ :‬ﻟﺼﻤﺖ ﻟﺘﻨﻈﯿﻤﻲ ﻻ‬

‫‪Abstract‬‬
‫‪The paper aims at studying the influential relationship between the causes of organizational silence‬‬
‫‪and the performance of the working clerks.The study has been applied on the working clerks in the‬‬
‫‪presidency of Babylon University that are randomly selected to know the extent through which they‬‬
‫‪realized the negative results. These negative results that could take place in the field of work and its effect‬‬
‫‪on their performance. After having distributing (100) sheets of questioner which designed on the bases of‬‬
‫‪tested measurement of good reliability and high stability. Later, these sheets have been analyzed and‬‬
‫‪proved that there is clear negative results for the reasons of silence in the specific indicators related to‬‬
‫‪performance excluding the absence. The effect was positive and this is a logical thing. Therefore, we‬‬
‫‪recommended the necessity to take into consideration the opinions of working individuals and the‬‬
‫‪possibility of knowing the troubles they suffer inside the work environment. In addition to this, holding‬‬
‫‪continuous meetings to arrive at the possible solutions in order to be difficult problem that cannot be‬‬
‫‪solved.‬‬

‫‪Keywords: organization silence, performance, working clerks in Presidency of Babylon university,‬‬

‫ﺍﻟﻤﻘﺩﻤﺔ‬
‫ﻨﺠﺩ ﻓﻲ ﺍﻵﻭﻨﺔ ﺍﻻﺨﻴﺭﺓ ﺍﻥ ﺍﻏﻠﺏ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻓﻲ ﻤﻨﻅﻤﺎﺘﻨﺎ ﻴﻠﺘﺯﻤﻭﻥ ﺍﻟﺼﻤﺕ ﺤﻴﺎل ﺍﻟﻘﻀﺎﻴﺎ ﺍﻟﺘﻲ ﺘﺤﺩﺙ ﻓﻲ‬
‫ﺍﻟﻌﻤل ﻭﺍﻟﺴﺒﺏ ﻴﻌﻭﺩ ﻓﻲ ﺫﻟﻙ ﺍﻟﻰ ﻋﺩﻡ ﺘﻘﺒل ﻫﺫﻩ ﺍﻟﻤﻨﻅﻤﺎﺕ ﻷﻱ ﻤﻌﺎﺭﻀﺔ ﺤﺘﻰ ﻭﺍﻥ ﻜﺎﻨﺕ ﺸﺭﻋﻴﺔ ﺍﺫ ﺘﻌﺩﻫﺎ ﺘﻬﺩﻴﺩﺍ‬
‫ﻟﻭﺠﻭﺩﻫﺎ ﻭﻤﺼﺎﻟﺤﻬﺎ ﻫﺫﺍ ﻤﻥ ﺠﻬﺔ ﻭﻤﻥ ﺠﻬﺔ ﺍﺨﺭﻯ ﻗﻨﺎﻋﺔ ﻫﺅﻻﺀ ﺍﻻﻓﺭﺍﺩ ﺒﺎﻨﻪ ﻻ ﺘﻭﺠﺩ ﻫﻨﺎﻙ ﺍﻤﻜﺎﻨﻴﺔ ﻟﺘﻐﻴﻴﺭ‬
‫ﺍﻻﻭﻀﺎﻉ ﺍﻟﺘﻨﻅﻴﻤﻴﺔ ﺍﻟﻘﺎﺌﻤﺔ ﻭﺍﻟﻐﻴﺭ ﻤﺭﻏﻭﺏ ﻓﻴﻬﺎ ﻭﺭﻓﺽ ﺍﻻﺩﺍﺭﺓ ﻻﺘﺨﺎﺫ ﺃﻱ ﺍﺠﺭﺍﺀ ﻟﺘﺼﺤﻴﺤﻬﺎ ﻓﻨﺠﺩﻫﻡ ﻴﺘﻘﺒﻠﻭﻥ‬
‫ﻭﻴﺘﻁﺒﻌﻭﻥ ﻟﻠﻅﺭﻭﻑ ﺍﻟﺘﻨﻅﻴﻤﻴﺔ ﺍﻟﻘﺎﺌﻤﺔ ﺒﺩﻻ ﻤﻥ ﺘﻌﺩﻴﻠﻬﺎ ﻭﻤﻘﺎﻭﻤﺘﻬﺎ ﻜﺫﻟﻙ ﺨﺸﻴﺘﻬﻡ ﻤﻥ ﻓﻘﺩﺍﻨﻬﻡ ﻟﻤﺭﺍﻜﺯﻫﻡ ﺍﻟﻭﻅﻴﻔﻴﺔ ﺍﻭ‬
‫ﺨﺴﺎﺭﺘﻬﻡ ﻟﺤﻭﺍﻓﺯ ﻤﺎﺩﻴﺔ ﻜﺎﻥ ﻤﻥ ﺍﻟﻤﺘﻭﻗﻊ ﺍﻟﺤﺼﻭل ﻋﻠﻴﻬﺎ ﻤﻤﺎ ﻴﻨ ﻌﻜﺱ ﺒﺎﻟﺘﺎﻟﻲ ﻋﻠﻰ ﻓﻘﺩﺍﻨﻬﻡ ﺍﻟﺜﻘﺔ ﺒﺄﻨﻔﺴﻬﻡ ﻭﺸﻌﻭﺭﻫﻡ‬
‫ﻭﺒﺎﻟﺘﺎﻟﻲ ﻋﻠﻰ ﺘﻁﻭﻴﺭ ﺍﺩﺍﺌﻬﻡ‪ .‬ﻭﺒﻤﺎ ﺍﻥ ﺍﺩﺍﺀ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻫﻭ ﺍﻟﺘﻔﺎﻋل ﺒﻴﻥ ﺍﻟﺴﻠﻭﻙ‬ ‫ﺒﺎﻟﻌﺠﺯ ﻭﺍﻨﺨﻔﺎﺽ ﺍﻟﺩﺍﻓﻌﻴﺔ ﻟﻠﺘﻌﻠﻡ‬

‫ﻭﺍﻻﻨﺠﺎﺯ‪ ،‬ﺍﻱ ﺍﻨﻪ ﻤﺠﻤﻭﻉ ﺍﻟﺴﻠﻭﻙ ﻭﺍﻟﻨﺘﺎﺌﺞ ﺍﻟﺘﻲ ﺘﺤﻘﻘﺕ ﻤﻌﺎﹰ‪ ،‬ﻭﻴﻌﺭﻑ ﺍﻴﻀﺎﹰ ﺒﺎﻟﻤﺴﺅﻭﻟﻴﺎﺕ ﻭﺍﻟﻭﺍﺠﺒﺎﺕ ﻭﺍﻷﻨﺸﻁﺔ‬
‫ﻭﺍﻟﻤﻬﺎﻡ ﺍﻟﺘﻲ ﻴﺘﻜﻭﻥ ﻤﻨﻬﺎ ﻋﻤل ﺍﻟﻔﺭﺩ ﺍﻟﺫﻱ ﻴﺠﺏ ﻋﻠﻴﻪ ﺍﻟﻘﻴﺎﻡ ﺒﻪ ﻋﻠﻰ ﺍﻟﻭﺠﻪ ﺍﻟﻤﻁﻠﻭﺏ‪،‬ﻓﺎﻥ ﺍﺨﺘﻼﻑ ﺍﻨﺠﺎﺯ ﺍﻷﻋﻤﺎل‬
‫ﺒﻴﻥ ﺍﻷﻓﺭﺍﺩ ﺘﻌﻭﺩ ﺇﻟﻰ ﺍﻟﺴﻤﺎﺕ ﺍﻟﺸﺨﺼﻴﺔ ﻭﺍﻟﻘﻴﻡ ﻭﺍﻟﻤﻌﺘﻘﺩﺍﺕ ﺍﻟﺘﻲ ﻴﺘﺴﻡ ﺒﻬﺎ ﺍﻟﻔﺭﺩ ﺒﻴﻥ ﺍﻷﺩﺍﺀ ﺍﻟﻀﻌﻴﻑ ﻭﺍﻷﺩﺍﺀ‬
‫ﺍﻟﻤﺘﻤﻴﺯ‪ ،‬ﻭﺍﻥ ﺃﺩﺍﺀ ﺍﻟﻌﻤل ﻫﻭ ﻜﻤﻴﺔ ﻭﻨﻭﻋﻴﺔ ﺍﻟﻤﻬﺎﻡ ﻭﺍﻟﻭﺍﺠﺒﺎﺕ ﺍﻟﻤﻨﺠﺯﺓ ﺒﻭﺍﺴﻁﺔ ﺍﻷﻓﺭﺍﺩ ﺃﻭ ﺍﻟﻤﺠﻤﻭﻋﺎﺕ ﻓﻲ ﺍﻟﻌﻤل‬
‫ﺍﻟﺫﻱ ﻴﺠﺏ ﺃﻥ ﻴﺴﺎﻫﻡ ﻓﻲ ﺍﻨﺠﺎﺯ ﺃﻫﺩﺍﻑ ﺍﻟﻤﻨﻅﻤﺔ‪ ،‬ﻭﻋﻠﻰ ﺍﻟﻤﻨﻅﻤﺔ ﺍﺫﺍ ﻤﺎ ﺍﺭﺍﺩﺕ ﺍﻥ ﺘﺤﻘﻕ ﺍﻫﺩﺍﻓﻬﺎ ﺒﻭﺍﺴﻁﺔ ﺍﻟﻌﺎﻤﻠﻴﻥ‬
‫ﻓﺄﻨﻬﺎ ﻴﺠﺏ ﺍﻥ ﺘﺄﺨﺫ ﺒﻨﻅﺭ ﺍﻻﻋﺘﺒﺎﺭ ﺩﺭﺍﺴﺔ ﺍﻟﺴﻤﺎﺕ ﺍﻟﺸﺨﺼﻴﺔ ﻟﻌﺎﻤﻠﻴﻬﺎ ﻭﻤﺎ ﻴﺘﻁﻠﺒﻪ ﻤﻥ ﺍﺠﺭﺍﺀﺍﺕ ﻟﺘﺤﻘﻴﻕ ﻏﺎﻴﺎﺘﻬﻡ‬
‫ﺍﻟﺸﺨﺼﻴﺔ ﻭﺒﺎﻟ ﺘﺎﻟﻲ ﻓﺎﻥ ﺍﻟﻤﻨﻅﻤﺔ ﺴﺘﺤﺼل ﻋﻠﻰ ﺭﻀﺎ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻭﻭﻻﺀﻫﻡ ﻟﻬﺎ ﻭﺍﻨﺨﻔﺎﺽ ﻓﻲ ﻤﻌﺩﻻﺕ ﻏﻴﺎﺒﻬﻡ‬
‫ﻭﺯﻴﺎﺩﺓ ﻓﻲ ﺍﺒﺩﺍﻋﻬﻡ ﻭﺇﻨﺘﺎﺠﻴﺘﻬﻡ ‪ ،‬ﻭﻋﻠﻰ ﻫﺫﺍ ﺍﻷﺴﺎﺱ ﻓﻤﺸﻜﻠﺔ ﺍﻟﺒﺤﺙ ﺘﺘﻤﺜل ﺒﻌﺩﻡ ﻭﻀﻭﺡ ﺍﻟﺭﺅﻴﺔ ﻷﻫﻤﻴﺔ ﻫﺫﺍ‬
‫ﺍﻟﻤﻭﻀﻭﻉ ﻭﻟﻤﺤﺩﻭﺩﻴﺔ ﺍﻻﻫﺘﻤﺎﻡ ﺒﻤﺴﺒﺒﺎﺕ ﺍﻟﺼﻤﺕ ﺍﻟﺘﻨﻅﻴﻤﻲ ﻭﺍﻟﺘﺤﺴﺱ ﺒﻭﺠﻭﺩ ﺤﺎﻻﺕ ﺼﻤﺕ ﺍﺴﺘﻨﺎﺩﺍﹰ ﺇﻟﻰ ﺍﻻﺴﺘﻁﻼﻉ‬
‫ﺍﻟﺫﻱ ﺘﻡ ﺍﺠﺭﺍﺅﻩ‪ ،‬ﻟﺫﻟﻙ ﺠﺭﻯ ﺍﻻﺴﺘﻨﺎﺩ ﺇﻟﻰ ﻋﺩﺩ ﻤﻥ ﺍﻟﻔﺭﻀﻴﺎﺕ ﺍﻟﺭﺌﻴﺴﺔ ﻭﺍﻟﻔﺭﻋﻴﺔ ﻟﻠﺘﻘﺼﻲ ﻋﻥ ﺍﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ‬
‫ﺍﻟﺘﻨﻅﻴﻤﻲ ﻟﺩﻯ ﺍﻻﻓﺭﺍﺩ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻭﺃﺜﺭﻫﺎ ﻓﻲ ﺃﺩﺍﺌﻬﻡ ﻜﺎﻥ ﻤﻨﻬﺎ‪:‬‬
‫ﺘﻭﺠﺩ ﻋﻼﻗﺔ ﺍﺭﺘﺒﺎﻁ ﻋﻜﺴﻴﺔ ﺫﺍﺕ ﺩﻻﻟﺔ ﻤﻌﻨﻭﻴﺔ ﺒﻴﻥ ﺍﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ ﺍﻟﺘﻨﻅﻴﻤﻲ ﻭﺍﺩﺍﺀ ﺍﻟﻌﺎﻤﻠﻴﻥ ‪.‬‬ ‫‪-‬‬
‫ﻴﻭﺠﺩ ﺘﺄﺜﻴﺭ ﻋﻜﺴﻲ ﺫﻭ ﺩﻻﻟﺔ ﻤﻌﻨﻭﻴﺔ ﻻ ﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ ﺍﻟﺘﻨﻅﻴﻤﻲ ﻓﻲ ﺍﺩﺍﺀ ﺍﻟﻌﺎﻤﻠﻴﻥ‪.‬‬ ‫‪-‬‬
‫ﺘﻡ ﻋﺭﺽ ﺍﻟﺒﺤﺙ ﻤﻥ ﺨﻼل ﺃﺭﺒﻌﺔ ﻤﺒﺎﺤﺙ ‪ :‬ﺘﻨﺎﻭل ﺍﻟﻤﺒﺤﺙ ﺍﻷﻭل ﺍﻟﻤﻨﻬﺠﻴﺔ ﺍﻟﻌﻠﻤﻴﺔ ﻟﻠﺒﺤﺙ‪ ،‬ﻭﺨﺼﺹ ﺍﻟﻤﺒﺤﺙ‬
‫ﺍﻟﺜﺎﻨﻲ ﻟﻼﻁﺎﺭ ﺍﻟﻨﻅﺭﻱ ﻟﻠﺒﺤﺙ ‪ ،‬ﻓﻴﻤﺎ ﺨﺼﺹ ﺍﻟﻤﺒﺤﺙ ﺍﻟﺜﺎﻟﺙ ﻻﺨﺘﺒﺎﺭ ﻓﺭﻀﻴﺎﺕ ﺍﻟﺒﺤﺙ‪ ،‬ﺃﻤﺎ ﺍﺴﺘﻨﺘﺎﺠﺎﺕ ﺍﻟﺒﺤﺙ‬
‫ﻭﺘﻭﺼﻴﺎﺘﻪ ﻓﻜﺎﻨﺕ ﻤﻥ ﻨﺼﻴﺏ ﺍﻟﻤﺒﺤﺙ ﺍﻟﺭﺍﺒﻊ ﻭﺍﻷﺨﻴﺭ‪.‬‬
‫ﺍﻟﻤﺒﺤﺙ ﺍﻻﻭل ‪ :‬ﺍﻟﻤﻨﻬﺠﻴﺔ ﺍﻟﻌﻠﻤﻴﺔ ﻟﻠﺒﺤﺙ‬
‫ﺍﻭﻻ ‪ :‬ﻤﺸﻜﻠﺔ ﺍﻟﺒﺤﺙ ‪:‬‬
‫ﺍﻥ ﺠﻭﻫﺭ ﺍﻟﻌﻤﻠﻴﺔ ﺍﻻﺩﺍﺭﻴﺔ ﻫﻡ ﺍﻻﻓﺭﺍﺩ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻓﻼ ﻴﻤﻜﻥ ﻷﻱ ﻤﻨﻅﻤﺔ ﺍﻥ ﺘﺤﻘﻕ ﺍﻫﺩﺍﻓﻬﺎ ﺍﺫﺍ ﻟﻡ ﺘﻤﺘﻠﻙ ﺍﻻﻴﺩﻱ‬
‫ﺍﻟﻌﺎﻤﻠﺔ ﺫﺍﺕ ﺍﻻﻤﻜﺎﻨﻴﺎﺕ ﻭﺍﻟﻤﻭﺍﺼﻔﺎﺕ ﺍﻟﺘﻲ ﺘﺅﻫﻠﻬﺎ ﻟﻠﻭﺼﻭل ﺍﻟﻰ ﻏﺎﻴﺎﺘﻬﺎ ‪ ،‬ﻭﻴﻨﻘﺴﻡ ﻫﺅﻻﺀ ﺍﻻﻓﺭﺍﺩ ﺒﻴﻥ ﻤﺘﺫﻤﺭ ﺭﺍﻓﺽ‬
‫ﻟﻸﺴﺎﻟﻴﺏ ﻭﺍﻻﺠﺭﺍﺀﺍﺕ ﺍﻟﺨﺎﻁﺌﺔ ﺍﻟﺘﻲ ﺘﺤﺼل ﺩﺍﺨل ﺍﻟﻤﻨﻅﻤﺔ ﻭﺒﻴﻥ ﻤﺅﻴﺩ ﻫﺎﺩﺉ ﻻ ﻴﺘﻜﻠﻡ ﺍﻻ ﻗﻠﻴﻼ ﻭﻻ ﻴﺘﺫﻤﺭ ﻤﻥ‬
‫ﺭﺅﺴﺎﺌﻪ ﺍﻭ ﺯﻤﻼﺌﻪ‪.‬‬
‫ﻭﻤﻥ ﻫﻨﺎ ﺠﺎﺀﺕ ﻤﺸﻜﻠﺔ ﺍﻟﺒﺤﺙ ﻋﻠﻰ ﺸﻜل ﺍﻟﺘﺴﺎﺅﻻﺕ ﺍﻵﺘﻴﺔ ‪:‬‬
‫‪ . ١‬ﻫل ﻴﻔﻀل ﺍﻻﻓﺭﺍﺩ ﺍﻟﻌﺎﻤﻠﻴﻥ ﺍﻟﺼﻤﺕ ﻋﻥ ﺍﻟﻤﺸﺎﻜل ﻭﺍﻟﻤﻌﻭﻗﺎﺕ ﺍﻟﺘﻲ ﺘﺤﺩﺙ ﻓﻲ ﻤﻨﻅﻤﺘﻬﻡ ؟‬
‫‪ . ٢‬ﻤﺎﻫﻲ ﺍﻻﺴﺒﺎﺏ ﺍﻟﺘﻲ ﺘﻘﻑ ﻭﺭﺍﺀ ﺼﻤﺕ ﺍﻟﻌﺎﻤﻠﻴﻥ ؟‬
‫‪ . ٣‬ﻫل ﻴﺩﺭﻙ ﺍﻟﻌﺎﻤﻠﻴﻥ ﺍﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ ﺍﻟﺘﻨﻅﻴﻤﻲ ﻭﻤﺅﺸﺭﺍﺕ ﺍﺩﺍﺀ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻓﻲ ﻤﻨﻅﻤﺘﻬﻡ؟‬
‫‪ . ٤‬ﻫل ﻴﺭﻏﺏ ﺍﻟﻤﺩﺭﺍﺀ ﺒﺎﻟﺘﻌﺎﻤل ﻤﻊ ﺍﻻﺸﺨﺎﺹ ﺍﻟﺼﺎﻤﺘﻴﻥ ؟‬
‫‪ . ٥‬ﻫل ﻴﺨﺸﻰ ﺍﻻﻓﺭﺍﺩ ﺍﻟﺘﻜﻠﻡ ﻟﺘﺠﻨﺏ ﺍﻟﺭﺩﻭﺩ ﺍﻟﺴﻠﺒﻴﺔ ؟‬
‫‪ . ٦‬ﻤﺎﻫﻲ ﺍﻟﻌﻼﻗﺔ ﺒﻴﻥ ﺍﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ ﻭﺍﺩﺍﺀ ﺍﻟﻌﺎﻤﻠﻴﻥ ؟‬
‫‪ . ٧‬ﻫل ﺘﺅﺜﺭ ﺘﻠﻙ ﺍﻻﺴﺒﺎﺏ ﺴﻠﺒﺎﹰ ﺃﻭ ﺇﻴﺠﺎﺒﺎﹰ ﻓﻲ ﺃﺩﺍﺀ ﺍﻟﻌﺎﻤﻠﻴﻥ؟‬
‫ﺜﺎﻨﻴﺎ‪ :‬ﺍﻫﺩﺍﻑ ﺍﻟﺒﺤﺙ‬
‫ﻴﺴﻌﻰ ﺍﻟﺒﺤﺙ ﺍﻟﻰ ﺘﺤﻘﻴﻕ ﺍﻻﻫﺩﺍﻑ ﺍﻻﺘﻴﺔ ‪:‬‬
‫‪ . ١‬ﺘﻭﻀﻴﺢ ﻤﻔﻬﻭﻡ ﺍﻟﺼﻤﺕ ﺍﻟﺘﻨﻅﻴﻤﻲ ﻟﻠﻤﻨﻅﻤﺔ ﻋﻴﻨﺔ ﺍﻟﺒﺤﺙ‪.‬‬
‫‪ . ٢‬ﺘﺤﺩﻴﺩ ﺍﻻﺴﺒﺎﺏ ﺍﻟﺭﺌﻴﺴﻴﺔ ﺍﻟﺘﻲ ﺘﺩﻓﻊ ﺍﻻﻓﺭﺍﺩ ﺍﻟﻰ ﺘﺒﻨﻲ‪ ‬ﺍﻟﺼﻤﺕ ﺍﻟﺘﻨﻅﻴﻤﻲ‪.‬‬

‫‪ . ٣‬ﻤﻌﺭﻓﺔ ﻤﺴﺘﻭﻯ ﺍﺩﺭﺍﻙ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻷﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ ﺍﻟﺘﻨﻅﻴﻤﻲ ﻭﻤﺅﺸﺭﺍﺕ ﺍﺩﺍﺀ ﺍﻟﻌﺎﻤﻠﻴﻥ‪.‬‬
‫‪ . ٤‬ﺒﻴﺎﻥ ﻁﺒﻴﻌﺔ ﺍﻟﻌﻼﻗﺔ ﺒﻴﻥ ﺍﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ ﺍﻟﺘﻨﻅﻴﻤﻲ ﻭﺍﺩﺍﺀ ﺍﻟﻌﺎﻤﻠﻴﻥ‪.‬‬
‫‪ . ٥‬ﻤﻌﺭﻓﺔ ﺍﻻﺜﺎﺭ ﺍﻟﺴﻠﺒﻴﺔ ﻭﺍﻻﻴﺠﺎﺒﻴﺔ ﺍﻟﻤﺘﺭﺘﺒﺔ ﻋﻠﻰ ﺘﺠﻨﺏ ﺍﻻﻓﺭﺍﺩ ﺍﻟﺘﻜﻠﻡ ﻋﻥ ﺍﻟﻤﺸﺎﻜل ﺩﺍﺨل ﺍﻟﻤﻨﻅﻤ ﺔ ﻭﺘﺄﺜﻴﺭﻫﺎ‬
‫ﻋﻠﻰ ﺍﺩﺍﺌﻬﻡ‪.‬‬
‫‪ . ٦‬ﺘﻘﺩﻴﻡ ﻤﺠﻤﻭﻋﺔ ﻤﻥ ﺍﻟﺘﻭﺼﻴﺎﺕ ﻟﻠﻤﻨﻅﻤﺔ ﻋﻴﻨﺔ ﺍﻟﺒﺤﺙ ﻓﻲ ﻀﻭﺀ ﻤﺎ ﺴﺘﻔﺭﺯﻩ ﻨﺘﺎﺌﺞ ﺍﻟﺒﺤﺙ ‪.‬‬
‫ﺜﺎﻟﺜﺎ‪ :‬ﺍﻫﻤﻴﺔ ﺍﻟﺒﺤﺙ‪:‬‬
‫ﺘﺄﺘﻲ ﺃﻫﻤﻴﺔ ﺍﻟﺒﺤﺙ ﻤﻥ ﺨﻼل ﺍﻟﻨﻘﺎﻁ ﺍﻵﺘﻴﺔ‪:‬‬
‫‪ -١‬ﺃﻫﻤﻴﺔ ﺍﻟﺼﻤﺕ ﺍﻟﺘﻨﻅﻴﻤﻲ ﺒﻭﺼﻔﻪ ﻤﻥ ﺍﻟﻅﻭﺍﻫﺭ ﺍﻹﺩﺍﺭﻴﺔ ﺍﻟﻤﻬﻤﺔ ﺍﻟﺘﻲ ﻴﻨﺒﻐﻲ ﻋﻠﻰ ﻜل ﺇﺩﺍﺭﻱ ﺍﻻﻨﺘﺒﺎﻩ ﺇﻟﻴﻬـﺎ‪ ،‬ﺇﺫ‬
‫ﺍﻥ ﺍ ﻟﺼﻤﺕ ﻴ‪‬ﻌﺩ ﻤﻥ ﺍﻟﻅﻭﺍﻫﺭ ﺍﻹﺩﺍﺭﻴﺔ ﺍﻟﺘﻲ ﺘﺭﺍﻓﻕ ﻤﻨﻅﻤﺎﺕ ﺍﻷﻋﻤﺎل ﻋﻠﻰ ﺍﺨﺘﻼﻑ ﺃﻨﻭﺍﻋﻬـﺎ‪ .‬ﻭﺍﻟﺘـﻲ ﺘـﺅﺜﺭ‬
‫ﺒﺸﻜل ﺴﻠﺒﻲ ﻋﻠﻰ ﺴﻴﺭ ﺍﻟﻌﻤل ﻓﻴﻬﺎ‪ ،‬ﺇﺫﺍ ﻟﻡ ﻴﺘﻡ ﺍﻟﺘﻌﺭﻑ ﻋﻠﻰ ﻤﺴﺒﺒﺎﺘﻪ ﺒﺸﻜل ﻋﻠﻤﻲ ﺒﻨﺎﺀ‪ ،‬ﺤﻴـﺙ ﺘـﺅﺩﻱ ﻫـﺫﻩ‬
‫ﺍﻟﻅﺎﻫﺭﺓ ﺇﻟﻰ ﺯﻴﺎﺩﺓ ﻓﻲ ﻨﺴﺏ ﺍﻟﻐﻴﺎﺏ ﻭﺩﻭﺭﺍﻥ ﺍﻟﻌﻤل ﻭﺍﻨﺨﻔﺎﺽ ﺍﻻﻨﺘﺎﺠﻴﺔ ﻭﻫﺫﺍ ﻤﻥ ﺸﺄﻨﻪ ﺃﻥ ﻴﺅﺜﺭ ﻓﻲ ﻨﻬﺎﻴـﺔ‬
‫ﺍﻷﻤﺭ ﻓﻲ ﻜﻔﺎﺀﺓ ﻭﻓﺎﻋﻠﻴﺔ ﺍﻟﻤﻨﻅﻤﺔ‪.‬‬
‫‪ -٢‬ﻴﻌﺩ ﻫﺫﺍ ﺍﻟﺒﺤﺙ ﻤﺤﺎﻭﻟﺔ ﻟﺴﺩ ﺠﺯﺀ ﻤﻥ ﺍﻟﻨﻘﺹ ﺍﻟﺤﺎﺼل ﻓﻲ ﺍﻟﺒﺤﻭﺙ ﺍﻟﻌﻠﻤﻴﺔ ﻭﺍﻟﺩﺭﺍﺴﺎﺕ ﺍﻟﺨﺎﺼـﺔ ﺒﻤﻭﻀـﻭﻉ‬
‫ﺍﻟﺼﻤﺕ ﺍﻟﺘﻨﻅﻴﻤ ﻲ ﻭﻜﻴﻔﻴﺔ ﺍﻟﺘﻌﺎﻤل ﻤﻊ ﻤﺴﺒﺒﺎﺘﻪ ﻓﻲ ﺍﻟﻤﻜﺘﺒﺔ ﺍﻟﻌﺭﺍﻗﻴﺔ‪.‬‬
‫‪ -٣‬ﺘﺘﻤﺜل ﺃﻫﻤﻴﺔ ﺍﻟﺒﺤﺙ ﻓﻲ ﻤﺤﺎﻭﻟﺔ ﺇﺜﺎﺭﺓ ﺍﻫﺘﻤﺎﻡ ﻋﻴﻨﺔ ﺍﻟﺩﺭﺍﺴﺔ ﻓﻲ ﺘﻨﺎﻭﻟﻬﺎ ﻟﻤﺜل ﻫﺫﻩ ﺍﻟﻤﻭﻀﻭﻋﺎﺕ ﺍﻟﻤﻬﻤﺔ‪ ،‬ﻭﻤﻥ‬
‫ﺜﻡ ﺯﻴﺎﺩﺓ ﺇﺩﺭﺍﻙ ﺍﻟﻘﻴﺎﺩﺍﺕ ﺍﻹﺩﺍﺭﻴﺔ ﻓﻲ ﺘﻠﻙ ﺍﻟﻤﻨﻅﻤﺎﺕ ﻟﻤﻌﺭﻓﺔ ﺍﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ ﺍﻟﺘﻨﻅﻴﻤـﻲ ﻭﺍﺜﺭﻫـﺎ ﻓـﻲ ﺍﺩﺍﺀ‬
‫ﺍﻟﻌﺎﻤﻠﻴﻥ‪.‬‬
‫ﺭﺍﺒﻌﺎ‪ -‬ﻤﺘﻐﻴﺭﺍﺕ ﺍﻟﺒﺤﺙ ﻭﻁﺭﺍﺌ ﻕ ﻗﻴﺎﺴﻬﺎ‪:‬‬
‫ﺍﻋﺘﻤﺩ ﺍﻟﺒﺤﺙ ﻋﻠﻰ ﻤﺘﻐﻴﺭﻴﻥ ﺍﺴﺎﺴﻴﻥ ﻫﻤﺎ‪:‬‬
‫ﺃ ‪ -‬ﺍﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ ﺍﻟﺘﻨﻅﻴﻤﻲ ‪ :‬ﻴﺘﺄﺜﺭ ﺴﻠﻭﻜﻴﺎﺕ ﻭﺍﺩﺍﺀ ﺍﻟﻌﺎﻤﻠﻴﻥ ﺒﻌﺩﺓ ﻤﺘﻐﻴﺭﺍﺕ ﻭﺍﺴﺒﺎﺏ ﺘﺠﻌل ﻤﻨﻪ ﺍﻤﺎ ﺴـﻠﻭﻜﹰﺎ‬
‫ﺴﻠﺒﻴﹰﺎ ﺍﻭ ﺍﻴﺠﺎﺒﻴﹰﺎ ﻤﻤﺎ ﻴﺘﻁﻠﺏ ﻤﻥ ﺍﻟﻤﻨﻅﻤﺎﺕ ﺍﻻﻫﺘﻤﺎﻡ ﻭﺍﻟﻨﻅﺭ ﺒﺩﻗﺔ ﻟﺒﻌﺽ ﺍﻟﻤﺴﺒﺒﺎﺕ ﺍﻟﺘﻲ ﻟﻬﺎ ﻫـﺫﺍ ﺍﻟﺘـﺎﺜﻴﺭ‬
‫ﺍﻟﻜﺒﻴﺭ ﻻﻥ ﺍﺩﺍﺀ ﺍﻟﻤﻨﻅﻤﺔ ﻴﺭﺘﺒﻁ ﺍﺭﺘﺒﺎﻁﹰﺎ ﻭﺜﻴﻘﹰﺎ ﺒﺎﺩﺍﺀ ﺍﻓﺭﺍﺩﻫﺎ ﺍﻟﻌﺎﻤﻠﻴﻥ‪ ،‬ﻭﻗﺩ ﺘـﻡ ﺍﻻﻋﺘﻤـﺎﺩ ﻋﻠـﻰ ﺩﺭﺍﺴـﺔ‬
‫)‪ (Melda Harbalioglu , 2014‬ﻭﺩﺭﺍﺴﺔ ) ‪ (Hasan Karaca , 2013‬ﻭﺍﻟﺘﻲ ﺍﻋﺘﻤﺩﺕ ﻓﻲ ﺩﺭﺍﺴﺘﻬﺎ‬
‫ﻋﻠﻰ ﻤﻘﻴﺎﺱ ) ‪.(Cakici,2008‬‬
‫ﺏ‪ -‬ﺍﺩﺍﺀ ﺍﻟﻌﺎﻤﻠﻴﻥ ‪ :‬ﺘﻨﻔﻴﺩ ﺍﻟﻤﻭﻅﻑ ﻻ ﻋﻤﺎﻟﻪ ﻭﻤﺴﺅﻭﻟﻴﺎﺘﻪ ﺍﻟﺘﻲ ﺘﻜﻠﻔﻪ ﺒﻬﺎ ﺍﻟﻤﻨﻅﻤﺔ ﺍﻭ ﺍﻟﺠﻬﺔ ﺍﻟﺘﻲ ﺘﺭﺘﺒﻁ ﺒﻬﺎ‬
‫ﻭﻅﻴﻔﺘﻪ ‪ ،‬ﻭﻗﺩ ﺘﻡ ﺍﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﺩﺭﺍﺴﺔ )ﺍﻟﺤﻤﺎﻤﻲ ‪ (٢٠٠٦،‬ﻭﺍﻟﺘﻲ ﺍﻋﺘﻤﺩﺕ ﻓﻲ ﺩﺭﺍﺴﺘﻬﺎ ﻋﻠﻰ ﺩﺭﺍﺴﺎﺕ ﻜل‬
‫ﻤﻥ)‪ ( Daft & Noc, 200‬ﻭﺩﺭﺍﺴﺔ )‪ ( Hellriegel & others, 2001‬ﺤﻴﺙ ﺘﻡ ﺍﻻﺴﺘﻔﺎﺩﺓ ﻤﻨﻬﺎ ﺒﻌﺩ‬
‫ﺘﻜﻴﻴﻑ ﺍﻟﻤﻘﻴﺎﺱ ﻟﻴﺘﻼﺌ ﻡ ﻤﻊ ﻁﺒﻴﻌﺔ ﻭﺃﻫﺩﺍﻑ ﻫﺫﺍ ﺍﻟﺒﺤﺙ ) ﺍﻨﻅﺭ ﺍﻟﻤﻠﺤﻕ ﺭﻗﻡ ‪ .( ١‬ﻭﻗﺩ ﺍﺴﺘﺨﺩﻡ ﻤﻘﻴﺎﺱ‬
‫‪ Likert‬ﺍﻟﺨﻤﺎﺴﻲ ﻟﻘﻴﺎﺱ ﺸﺩﺓ ﺍﻹﺠﺎﺒﺔ ﻟﻤﺘﻐﻴﺭﺍﺕ ﺍﻟﺒﺤﺙ ﻜﺎﻓﺔ‪ ،‬ﻭﺘﻡ ﺍﻟﺘﺄﻜﺩ ﻤﻥ ﺼﺩﻕ ﺍﻻﺴﺘﺒﺎﻨﺔ )‪( validity‬‬
‫ﻭﺜﺒﺎﺘﻬﺎ )‪ (Reliability‬ﺒﻤﻔﻬﻭﻤﻲ ﺍﻻﺴﺘﻘﺭﺍﺭ ﻭﺍﻻﺘﺴﺎﻕ ﺒﺎﺴﺘﺨﺩﺍﻡ ﻤﻌﺎﻤل ﺍﻟﻔﺎ ﻜﺭﻭﻨﺒﺎﺥ‪.‬‬

‫ﺨﺎﻤﺴﺎ ‪ :‬ﺍﻟﻤﺨﻁﻁ ﺍﻟﻔﺭﻀﻲ ﻟﻠﺒﺤﺙ ‪:‬‬

‫ﻟﻌﺎﻣﻠﯿﻦ‬ ‫ﻟﻔﺮ‬ ‫ﻟﺼﻤﺖ ﻟﺘﻨﻈﯿﻤﻲ‬ ‫ﺳﺒﺎ‬

‫ﻟﺮﺿﺎ ﻟﻮﻇﯿﻔﻲ‬ ‫ﺳﺒﺎ ﺗﻨﻈﯿﻤﯿﺔ‬

‫ﻻﺑﺪ‬
‫ﻧﻘﺺ ﻟﺨﺒﺮ‬

‫ﺗﺘﻌﻠﻖ ﺑﺎﻟﻌﻤﻞ‬ ‫ﻣﺨﺎ‬

‫ﻟﻐﯿﺎ‬
‫ﻟﺨﻮ ﻣﻦ ﻟﻌﺰﻟﺔ ﻻﺟﺘﻤﺎﻋﯿﺔ‬

‫ﻻﻧﺘﺎﺟﯿﺔ‬ ‫ﺑﺎﻟﻌﻼﻗﺎ‬ ‫ﻟﺨﻮ ﻣﻦ ﻻﺿﺮ‬

‫ﺧﻞ ﻟﻌﻤﻞ‬

‫ﺸﻜل ﺭﻗﻡ ) ‪ ( ١‬ﺍﻟﻤﺨﻁﻁ ﺍﻟﻔﺭﻀﻲ ﻟﻠﺒﺤﺙ‬

‫ﺭﺍﺒﻌﺎ ‪ :‬ﻓﺭﻀﻴﺎﺕ ﺍﻟﺒﺤﺙ ‪:‬‬

‫ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﺭﺌﻴﺴﺔ ﺍﻻﻭﻟﻰ ‪ " :‬ﺘﻭﺠﺩ ﻋﻼﻗﺔ ﺍﺭﺘﺒﺎﻁ ﻋﻜﺴﻴﺔ ﺫﺍﺕ ﺩﻻﻟﺔ ﻤﻌﻨﻭﻴﺔ ﺒﻴﻥ ﺍﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ ﺍﻟﺘﻨﻅﻴﻤﻲ ﻭﺍﺩﺍﺀ‬
‫ﺍﻟﻌﺎﻤﻠﻴﻥ "ﻭﺘﺒﺜﻕ ﻤﻨﻬﺎ ﺍﻟﻔﺭﻀﻴﺎﺕ ﺍﻟﻔﺭﻋﻴﺔ ﺍﻻﺘﻴﺔ ‪:‬‬
‫ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﻔﺭﻋﻴﺔ ﺍﻻﻭﻟﻰ ‪":‬ﺘﻭﺠﺩ ﻋﻼﻗﺔ ﺍﺭﺘﺒﺎﻁ ﻋﻜﺴﻴﺔ ﻤﻌﻨﻭﻴﺔ ﺒﻴﻥ ﺍﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ ﻭﺍﻟﺭﻀﺎ ﺍﻟﻭﻅﻴﻔﻲ "‪.‬‬ ‫‪-‬‬
‫ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﻔﺭﻋﻴﺔ ﺍﻟﺜﺎﻨﻴﺔ ‪" :‬ﺘﻭﺠﺩ ﻋﻼﻗﺔ ﺍﺭﺘﺒﺎﻁ ﻋﻜﺴﻴﺔ ﻤﻌﻨﻭﻴﺔ ﺒﻴﻥ ﺍﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ ﻭﺍﻻﺒﺩﺍﻉ" ‪.‬‬ ‫‪-‬‬
‫ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﻔﺭﻋﻴﺔ ﺍﻟﺜﺎﻟﺜﺔ ‪" :‬ﺘﻭﺠﺩ ﻋﻼﻗﺔ ﺍﺭﺘﺒﺎﻁ ﻋﻜﺴﻴﺔ ﻤﻌﻨﻭﻴﺔ ﺒﻴﻥ ﺍﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ ﻭﺍﻟﻐﻴﺎﺏ"‪.‬‬ ‫‪-‬‬
‫ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﻔﺭﻋﻴﺔ ﺍﻟﺭﺍﺒﻌﺔ ‪" :‬ﺘﻭﺠﺩ ﻋﻼﻗﺔ ﺍﺭﺘﺒﺎﻁ ﻋﻜﺴﻴﺔ ﻤﻌﻨﻭﻴﺔ ﺒﻴﻥ ﺍﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ ﻭﺍﻻﻨﺘﺎﺠﻴﺔ "‪.‬‬ ‫‪-‬‬
‫ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﺭﺌﻴﺴﺔ ﺍﻟﺜﺎﻨﻴﺔ ‪" :‬ﻴﻭﺠﺩ ﺘﺄﺜﻴﺭ ﻋﻜﺴﻲ ﺫﺍ ﺩﻻﻟﺔ ﻤﻌﻨﻭﻴﺔ ﻷﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ ﺍﻟﺘﻨﻅﻴﻤﻲ ﻓﻲ ﺍﺩﺍﺀ ﺍﻟﻌﺎﻤﻠﻴﻥ‬
‫"ﻭﺘﻨﺒﺜﻕ ﻤﻨﻬﺎ ﺍﻟﻔﺭﻀﻴﺎﺕ ﺍﻟﻔﺭﻋﻴﺔ ﺍﻻﺘﻴﺔ ‪:‬‬
‫ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﻔﺭﻋﻴﺔ ﺍﻻﻭﻟﻰ ‪ ":‬ﻴﻭﺠﺩ ﺘﺄﺜﻴﺭ ﻋﻜﺴﻲ ﻤﻌﻨﻭﻱ ﻻﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ ﻓﻲ ﺍﻟﺭﻀﺎ ﺍﻟﻭﻅﻴﻔﻲ "‪.‬‬ ‫‪-‬‬
‫ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﻔﺭﻋﻴﺔ ﺍﻟﺜﺎﻨﻴﺔ ‪" :‬ﻴﻭﺠﺩ ﺘﺄﺜﻴﺭ ﻋﻜﺴﻲ ﻤﻌﻨﻭﻱ ﻻﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ ﻓﻲ ﺍﻻﺒﺩﺍﻉ"‪.‬‬ ‫‪-‬‬
‫ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﻔﺭﻋﻴﺔ ﺍﻟﺜﺎﻟﺜﺔ ‪" :‬ﻴﻭﺠﺩ ﺘﺄﺜﻴﺭ ﻋﻜﺴﻲ ﻤﻌﻨﻭﻱ ﻻﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ ﻓﻲ ﺍﻟﻐﻴﺎﺏ"‪.‬‬ ‫‪-‬‬
‫ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﻔﺭﻋﻴﺔ ﺍﻟﺭﺍﺒﻌﺔ ‪" :‬ﻴﻭﺠﺩ ﺘﺄﺜﻴﺭ ﻋﻜﺴﻲ ﻤﻌﻨﻭﻱ ﻻﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ ﻓﻲ ﺍﻻﻨﺘﺎﺠﻴﺔ" ‪.‬‬ ‫‪-‬‬
‫ﺨﺎﻤﺴﺎ‪ :‬ﺤﺩﻭﺩ ﺍﻟﺒﺤﺙ ﻭﻋﻴﻨﺘﻪ‪:‬‬

‫ﻟﻘﺩ ﻭﻗﻊ ﺍﻻﺨﺘﻴﺎﺭ ﻋﻠﻰ ﺭﺌﺎﺴﺔ ﺠﺎﻤﻌﺔ ﺒﺎﺒل ﻟﺘﻤﺜل ﻋﻴﻨﺔ ﺍﻟﺒﺤﺙ ﻭﺫﻟﻙ ﻷﻫﻤﻴﺔ ﺍﻟﺩﻭﺭ ﺍﻟﺫﻱ ﺘﺅﺩﻴﻪ ﻓـﻲ ﺒﻨـﺎﺀ‬ ‫‪-‬‬
‫ﺍﻟﻤﺠﺘﻤﻊ ﺇﻀﺎﻓﺔ ﺇﻟﻰ ﻜﻭﻨﻬﺎ ﻤﻥ ﺍﻟﻤﺠﺘﻤﻌﺎﺕ ﺍﻟﻤﺘﻤﻴﺯﺓ ﻭﺍﻟﻤﺘﻌﺎﻭﻨﺔ ﻭﺍﻟﻤﺘﻔﻬﻤﺔ ﻟﻸﺒﺤﺎﺙ ﻭﺍﻟﺩﺭﺍﺴﺎﺕ ﺍﻟﻌﻠﻤﻴـﺔ‪،‬‬
‫ﻭﺸﻤﻠﺕ ﺍﻟﻌﻴﻨﺔ ﺍﻻﻓﺭﺍﺩ ﺍﻟﻌﺎﻤﻠﻴﻥ ﺒﻤﺭﻜﺯ ﺭﺌﺎﺴﺔ ﺠﺎﻤﻌﺔ ﺒﺎﺒل ﻭﺍﻟﺒﺎﻟﻎ ﻋﺩﺩﻫﻡ )‪ (٢٠٠‬ﻓﺭﺩ ﻋﺎﻤـل ‪،‬ﺒﻠﻎ ﻋـﺩﺩ‬
‫ﺍﻻﺴﺘﻤﺎﺭﺍﺕ ﺍﻟﻤﻭﺯﻋﺔ ) ‪ ( ١٠٠‬ﺍﺴﺘﻤﺎﺭﺓ‪ ،‬ﻭﻋﺩﺩ ﺍﻟﻤﺴﺘﺭﺠﻌﺔ ) ‪ (١٠٠‬ﺍﺴﺘﻤﺎﺭﺓ ‪ ،‬ﻭﻫﺫﺍ ﻴﻌﻨـﻲ ﺇﻥ ﻨﺴـﺒﺔ‬
‫ﺍﻻﺴﺘﺠﺎﺒﺔ ﻜﺎﻨﺕ ) ‪( % ١٠٠‬‬
‫ﺴﺎﺩﺴﺎﹰ‪ :‬ﻗﻴﺎﺱ ﺼﺩﻕ ﻭﺜﺒﺎﺕ ﻓﻘﺭﺍﺕ ﺍﻻﺴﺘﺒﺎﻨﺔ ﻭﻤﻘﻴﺎﺱ ﺍﻟﺒﺤﺙ ‪:‬‬
‫ﺍﻋﺘﻤﺩ ﺍﻟﺒﺤﺙ ﺍﻟﺤﺎﻟﻲ ﻋﻠﻰ ﻤﻘﻴﺎﺴﻴﻥ ﺭﺌﻴﺴﻴﻥ ﻫﻤﺎ‪:‬‬
‫‪ -١‬ﻤﻘﻴﺎﺱ ﺍﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ‬
‫‪ -٢‬ﻤﻘﻴﺎﺱ ﺃﺩﺍﺀ ﺍﻟﻌﺎﻤﻠﻴﻥ‬
‫ﻫﺫﻩ ﺍﻟﻤﻘﺎﻴﻴﺱ ﺘﻡ ﺍﺴﺘﺨﺩﺍﻤﻬﻤﺎ ﺒﺸﻜل ﻤﺒﺎﺸﺭ ﻓﻲ ﺍﻟﺩﺭﺍﺴﺎﺕ ﺍﻟﺴﺎﺒﻘﺔ ﻭﻫﻲ ﻤﻘﺎﻴﻴﺱ ﻤﺨﺘﺒﺭﺓ ﺫﺍﺕ ﻤﺼﺩﺍﻗﻴﺔ ﻭﺜﺒـﺎﺕ‬
‫ﻋﺎﻟﻴﺔ‪ ،‬ﻭﺍﻟﺠﺩﻭل )‪ (1‬ﻴﻘﺩﻡ ﺘﻭﻀﻴﺢ ﺘﻔﺼﻴﻠﻲ ﺤﻭل ﻫﺫﻩ ﺍﻟﻤﻘﺎﻴﻴﺱ‪.‬‬
‫ﻭﻗﺩ ﺼﻤﻤﺕ ﺠﻤﻴﻊ ﻤﻘﺎﻴﻴﺱ ﺍﻟﺒﺤﺙ ﺒﺎﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﻤﻘﻴﺎﺱ )‪ (Likert‬ﺍﻟﺨﻤﺎﺴﻲ‪ .‬ﻭﻗـﺩ ﺘﺭﺍﻭﺤـﺕ ﻗـﻴﻡ ﻤﻌﺎﻤـل‬
‫ﻜﺭﻭﻨﺒﺎﺥ ﺍﻟﻔﺎ ﺒﻴﻥ )‪ (0.81- 0.75‬ﻭﻫﻲ ﻤﻘﺒﻭﻟﺔ ﺇﺤﺼﺎﺌﻴﺎ ﻓﻲ ﺍﻟﺒﺤﻭﺙ ﺍﻹﺩﺍﺭﻴـﺔ ﻭﺍﻟﺴـﻠﻭﻜﻴﺔ ﻻﻥ ﻗﻴﻤﺘﻬـﺎ ﺍﻜﺒـﺭ‬
‫)‪ ،(Nunnaly & Bernstein,1994) (0.75‬ﻭﺍﻟﺘﻲ ﺘﺩل ﻋﻠﻰ ﺍﻥ ﺍﻟﻤﻘﺎﻴﻴﺱ ﺘﺘﺼﻑ ﺒﺎﻻﺘﺴﺎﻕ ﺍﻟﺩﺍﺨﻠﻲ‪.‬‬

‫ﺠﺩﻭل )‪(1‬‬
‫ﻤﻠﺨﺹ ﻤﻘﺎﻴﻴﺱ ﺍﻟﺒﺤﺙ‬
‫ﻜﺭﻭﻨﺒﺎﺥ ﺍﻟﻔﺎ‬ ‫ﻤﺼﺩﺭ ﺍﻟﻤﻘﻴﺎﺱ‬ ‫ﻋﺩﺩ ﺍﻟﻔﻘﺭﺍﺕ‬ ‫ﺍﻟﻤﻘﻴﺎﺱ‬
‫ﺍﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ ﺍﻟﺘﻨﻅﻴﻤﻲ‬
‫‪0.789‬‬ ‫‪٤‬‬ ‫ﺍﺴﺒﺎﺏ ﺍﺩﺍﺭﻴﺔ‬
‫‪0.801‬‬ ‫) ‪(Melda Harbalioglu , 2014‬‬ ‫‪٤‬‬ ‫ﻨﻘﺹ ﺍﻟﺨﺒﺭﺓ‬
‫ﻭﺩﺭﺍﺴﺔ) ‪( Hasan Karaca , 2013‬‬
‫‪0.811‬‬ ‫‪٤‬‬ ‫ﻤﺨﺎﻭﻑ ﺘﺘﻌﻠﻕ‬
‫ﺒﺎﻟﻌﻤل‬
‫‪0.878‬‬ ‫‪٤‬‬ ‫ﺍﻟﻌﺯﻟﺔ‬
‫ﻻﺠﺘﻤﺎﻋﻴﺔ‬
‫‪0.802‬‬ ‫‪٤‬‬ ‫ﺍﻻﻀﺭﺍﺭ‬
‫ﺒﺎﻟﻌﻼﻗﺎﺕ‬
‫‪0.755‬‬ ‫) ﺍﻟﺤﻤﺎﻤﻲ ‪ (٢٠٠٦،‬ﻭﺍﻟﺘﻲ ﺍﻋﺘﻤﺩﺕ ﻓﻲ‬ ‫ﺍﺩﺍﺀ ﺍﻻﻓﺭﺍﺩ ﺍﻟﻌﺎﻤﻠﻴﻥ‬
‫ﺩﺭﺍﺴﺘﻬﺎ ﻋﻠﻰ ﺩﺭﺍﺴﺎﺕ ﻜل ﻤﻥ & ‪( Daft‬‬ ‫‪٤‬‬ ‫ﺍﻟﺭﻀﺎ‬
‫)‪ (Noc, 200‬ﻭﺩﺭﺍﺴﺔ & ‪Hellriegel‬‬ ‫ﺍﻟﻭﻅﻴﻔﻲ‬
‫‪0.798‬‬ ‫)‪(others, 2001‬‬ ‫‪٤‬‬ ‫ﺍﻹﺒﺩﺍﻉ‬
‫‪0.765‬‬ ‫‪٤‬‬ ‫ﺍﻟﻐﻴﺎﺏ‬

‫‪0.832‬‬ ‫‪٤‬‬ ‫ﺍﻹﻨﺘﺎﺠﻴﺔ‬

‫ﺍﻟﻤﺒﺤﺙ ﺍﻟﺜﺎﻨﻲ‪ :‬ﺍﻹﻁﺎﺭ ﺍﻟﻨﻅﺭﻱ ﻟﻠﺒﺤﺙ‬

‫ﺍﻟﺼﻤﺕ ﺍﻟﺘﻨﻅﻴﻤﻲ ‪Organizational Silence‬‬
‫ﺍﻭﻻ‪ :‬ﻤﻔﻬﻭﻡ ﺍﻟﺼﻤﺕ ﺍﻟﺘﻨﻅﻴﻤﻲ‬
‫ﺍﺯﺩﺍﺩ ﻓﻲ ﺍﻟﻔﺘﺭﺓ ﺍﻟﺯﻤﻨﻴﺔ ﺍﻻﺨﻴﺭﺓ ﺍﻻﻫﺘﻤﺎﻡ ﺒﻤﻭﻀﻭﻉ ﺍﻟﺼﻤﺕ ﺍﻟﺘﻨﻅﻴﻤﻲ ﻻﺭﺘﺒﺎﻁﻪ ﺒﻜﻔﺎﺀﺓ ﻭﻓﺎﻋﻠﻴﺔ ﺍﻟﻤﻨﻅﻤﺔ‬
‫ﻭﺴﻠﻭﻜﻴﺎﺕ ﺍﻷﻓﺭﺍﺩ ﺍﻟﻌﺎﻤﻠﻴﻥ ﺍﻟﺴﻠﺒﻴﺔ ﻭﺍﻟﺘﻲ ﺃﺼﺒﺤﺕ ﻤﻥ ﺍﻟﻤﺸﻜﻼﺕ ﺍﻟﻤﻌﻴﻘﺔ ﻟﻌﻤﻠﻴﺔ ﺍﻟﺘﻘﺩﻡ ﻭﺍﻟﺘﻁﻭﺭ )ﺍﻟﻔﺎﻋﻭﺭﻱ ‪،‬‬
‫‪ .(٢٠٠٤‬ﺍﺫ ﻴﻌﺩ ﻤﻔﻬﻭﻡ ﺍﻟﺼﻤﺕ ﻤﻥ ﺍﻟﻤﻔﺎﻫﻴﻡ ﺍﻟﺤﺩﻴﺜﺔ ﻭﺍﻟﻐﻴﺭ ﻤﺄﻟﻭﻓﺔ ﻷﻭل ﻭﻫﻠﺔ ﻻﺴﻴﻤﺎ ﻭﺃﻨﻪ ﻤﻥ ﺍﻟﺼﻌﺏ ﺘﺤﺩﻴﺩ‬
‫ﻤﻔﻬﻭﻡ ﻤﺤﺩﺩ ﻟﻪ‪ ،‬ﺤﻴﺙ ﻤﺭ ﻫﺫﺍ ﺍﻟﻤﻔﻬﻭﻡ ﺒﺜﻼﺜﺔ ﺤﻘﺏ ﺯﻤﻨﻴﺔ‪ ،‬ﺍﻟﺤﻘﺒﺔ ﺍﻷﻭﻟﻰ ﻜﺎﻨﺕ ﻤﻥ )‪ 1970‬ﺤﺘﻰ ﻤﻨﺘﺼﻑ ‪(1980‬‬
‫ﻭﻜﺎﻥ ﺍﻟﺘﺭﻜﻴﺯ ﺍﻟﺭﺌﻴﺴﻲ ﻟﻸﺒﺤﺎﺙ ﻓﻲ ﻫﺫﺍ ﺍﻟﻌﻘﺩ ﺤﻭل ﻤﻔﻬﻭﻡ ﺍﻟﺼﻭﺕ ‪ ،‬ﺍﻟﻔﺘﺭﺓ ﺍﻟﺜﺎﻨﻴﺔ ﻤﻥ )ﻤﻨﺘﺼﻑ ‪1980‬ﺤﺘﻰ ﻋﺎﻡ‬
‫‪ ( 2000‬ﻜﺎﻥ ﺍﻟﺘﺭﻜﻴﺯ ﺍﻟﺭﺌﻴﺴﻲ ﻟﻠﺒﺤﻭﺙ ﺤﻭل )ﺍﻟﻜﻼﻡ (‪ ،‬ﻤﺎﻋﺩﺍ ﺒﻌﺽ ﺍﻻﻨﺘﺒﺎﻫﺎﺕ ﺍﻟﺒﺴﻴﻁﺔ ﺤﻭل ﺴﻠﻭﻙ ﺍﻟﺼﻤﺕ ‪،‬‬
‫ﺃﻤﺎ ﺍﻟﻔﺘﺭﺓ ﺍﻟﺤﺎﻟﻴﺔ ﻭﺍﻟﺘﻲ ﺘﻤﺘﺩ ﻤﻥ )‪ 2000‬ﺇﻟﻰ ﺃﻻﻥ( ﻓﻘﺩ ﻜﺎﻥ ﺍﻟﺘﺭﻜﻴﺯ ﺍﻟﺭﺌﻴﺴﻲ ﺤﻭل ﻤﻔﻬﻭﻡ ﺍﻟﺼﻤﺕ‬
‫)‪ .(Greenberg & Edwards, 2009‬ﻭﻗﺩ ﻜﺎﻨﺕ ﺍﻟﺘﻌﺭﻴﻔﺎﺕ ﺍﻟﻤﻘﺩﻤﺔ ﺨﻼل ﻫﺫﻩ ﺍﻟﻔﺘﺭﺍﺕ ﺍﻟﺜﻼﺜﺔ ﻴﺸﻭﺒﻬﺎ ﺍﻟﻌﺩﻴﺩ‬
‫ﻤﻥ ﺍﻻﺨﺘﻼﻓﺎﺕ ﻭﺍﻟﻘﻭﺍﺴﻡ ﺍﻟﻤﺸﺘﺭﻜﺔ ﺤﻴﺙ ﻗﺩﻤﺕ ﻭﻭﻓﻘﹰﺎ ﻟﻤﺴﺘﻭﻯ ﺘﺤﻠﻴﻠﻬﺎ ﻤﻔﺎﻫﻴﻡ ﻤﺨﺘﻠﻔﺔ ﻟﻠﺼﻤﺕ‪ .‬ﻭﻟﻜﻨﻨﺎ ﺴﻨﺤﺎﻭل ﻫﻨﺎ‬
‫ﻁﺭﺡ ﺃﺭﺍﺀ ﺒﻌﺽ ﺍﻟﺒﺎﺤﺜﻴﻥ ﻓﻲ ﺴﺒﻴل ﺍﻟﺘﻭﺼل ﺇﻟﻰ ﻋﻨﺎﺼﺭ ﻤﺸﺘﺭﻜﺔ ﻟﻬﺫﻩ ﺍﻟﻤﻔﺎﻫﻴﻡ‪ ،‬ﺇﺫ ﻴﺭﻯ ﻜل ﻤﻥ‬
‫)‪ (Tutar, 2010 &Aktan,2006‬ﺇﻥ ﺍﻟﺼﻤﺕ ﺍﻟﺘﻨﻅﻴﻤﻲ )ﻟﻴﺱ ﺍﻟﺴﻠﻭﻙ ﺍﻟﻔﺭﺩﻱ ﻭﺇﻨﻤﺎ ﻴﻨﺘﺸﺭ ﻓﻲ ﺠﻤﻴﻊ ﺃﺠﺯﺍﺀ‬
‫ﺍﻟﻤﻨﻅﻤﺔ ‪ ،‬ﻓﻬﻭ ﺍﻟﻤﻭﻗﻑ ﺍﻟﻌﺎﻡ ﻟﻺﻓﺭﺍﺩ ﺍﻟﻌﺎﻤﻠﻴﻥ ﺘﺠﺎﻩ ﺍﻟﻘﻀﺎﻴﺎ ﺍﻟﺘﻲ ﺘﺤﺩﺙ ﺩﺍﺨل ﺍﻟﻤﻨﻅﻤﺔ(‪ .‬ﺒﻴﻨﻤﺎ ﻴﺭﺍﻩ‬
‫)‪ (Bagheir., etal, 2012‬ﺒﺄﻨﻪ )ﺫﻟﻙ ﺍﻟﺨﻴﺎﺭ ﺍﻟﺴﻠﻭﻜﻲ ﺍﻟﺫﻱ ﻤﻥ ﺍﻟﻤﻤﻜﻥ ﺇﻥ ﻴﺩﻫﻭﺭ ﺃﻭ ﻴﺤﺴﻥ ﺍﻷﺩﺍﺀ ﺍﻟﺘﻨﻅﻴﻤﻲ‬
‫ﻜﻜل(‪.‬ﻭﻴﺸﻴﺭ )‪ (Brinsfieid., etal, 2009‬ﺒﺄﻥ ﺍﻟﺼﻤﺕ ﺍﻟﺘﻨﻅﻴﻤﻲ ﻫﻭ )ﺤﺠﺏ ﺍﻷﻓﻜﺎﺭ ﻭﺍﻵﺭﺍﺀ ﻭﺍﻟﻤﻌﻠﻭﻤﺎﺕ ﺃﻭ‬
‫ﺍﻟﺘﺨﻭﻑ ﻭﻋﺩﻡ ﺇﻋﻼﻨﻬﺎ ﺘﺠﻨﺒﺎ ﻟﻶﺜﺎﺭ ﺍﻟﺴﻠﺒﻴﺔ ﺍﻟﻤﺘﺭﺘﺒﺔ ﻋﻠﻴﻬﺎ‪.‬ﺃﻤﺎ ) ‪ (Subra, 2008‬ﻓﺘﺸﻴﺭ ﺇﻟﻰ ﺃﻥ ﺍﻟﺼﻤﺕ )ﺫﻟﻙ‬
‫ﺍﻟﻤﻭﻗﻑ ﺍﻟﺫﻱ ﻴﻤﺘﻨﻊ ﻓﻴﻪ ﺍﻟﻤﻭﻅﻑ ﻋﻥ ﻗﻭل ﻤﻌﻠﻭﻤﺔ ﻗﺩ ﺘﻜﻭﻥ ﻤﻔﻴﺩﺓ ﻟﻠﻤﻨﻅﻤﺔ ﺴﻭﺍﺀ ﻋﻥ ﻗﺼﺩ ﺃﻭ ﻏﻴﺭ ﻗﺼﺩ(‪.‬‬
‫ﻭﻴﺨﺘﻠﻑ )‪ ( Deniz , Noyan , Ertosun , 2013‬ﻓﻲ ﻤﻔﻬﻭﻤﻪ ﻟﻠﺼﻤﺕ ﺤﻴﺙ ﻴﺸﻴﺭ ﺇﻟﻰ ﺍﻨﻪ )ﺍﻟﺤﺠﺏ ﺍﻟﻤﺘﻌﻤﺩ‬
‫ﻟﻸﺴﺌﻠﺔ ﻭﺍﻷﻓﻜﺎﺭ ﻭﺍﻵﺭﺍﺀ ﻭﺍﻟﻤﻌﻠﻭﻤﺎﺕ ﺒﺸﺎﻥ ﺍﻟﻘﻀﺎﻴﺎ ﺍﻟﻤﺘﻌﻠﻘﺔ ﺒﻌﻤﻠﻬﻡ ﺃﻭ ﻤﻨﻅﻤﺘﻬﻡ (‪ .‬ﻭﻴﺘﻔﻕ ﻜل ﻤﻥ‬
‫)‪ ( Tulubas & Celep , 2012‬ﻤﻊ ﻫﺫﺍ ﺍﻟﻤﻔﻬﻭﻡ ﺤﻴﺙ ﻴﺅﻜﺩﺍﻥ ﺒﺎﻥ ﺍﻟﺼﻤﺕ ) ﻫﻭ ﺍﻟﺤﺠﺏ ﺍﻟﻤﺘﻌﻤﺩ ﻟﻠﻤﻌﺎﺭﻑ‬
‫ﻭﺍﻷﻓﻜﺎﺭ ﺍﻟﻤﺘﻌﻠﻘﺔ ﺒﺎﻟﻘﻀﺎﻴﺎ ﺍﻟﺘﻨﻅﻴﻤﻴﺔ (‪.‬‬
‫ﻤﻥ ﻤﻤﺎ ﺘﻘﺩﻡ ﻴﻤﻜﻨﻨﺎ ﻭﻀﻊ ﺍﻟﺘﻌﺭﻴﻑ ﺍﻻﺠﺭﺍﺌﻲ ﻟﻠﺼﻤﺕ ﺍﻟﺘﻨﻅﻴﻤﻲ ﻫﻭ ) ﺘﺭﺩﺩ ﺍﻟﻤﻭﻅﻑ ﻓﻲ ﺍﻟﺤﺩﻴﺙ ﻋﻥ‬
‫ﺍﻟﻘﻀﺎﻴﺎ ﺍﻟﺘﻲ ﺘﺤﺩﺙ ﻓﻲ ﺍﻟﻌﻤل ﺨﻭﻓﺎﹰ ﻤﻥ ﺘﻔﺴﻴﺭﻫﺎ ﺒﺸﻜل ﺨﺎﻁﺊ ﻤﻥ ﻗﺒل ﻤﺴﺅﻭﻟﻪ ﺍﻟﻤﺒﺎﺸﺭ ﻭﺒﺎﻟﺘﺎﻟﻲ ﺘﺄﺜﻴﺭﻫﺎ‬
‫ﺍﻟﺴﻠﺒﻲ ﻋﻠﻰ ﺍﻟﻌﻼﻗﺎﺕ ﺒﻴﻨﻪ ﻭﺒﻴﻥ ﺯﻤﻼﺌﻪ ﺍﻟﻌﺎﻤﻠﻴﻥ (‪.‬‬
‫ﺜﺎﻨﻴﺎ‪ :‬ﺍﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ ﺍﻟﺘﻨﻅﻴﻤﻲ‬
‫ﺃﺸﺎﺭ ﻜل )‪ ( Demir & Ozturk 2010, Eroglu,2011, Cakici, 2010‬ﺇﻟﻰ ﺃﻥ ﺃﻜﺜﺭ ﺍﻻﺴﺒﺎﺏ ﺸﻴﻭﻋﺎ‬
‫ﻭﺍﻟﺘﻲ ﺘﻜﻭﻥ ﺴﺒﺒﺎ ﻤﺒﺎﺸﺭﺍ ﻟﻠﺼﻤﺕ ﻟﺩﻯ ﺍﻷﻓﺭﺍﺩ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻫﻲ ﺍﻟﻤﻔﺘﺎﺡ ﺍﻟﺘﻨﻅﻴﻤﻲ ‪ ،‬ﺍﻟﺜﻘﺎﻓﺔ ﺍﻟﺘﻨﻅﻴﻤﻴﺔ ‪ ،‬ﺍﻟﻘﻀﺎﻴﺎ ﺍﻹﺩﺍﺭﻴﺔ‬
‫‪ ،‬ﺭﺩﻭﺩ ﺍﻟﻔﻌل ﺍﻟﺴﻠﺒﻴﺔ ﻤﻥ ﻗﺒل ﺍﻹﺩﺍﺭﺓ ‪ ،‬ﺍﻟﺘﺤﻴﺯ ‪ ،‬ﺍﻟﺨﺼﺎﺌﺹ ﺍﻟﺸﺨﺼﻴﺔ ﻟﻠﻤﺩﺭﺍﺀ ‪ ،‬ﺍﻨﻌﺩﺍﻡ ﺍﻟﺜﻘﺔ ‪ ،‬ﺨﻁﺭ ﺍﻟﺘﻜﻠﻡ ‪،‬‬

‫ﺍﻟﺨﻭﻑ ﻤﻥ ﺍﻟﻌﺯﻟﺔ ‪ ،‬ﻗﻠﺔ ﺍﻟﺨﺒﺭﺓ ‪ ،‬ﺍﻟﺨﻭﻑ ﻤﻥ ﺍﻹﻀﺭﺍﺭ ﺒﺎﻟﻌﻼﻗﺎﺕ ‪ ،‬ﺍﺨﺘﻼﻑ ﺍﻟﺨﺼﺎﺌﺹ ‪ ،‬ﺍﻟﻘﻀﺎﻴﺎ ﺍﻟﺜﻘﺎﻓﻴﺔ‬
‫ﺍﻟﻤﺘﻤﺜﻠﺔ ﺒﺎﻟﻘﻴﻡ ﻭﺍﻟﻤﻌﺎﻴﻴﺭ ‪ ،‬ﺍﻟﺨﻭﻑ ﻤﻥ ﺍﻟﺴﻠﻁﺔ‪ .‬ﺃﻤﺎ )‪ (Dyne & Botero , 2003‬ﻓﻴﺒﻴﻥ ﺃﻥ ﺍﻟﺼﻤﺕ ﺍﻟﺘﻨﻅﻴﻤﻲ ﻓﻲ‬
‫ﺍﻟﻤﺎﻀﻲ ﻫﻭ ﺇﺸﺎﺭﺓ ﻟﻼﻟﺘﺯﺍﻡ ﻭﺍﻟﺘﻜﻴﻑ ‪ ،‬ﻟﻜﻥ ﻓﻲ ﺍﻟﻭﻗﺕ ﺍﻟﺤﺎﻀﺭ ﻓﻤﻥ ﺍﻟﻤﻌﺭﻭﻑ ﺃﻥ ﺍﻟﺼﻤﺕ ﻫﻭ ﺭﺩ ﻓﻌل ﻭﺍﻨﺴﺤﺎﺏ‬
‫ﺍﺠﺘﻤﺎﻋﻲ ﺘﺠﺎﻩ ﺍﻟﻤﻭﺍﻗﻑ ﺍﻟﺘﻲ ﺘﺤﺩﺙ ﻓﻲ ﺍﻟﻤﻨﻅﻤﺔ ‪ ،‬ﻟﺫﺍ ﺘﻭﺠﺩ ﻫﻨﺎﻙ ﻋﺩﺓ ﺃﺴﺒﺎﺏ ﺘﺩﻓﻊ ﺍﻷﻓﺭﺍﺩ ﺍﻟﻌﺎﻤﻠﻴﻥ ﺇﻟﻰ ﺍﻟﺼﻤﺕ‬
‫ﻤﻨﻬﺎ ‪-:‬‬
‫‪--١‬ﺃﺴﺒﺎﺏ ﺇﺩﺍﺭﻴﺔ ﻭﺘﻨﻅﻴﻤﻴﺔ ) ﻋﺩﻡ ﺍﻟﺜﻘﺔ ﺒﺎﻟﻤﺩﺭﺍﺀ( ﻤﻥ ﺍﻟﻤﻭﺍﻀﻴﻊ ﺍﻟﻤﻬﻤﺔ ﺍﻟﺘﻲ ﻨﻭﻗﺸﺕ ﻓﻲ ﺍﻟﺴﻨﻭﺍﺕ ﺍﻷﺨﻴﺭﺓ ﻫﻲ‬
‫ﻋﻤﻠﻴﺎﺕ ﺼﻨﻊ ﺍﻟﻘﺭﺍﺭ ﻓﻲ ﺍﻟﻤﻨﻅﻤﺔ ‪ ،‬ﻭﻋﺩﻡ ﻗﺩﺭﺓ ﺍﻟﻤﺩﺭﺍﺀ ﻋﻠﻰ ﺍﺘﺨﺎﺫ ﺍﻟﻘﺭﺍﺭ ‪ ،‬ﻭﺍﻨﺨﻔﺎﺽ ﺍﻟﻜﻔﺎﺀﺓ ﺍﻟﺘﻨﻅﻴﻤﻴﺔ ﻭﻀﻌﻑ‬
‫ﺍﻷﺩﺍﺀ ﺍﻟﻤﻨﻅﻤﻲ ﻜﻜل‪ .‬ﻫﺫﻩ ﺍﻟﻤﺸﺎﻜل ﻭﻏﻴﺭﻫﺎ ﺘﺤﺩﺙ ﺒﺴﺒﺏ ﺍﻤﺘﻨﺎﻉ ﺍﻷﻓﺭﺍﺩ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻤﻥ ﺍﻟﺘﺤﺩﺙ ﻋﻨﻬﺎ ﺃﻭ ﻤﻨﺎﻗﺸﺘﻬﺎ‬
‫ﺨﻭﻓﺎ ﻤﻥ ﺭﺩﻭﺩ ﺍﻟﻔﻌل ﺍﻟﺴﻠﺒﻴﺔ )‪ (Rosemary , 2003‬ﻭﺍﻋﺘﻘﺎﺩﻫﻡ ﺒﺄﻨﻬﻡ ﺴﻭﻑ ﻴﻌﺎﻗﺒﻭﻥ ﺇﺫﺍ ﻜﺎﻨﺕ ﺁﺭﺍﺀﻫﻡ ﻤﻌﺎﺭﻀﺔ‬
‫ﻟﺘﻭﺠﻬﺎﺕ ﺍﻟﻤﻨﻅﻤﺔ )‪(Morrison & Milliken , 2000‬‬
‫‪ -٢‬ﺍﻟﺨﻭﻑ ﻤﻥ ﺍﻟﻌﺯﻟﺔ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ ‪ - :‬ﺇﻥ ﺍﻟﺴﺒﺏ ﺍﻟﺭﺌﻴﺴﻲ ﻟﺼﻤﺕ ﺍﻷﻓﺭﺍﺩ ﺘﺠﺎﻩ ﺍﻟﻤﺸﺎﻜل ﺍﻟﺘﻨﻅﻴﻤﻴﺔ ﻫﻭ ﺍﻟﺨﻭﻑ ﻤﻥ‬
‫ﺍﻟﻌﺯﻟﺔ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ ﺩﺍﺨل ﻋﻤﻠﻪ ﻭﺍﻋﺘﻘﺎﺩﻩ ﺒﺄﻨﻪ ) ﺇﺫﺍ ﻋﺒﺭ ﻋﻥ ﺍﻟﻤﺸﺎﻜل ﺩﺍﺨل ﺍﻟﻤﻨﻅﻤﺔ ﺴﻭﻑ ﻴﺴﺒﺏ ﻤﺸﺎﻜل ﺃﺨﺭﻯ ( ‪،‬‬
‫ﻜﻤﺎ ﺇﻥ ﺨﺼﺎﺌﺹ ﺍﻟﻤﻨﻅﻤﺎﺕ ﻨﻔﺴﻬﺎ ﻭﻫﻴﻜﻠﻬﺎ ﺍﻟﺘﻨﻅﻴﻤﻲ ﻗﺩ ﻻ ﺘﺴﻤﺢ ﻟﻠﻤﻭﻅﻔﻴﻥ ﺒﺎﻟﺘﻌﺒﻴﺭ ﻋﻥ ﺍﻟﻤﺸﺎﻜل ﺍﻟﻤﺘﻌﻠﻘﺔ‬
‫ﺒﺎﻟﺘﻨﻅﻴﻡ‪ .‬ﻭﺍﻥ ﺍﻟﺘﺤﺩﺙ ﻋﻥ ﺍﻟﻤ ﺸﺎﻜل ﻭﺍﻟﻬﻤﻭﻡ ﻴﻨﻅﺭ ﻟﻬﺎ ﻤﻥ ﻗﺒل ﺍﻟﻤﺩﺭﺍﺀ ﺒﺄﻨﻬﺎ ﺴﻠﻭﻙ ﺴﻠﺒﻲ ﺴﻭﻑ ﻴﻘﻠل ﻤﻥ ﺍﻟﺜﻘﺔ‬
‫ﻭﺍﻻﺤﺘﺭﺍﻡ ﺘﺠﺎﻩ ﺍﻹﻓﺭﺍﺩ ﻭﺒﺎﻟﺘﺎﻟﻲ ﻴﺩﻓﻌﻬﻡ ﺇﻟﻰ ﺍﻟﺘﺯﺍﻡ ﺍﻟﺼﻤﺕ ﺨﻭﻓﺎ ﻤﻥ ﺇﻥ ﺘﺼﺭﻓﺎﺘﻬﻡ ﻭﻤﻭﺍﻗﻔﻬﻡ ﻗﺩ ﻴﻀﺭ ﺒﻭﻀﻌﻬﻡ‬
‫ﺍﻻﺠﺘﻤﺎﻋﻲ ﺩﺍﺨل ﺍﻟﻤﻨﻅﻤﺔ )‪(Milliken & Morrison , 2003‬‬
‫‪ -٣‬ﻨﻘﺹ ﺍﻟﺨﺒﺭﺓ ) ﺨﺒﺭﺓ ﺍﻟﻤﺎﻀﻲ( ‪ - :‬ﻴﻠﺠﺎ ﺍﻻﻓﺭﺍﺩ ﺍﻟﻌﺎﻤﻠﻴﻥ ﺍﻟﻰ ﺍﻟﺘﺯﺍﻡ ﺍﻟﺼﻤﺕ ﻟﻴﺱ ﻓﻘﻁ ﺒﺴﺒﺏ ﺘﺠﺎﺭﺒﻬﻡ‬
‫ﺍﻟﺸﺨﺼﻴﺔ ﺍﻟﺴﺎﺒﻘﺔ ﺍﻟﺴﻴﺌﺔ ﻭﻟﻜﻥ ﺍﻴﻀﺎ ﻤﻥ ﺍﻟﻤﺤﺎﺩﺜﺎﺕ ﻤﻊ ﺯﻤﻼﺀﻫﻡ ﻭﻨﺘﺎﺌﺠﻬﺎ ﻋﻠﻴﻬﻡ ) ‪Milliken & Morrison ,‬‬
‫‪.(2003‬ﻓﻨﺠﺩ ﺍﻻﻓﺭﺍﺩ ﺍﻟﺫﻴﻥ ﻜﺎﻨﻭﺍ ﺘﺤﺕ ﺘﺄﺜﻴﺭ ﺍﻟﺘﺠﺭﺒﺔ ﺍﻟﺴﺎﺒﻘﺔ ﺍﻟﺫﻱ ﻤﺭﻭﺍ ﺒﻬﺎ ﻴﺘﺠﻨﺒﻭﻥ ﺍﺜﺎﺭﺓ ﺍﻟﻤﺸﺎﻜل ﺍﻭ ﻤﻨﺎﻗﺸﺎﺘﻬﺎ‬
‫ﻤﻊ ﺯﻤﻼﺀﻫﻡ ﺍﻭ ﺭﺅﺴﺎﺌﻬﻡ ﺍﻟﻤﺒﺎﺸﺭﻴﻥ ﻋﻠﻰ ﺍﻟﺭﻏﻡ ﻤﻥ ﺍﺩﺭﺍﻜﻬﻡ ﻷﻫﻤﻴﺔ ﺍﻟﻭﻗﻭﻑ ﻋﻠﻴﻬﺎ ﻓﻲ ﻭﻗﺕ ﻤﺒﻜﺭ ﻓﻴﻔﻀﻠﻭﻥ‬
‫ﺍﻟﺘﻔﻜﻴﺭ ﻓﻲ ﻋﺩﻡ ﺍﺜﺎﺭﺓ ﻤﺜل ﻫﺫﻩ ﺍﻟﻤﺸﺎﻜل ﺍﻟﺘﻲ ﻗﺩ ﻻ ﻴﺅﺨﺫ ﺒﻬﺎ ﻭﺘﻜﻭﻥ ﺍﻟﺴﺒﺏ ﻓﻲ ﺤﺩﻭﺙ ﻤﺸﺎﻜل ﻤﻊ ﻤﺴﺅﻭﻟﻴﻬﻡ‪.‬‬
‫)‪.(Erenler , 2010‬‬
‫‪-٤‬ﺍﻟﺨﻭﻑ ﻤﻥ ﺍﻻﻀﺭﺍﺭ ﺒﺎﻟﻌﻼﻗﺎﺕ ‪ -:‬ﻋﻠﻰ ﺍﻟﺭﻏﻡ ﻤﻥ ﺍﺩﺭﺍﻙ ﺍﻻﻓﺭﺍﺩ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻟﻨﻘﺎﻁ ﺍﻟﻀﻌﻑ ﻓﻲ ﺍﻟﻬﻴﻜل ﺍﻟﺘﻨﻅﻴﻤﻲ‬
‫ﻭﺍﻟﻌﻤﻠﻴﺎﺕ ﺩﺍﺨل ﺍﻟﻤﻨﻅﻤﺔ ﻭ‪ ،‬ﺍﻻ ﺍﻨﻬﻡ ﻴﻘﺭﺭﻭﻥ ﻋﺩﻡ ﺍﻗﺘﺭﺍﺡ ﺍﻟﺤﻠﻭل ﻟﻬﺎ ﻻ ﺩﺭﺍﻜﻬﻡ ﺒﺎﻥ ﺍﻻﻓﺭﺍﺩ ﺍﻻﺨﺭﻴﻥ ﺴﻭﻑ ﻟﻥ‬
‫ﻴﻜﻭﻨﻭﺍ ﺴﻌﻴﺩﻴﻥ ﺒﻬﺫﻩ ﺍﻟﻤﻘﺘﺭﺤﺎﺕ ﻜﻤﺎ ﺍﻥ ﺍﻟﺴﺒﺏ ﺍﻟﺭﺌﻴﺴﻲ ﺍﻻﺨﺭ ﻫﻭ ﺍﻟﺨﻭﻑ ﻤﻥ ﻓﻘﺩﺍﻥ ﺍﻟﻌﻼﻗﺎﺕ ﻤﻊ ﺯﻤﻼﺌﻬﻡ‬
‫ﺍﻻﺨﺭﻴﻥ ﻭﺍﻟﺫﻱ ﻴﻌﺩﻭﻨﻬﺎ ﺸﻴﺌﺎ ﻗﻴﻤﺎ ﻻ ﻴﻤﻜﻥ ﺍﻟﺘﻨﺎﺯل ﻋﻨﻪ ﺍﻭ ﺨﺴﺎﺭﺘﻪ )‪.(Milliken & Morrison, 2003‬‬
‫‪-٥‬ﻤﺨﺎﻭﻑ ﺘﺘﻌﻠﻕ ﺒﺎﻟﻌﻤل‪ -:‬ﻴﺘﺠﻨﺏ ﺍﻷﺸﺨﺎﺹ ﺩﺍﺨل ﺍﻟﻤﻨﻅﻤﺔ ﻤﻥ ﺫﻜﺭ ﻤﺸﺎﻜﻠﻬﻡ ﻻﻋﺘﻘﺎﺩﻫﻡ ﺒﺎﻥ ﺫﻟﻙ ﻤﺤﻔﻭﻑ‬
‫ﺒﺎﻟﻤﺨﺎﻁﺭ ‪ ،‬ﻟﺫﺍ ﻴﻔﻀﻠﻭﻥ ﻋﺩﻡ ﺸﺭﺡ ﺃﻓﻜﺎﺭﻫﻡ ﺨﺸﻴﺔ ﺃﻥ ﻴﻨﻅﺭ ﻟﻬﻡ ﺍﻵﺨﺭﻴﻥ ﺒﺄﻨﻬﻡ ﻴﺨﻠﻘﻭﻥ ﺍﻟﻤﺸﺎﻜل ﻭﻜ ﺫﻟﻙ ﺨﻭﻓﺎ ﻤﻥ‬
‫ﺍﻟﻌﻠﻴﺎ‪.‬‬ ‫ﺍﻻ ﺩﺍﺭﺓ‬ ‫ﻗﺒل‬ ‫ﻤﻥ‬ ‫ﺍﻟﻌﺩﺍﻟﺔ‬ ‫ﻭﻋﺩﻡ‬ ‫ﺍ ﻟﻤﻌﺎﻤﻠﺔ‬ ‫ﺴﻭﺀ‬ ‫ﺍﻟﻰ‬ ‫ﺍﻟﺘﻌﺭﺽ‬ ‫ﺍﻭ‬ ‫ﺍﻟﺘﺭﻗﻴﺔ‬ ‫ﻓﻘﺩﺍﻥ‬
‫)‪.(Vakola & Bouradas , 2005‬‬
‫ﺜﺎﻟﺜﹰﺎ ‪ -:‬ﺃﺜﺎﺭ ﺍﻟﺼﻤﺕ ﻋﻠﻰ ﺍﻟﻤﻨﻅﻤﺔ ﻭﺍﻹﻓﺭﺍﺩ ﺍﻟﻌﺎﻤﻠﻴﻥ ‪-:‬‬
‫ﺍﻜﺩ ﺍﻟﻌﺩﻴﺩ ﻤﻥ ﺍﻟﻌﻠﻤﺎﺀ ﺍﻥ ﻟﻠﺼﻤﺕ ﺍﻟﺘﻨﻅﻴﻤﻲ ﺘﺄﺜﻴﺭﺍﺕ ﻭﺍﻀﺤﺔ ﻋﻠﻰ ﻜل ﻤﻥ ﺍﻟﻤﻨﻅﻤﺔ ﻭﺃﻓﺭﺍﺩﻫﺎ ﺍﻟﻌﺎﻤﻠﻴﻥ‪،‬‬
‫ﻭﻴﺒﺭﺯ ﻫﺫﺍ ﺍﻟﺘﺄﺜﻴﺭ ﻓﻲ ﺍﻨﺨﻔﺎﺽ ﺍﻷﺩﺍﺀ ﺍﻟﻔﺭﺩﻱ ﻭﺍﻟﺘﻨﻅﻴﻤﻲ ﻭﺘﺼﺎﻋﺩ ﻤﺴﺘﻭﻯ ﻋﺩﻡ ﺍﻟﺭﻀﺎ ﺒﻴﻥ ﺍﻷﻓﺭﺍﺩ ﻭﺍﻟﺫﻱ ﻴﺘﺠﻠﻰ‬
‫ﻓﻲ ﻜﺜﺭﺓ ﺍﻟﻐﻴﺎﺏ ﻭﺩﻭﺭﺍﻥ ﺍﻟﻌﻤل ﻭﺒﻌﺽ ﺍﻟﺴﻠﻭﻜﻴﺎﺕ ﻏﻴﺭ ﺍﻟﻤﺭﻏﻭﺏ ﻓﻴﻬﺎ )‪ . (Bagheri & Nik,2012‬ﻜﻤﺎ ﻴﻌﺩ‬
‫ﺍﻻﺘﺼﺎل ﻫﻭ ﺍﻟﻤﻔﺘﺎﺡ ﺍﻟﺭﺌﻴﺱ ﻟﻨﺠﺎﺡ ﺍﻟﻤﻨﻅﻤﺔ‪ ،‬ﻓﺈﺫﺍ ﺼﻤﺕ ﺍﻟﻤﻭﻅﻑ ﺍﻨﻘﻁﻊ ﻫﺫﺍ ﺍﻟﺘﻭﺍﺼل ﺒﻴﻨﻪ ﻭﺒﻴﻥ ﺯﻤﻼﺌﻪ ﻭﺇﺩﺍﺭﺘﻪ‬

‫ﻭﺒﺎﻟﺘﺎﻟﻲ ﺍﻨﻌﻜﺱ ﻋﻠﻰ ﺍﻷﺩﺍﺀ ﺍﻟﻤﻨﻅﻤﻲ ﻤﻥ ﺨﻼل ﻗﺘﻠﻪ ﻟﻺﺒﺩﺍﻉ ﻭﺍﻻﺒﺘﻜﺎﺭ ﻭﺇﺩﺍﻤﺔ ﻤﺸﺎﺭﻴﻊ ﺴﻴﺌﺔ ﺍﻟﺘﺨﻁﻴﻁ ﻭﺍﻟﺘﻲ ﺘﺅﺩﻱ‬
‫ﺒﺎﻟﺘﺎﻟﻲ ﺇﻟﻰ ﺨﻠل ﻭﺍﻀﺢ ﻓﻲ ﺍﻟﻤﻨﺘﺠﺎﺕ ﺍﻟﻨﻬﺎﺌﻴﺔ )‪ (pentilla ,2003‬ﻭﺨﺴﺎﺌﺭ ﻤﺎﺩﻴﺔ ﻜﺒﻴﺭﺓ ﺘﺘﺤﻤﻠﻬﺎ ﺍﻟﻤﻨﻅﻤﺔ ﻨﺘﻴﺠﺔ‬
‫ﻟﻌﺩﻡ ﺍﻜﺘﺭﺍﺜﻬﺎ ﻟﻠﻤﺸﺎﻜل ﺍﻟﺘﻲ ﻴﻌﺎﻨﻲ ﻤﻨﻬﺎ ﺃﻓﺭﺍﺩﻫﺎ ﻭﺍﻟﺘﺯﺍﻤﻬﻡ ﺍﻟﺼﻤﺕ ﺤﻴﺎﻟﻬﻡ )‪ ،(Joinson ,1996‬ﺤﻴﺙ ﺇﻨﻬﻡ ﻭﻤﻊ‬
‫ﻤﺭﻭﺭ ﺍﻟﻭﻗﺕ ﻴﻔﻘﺩﻭﻥ ﺍﻟﺼﻠﺔ ﺒﻭﻅﺎﺌﻔﻬﻡ ﻭﻻ ﻴﺒﺤﺜﻭﻥ ﻋﻥ ﻨﻭﻋﻴﺔ ﻫﺫﻩ ﺍﻟﻭﻅﺎﺌﻑ ﻭﺒﺎﻟﺘﺎﻟﻲ ﻓﺎﻥ ﺍﻨﻌﻜﺎﺴﻪ ﺴﻭﻑ ﻴﻜﻭﻥ‬
‫ﻻ ﺜﻡ ﻋﻠﻰ ﺍﻟﻤﻨﻅﻤﺔ ﺜﺎﻨﻴﹰﺎ‪ . (Karcioglu & Aliogullari,2013) ،‬ﻭﺘﻅﻬﺭ ﺃﺜﺎﺭﻩ ﺍﻷﺨﺭﻯ ﻋﻠﻰ‬
‫ﻋﻠﻰ ﺍﻟﻤﻭﻅﻑ ﺃﻭ ﹰ‬
‫ﻋﻤﻠﻴﺔ ﺼﻨﻊ ﺍﻟﻘﺭﺍﺭ ﻭﺇﺤﺩﺍﺙ ﺍﻟﺘﻐﻴﻴﺭ ﺍﻟﺫﻱ ﺘﺭﻏﺒﻪ ﺍﻹﺩﺍﺭﺓ ﻓﻲ ﺍﻟﻤﻨﻅﻤﺔ ﻤﻥ ﺨﻼل ﺍﻻﻤﺘﻨﺎﻉ ﻋﻥ ﺘﻘﺩﻴﻡ ﺍﻟﺒﺩﺍﺌل ﺍﻟﻤﺨﺘﻠﻔﺔ‬
‫ﺃﻭ ﺍﻟﻤﻘﺘﺭﺤﺎﺕ ﻭﺍﻟﺒﻴﺎﻨﺎﺕ ﺍﻟﺼﺤﻴﺤﺔ ﻟﻤﺘﺨﺫ ﺍﻟﻘﺭﺍﺭ ﺃﻭ ﺭﺩﻭﺩ ﺍﻟﻔﻌل ﺍﻟﺴﻠﺒﻴﺔ ﺘﺠﺎﻩ ﺍﻟﺘﻐﻴﺭﺍﺕ ﺍﻟﺘﻲ ﺘﺤﺩﺙ ﻓﻲ ﺍﻹﻋﻤﺎل ‪.‬‬
‫)‪(Moosavi,2014‬ﻓﻨﺠﺩ ﺍﻟﻤﻨﻅﻤﺎﺕ ﻭﻋﻠﻰ ﺍﻟﺭﻏﻡ ﻤﻥ ﺍﻤﺘﻼﻜﻬﺎ ﻜل ﺍﻟﻤﻭﺍﺭﺩ ﺍﻟﻤﻁﻠﻭﺒﺔ ﻟﻨﺠﺎﺤﻬﺎ ﺴﻭﺍﺀ ﻜﺎﻨﺕ ﺒﺸﺭﻴﺔ‬
‫ﺃﻭ ﻤﺎﺩﻴﺔ ﻟﻜﻨﻬﺎ ﻻﺘﺼل ﺇﻟﻰ ﻜﺎﻤل ﺇﻤﻜﺎﻨﺎﺘﻬﺎ ﺒﺴﺒﺏ ﺍﻨﺨﻔﺎﺽ ﺍﻻﻟﺘﺯﺍﻡ ﻟﺩﻯ ﺃﻋﻀﺎﺌﻬﺎ ﻭﺍﻟﺫﻱ ﻴﻌﺩ ﺍﻟﺴﺒﺏ ﺍﻟﺭﺌﻴﺱ ﺇﻟﻰ‬
‫ﺍﺴﺘﻐﻼل ﻤﻭﺍﺭﺩﻫﺎ ﺍﻷﺨﺭﻯ ﻟﻠﺤﺼﻭل ﻋﻠﻰ ﻤﻴﺯﺓ ﻟﻬﺎ ﺒﻴﻥ ﻤﻨﺎﻓﺴﻴﻬﺎ )‪. (Chaladeray,2009‬‬
‫ﺍﺩﺍﺀ ﺍﻟﻌﺎﻤﻠﻴﻥ ‪Employees Performance‬‬
‫ﺍﻭﻻﹰ‪ :‬ﻤﻔﻬﻭﻡ ﺍﺩﺍﺀ ﺍﻟﻌﺎﻤﻠﻴﻥ‪:‬‬
‫ﻴﻤﺜل ﺃﺩﺍﺀ ﺍﻷﻓﺭﺍﺩ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻓﻲ ﺍﻟﻤﻨﻅﻤﺎﺕ )ﺍﻷﺩﺍﺀ ﺍﻟﻭﻅﻴﻔﻲ ( ﻭﻴﻘﺼﺩ ﺒﻪ ﻤﺠﻤﻭﻋﺔ ﺍﻟﺴﻠﻭﻜﻴﺎﺕ ﺍﻹﺩﺍﺭﻴﺔ ﺍﻟﻤﻌﺒﺭﺓ ﻋﻥ ﻗﻴﺎﻡ‬
‫ﺍﻟﻔﺭﺩ ﺍﻟﻤﻭﻅﻑ ﺒﻌﻤﻠﻪ ‪ ،‬ﻭﺍﻟﺘﻲ ﺘﺘﻀﻤﻥ ﺠﻭﺩﺓ ﻭﻤﺴﺘﻭﻯ ﺍﻷﺩﺍﺀ ‪ ،‬ﻭﺍﻟﻘﺩﺭﺍﺕ ﻭﺍﻟﻤﻬﺎﺭﺍﺕ ﺍﻟﻤﻁﻠﻭﺒﺔ ﻤﺜل ﻤﻬﺎﺭﺍﺕ ﺍﻻﺘﺼﺎل ﻭﺍﻟﺘﻔﺎﻋل‬
‫ﻤﻊ ﺯﺒﺎﺌﻥ ﺍﻟﻤﻨﻅﻤﺔ ﻭﻤﺩﻯ ﺍﻻﻟﺘﺯﺍﻡ ﺒﺎﻷﻨﻅﻤﺔ ﺍﻹﺩﺍﺭﻴﺔ ﻭﺍﻻﺴﺘﺠﺎﺒﺔ ﻟﻬﺎ )ﻴﻭﺴﻑ‪ .( ٢٠٠٥ ،‬ﻭﻴﻀﻴﻑ )ﺭﺒﺎﻴﻌﺔ‪ ( ٢٠٠٣ :‬ﻜﻭﻨﻪ‬
‫ﻤﺠﻤﻭﻋﺔ ﺍﻟﻨﺘﺎﺌﺞ ﺍﻟﻤﺤﺩﺩﺓ ﻟﻠﺴﻠﻭﻙ ﻭﺒﺎﻟﺘﺎﻟﻲ ﻓﺎﻥ ﺍﻻﺩﺍﺀ ﺍﻻﻴﺠﺎﺒﻲ ﻴﻤﺜل ﺍﻟﻨﺘﺎﺌﺞ ﺍﻟﻤﺭﻏﻭﺒﺔ ﺍﻟﻤﺤﺩﺩﺓ ﻟﻠﺴﻠﻭﻙ ﻤﻘﺎﺒل ﺍﻻﺩﺍﺀ ﺍﻟﺴﻠﺒﻲ‬
‫ﻴﻤﺜل ﺍﻟﻨﺘﺎﺌﺞ ﺍﻟﻐﻴﺭ ﻤﺭﻏﻭﺒﺔ‪ .‬ﻭﺍﻜﺩ )‪ ( Gibbs,2004‬ﺍﻥ ﺍﺩﺍﺀ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻴﺸﻴﺭ ﺍﻟﻰ ﻜﺎﻓﺔ ﺍﻟﺴﻠﻭﻜﻴﺎﺕ ﺍﻟﺘﻲ ﺘﺴﻬﻡ ﻓﻲ ﺍﻨﺠﺎﺯ‬
‫ﺍﻻﻋﻤﺎل ﺍﻻﺴﺎﺴﻴﺔ ﻓﻲ ﺍﻟﻤﻨﻅﻤﺔ ﻤﺜل ﺍﻻﻨﺘﺎﺝ ﻭﺍﻟﺘﺴﻭﻴﻕ ‪ ،‬ﻓﻔﻲ ﺍﻟﻤﻬﺎﻡ ﺍﻻﺩﺍﺭﻴﺔ ﻴﻤﻜﻥ ﺍﻥ ﻴﺸﻤل ﺍﻟﺤﺎﺠﺔ ﺍﻟﻰ ﺘﺤﻭﻴل ﺍﻟﺼﺭﺍﻉ ﺒﻴﻥ‬
‫ﺍﻻﻓﺭﺍﺩ ﺍﻟﻰ ﺤﺎﻟﺔ ﺍﻟﺘﻨﺎﻓﺱ ﺒﻤﻌﻨﻰ ﻜل ﺍﻟﺠﻬﻭﺩ ﺍﻟﺘﺤﻔﻴﺯﻴﺔ ﺍﻟﻨﻲ ﺘﺴﻬﻡ ﻓﻲ ﺍﺩﺍﺀ ﺍﻟﻤﻬﺎﻡ‪ .‬ﻭﻋﺭﻓﻪ )ﻫﻼل‪ ( ٢٠٠٩ ،‬ﺘﻨﻔﻴﺩ ﺍﻟﻤﻭﻅﻑ ﻻ‬
‫ﻋﻤﺎﻟﻪ ﻭﻤﺴﺅﻭﻟﻴﺎﺘﻪ ﺍﻟﺘﻲ ﺘﻜﻠﻔﻪ ﺒﻬﺎ ﺍﻟﻤﻨﻅﻤﺔ ﺍﻭ ﺍﻟﺠﻬﺔ ﺍﻟﺘﻲ ﺘﺭﺘﺒﻁ ﺒﻬﺎ ﻭﻅﻴﻔﺘﻪ‪ .‬ﻭﻋﺩﻩ )‪ ( Ismail ,et al ,2010‬ﻗﺩﺭﺓ ﺍﻟﻌﺎﻤل‬
‫ﻋﻠﻰ ﺘﺤﻘﻴﻕ ﺍﻫﺩﺍﻑ ﻭﻏﺎﻴﺎﺕ ﺍﻟﻤﻨﻅﻤﺔ‪ .‬ﻭﻴﺸﻴﺭ )ﺍﻟﺸﻤﺎﻉ‪ ( ٢٥٢ ،‬ﺍﻟﻰ ﺍﻥ ﺍﺩﺍﺀ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻫﻭ "ﻋﻤﻠﻴﺔ ﺘﺤﻘﻴﻕ ﺍﺩﺍﺀ ﻋﺎلٍ ﻴﺘﻁﻠﺏ ﻤﻥ‬
‫ﺍﻟﻔﺭﺩ ﺍﻟﻌﺎﻤل ﺘﻤﺘﻌﻪ ﺒﻘﺩﺭﺓ ﻭﻗﺎﺒﻠﻴﺔ )‪ (Capacity‬ﻋﻠﻰ ﺍﻻ ﺩﺍﺀ ﻭﺍﻟﺭﻏﺒﺔ )‪ (Willingness‬ﻭﺍﻥ ﺘﻜﻭﻥ ﻟﻪ ﻓﺭﺼﺔ ﻟﻸﺩﺍﺀ‬
‫)‪ (Opportunity‬ﻭﺍﻟﺸﻜل )‪ (٢‬ﻴﺸﻴﺭ ﺍﻟﻰ ﻋﻨﺎﺼﺭ ﺍﻻﺩﺍﺀ ‪.‬‬

‫ﻟﻘﺎﺑﻠﯿﺔ‬

‫ﻻ‬

‫ﻟﺮﻏﺒﺔ‬ ‫ﻟﻔﺮﺻﺔ‬

‫ﺸﻜل ﺭﻗﻡ )‪ (٢‬ﻋﻨﺎﺼﺭ ﺍﻻﺩﺍﺀ‬

‫ﺍﻟﻤﺼﺩﺭ‪ :‬ﺍﻟﺸﻤﺎﻉ ‪.١٩٩١ ،‬‬

‫ﻭﻴﺘﺄﺜﺭ ﺍﻻﺩﺍﺀ ﺒﺠﻤﻠﺔ ﻤﻥ ﺍﻟﻌﻭﺍﻤل ﺍﻟﺩﺍﺨﻠﻴﺔ ﻭﺍﻟﺨﺎﺭﺠﻴﺔ ﻭ ﻤﻥ ﺃﻫﻤﻬﺎ )ﺍﻟﺸﻭﺍﺒﻜﺔ‪:(٢٠٠٨،‬‬
‫‪ -‬ﺍﻟﻌﻭﺍﻤل ﺍﻟﻔﻨﻴﺔ ‪ :‬ﻭ ﺘﺸﻤل ﺍﻟﺘﻘﺩﻡ ﺍﻟﺘﻜﻨﻭﻟﻭﺠﻲ‪ ،‬ﺍﻟﻤﻭﺍﺩ ﺍﻟﺨﺎﻡ‪ ،‬ﺍﻟﻬﻴﻜل ﺍﻟﺘﻨﻅﻴﻤﻲ ﻭﻁﺭﻕ ﻭﺃﺴﺎﻟﻴﺏ ﺍﻟﻌﻤل ‪,‬ﺇﻥ‬
‫ﺍﻟﺠﻭﺍﻨﺏ ﺍﻟﻔﻨﻴﺔ ﺘﺅﺜﺭ ﺒﺸﻜل ﻭﺍﻀﺢ ﻭﻤﺒﺎﺸﺭ ﻋﻠﻰ ﻜﻔﺎﺀﺓ ﺍﻟﻤﻨﻅﻤﺔ ﻭﺍﻷﻓﺭﺍﺩ‪ ،‬ﻓﻨﻭﻋﻴﺔ ﺍﻵﻻﺕ ﻭﻜﻤﻴﺘﻬﺎ‬
‫ﻭﺍﻟﻁﺭﻕ ﻭﺍﻷﺴﺎﻟﻴﺏ ﺍﻟﻌﻤﻠﻴﺔ ﺍﻟﻤﺴﺘﺨﺩﻤﺔ ﻓﻲ ﺍﻟﻌﻤل ﺠﻤﻴﻌﻬﺎ ﺘﺅﺜﺭ ﻋﻠﻰ ﻤﺴﺘﻭﻯ ﺍﻹﻨﺘﺎﺠﻴﺔ ﻭﺍﻷﺩﺍﺀ ﺒﺸﻜل‬
‫ﻋﺎﻡ‪.‬‬
‫‪ -‬ﺍﻟﻌﻭﺍﻤل ﺍﻹﻨﺴﺎﻨﻴﺔ ‪ :‬ﻭﺘﺸﻤل ﺍﻟﻘﺩﺭﺓ ﻋﻠﻰ ﺍﻷﺩﺍﺀ ﺍﻟﻔﻌﻠﻲ ﻟﻠﻌﻤل ﻭﺘﺘﻀﻤﻥ ﺍﻟﻤﻌﺭﻓﺔ ﻭﺍﻟﺘﻌﻠﻴﻡ ﻭﺍﻟﺨﺒﺭﺓ‪ ،‬ﺒﺎﻹﻀﺎﻓﺔ ﺇﻟﻰ‬
‫ﺍﻟﺘﺩﺭﻴﺏ ﻭﺍﻟﻤﻬﺎﺭﺓ ﻭﺍﻟﻘﺩﺭﺓ ﺍﻟﺸﺨﺼﻴﺔ‪ ،‬ﻜﻤﺎ ﺘﺸﻤل ﺍﻟﺭﻏﺒﺔ ﻓﻲ ﺍﻟﻌﻤل ﻭﺍﻟﺘﻲ ﺘﺤﺩﺩ ﻤﻥ ﺨﻼل ﻅﺭﻭﻑ ﺍﻟﻌﻤل ﺍﻟﻤﺎﺩﻴﺔ‬
‫ﻭﺍﻻﺠﺘﻤﺎﻋﻴﺔ ﻭﺤﺎﺠﺎﺕ ﻭ ﺭﻏﺒﺎﺕ ﺍﻷﻓﺭﺍﺩ ‪.‬‬
‫ﻭﻤﻤﺎ ﺘﻘﺩﻡ ﻴﻤﻜﻥ ﺍﻟﻘﻭل ﺍﻥ ﺍﺩﺍﺀ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻫﻭ ﻤﺠﻤﻭﻋﺔ ﻤﻥ ﺍﻟﺴﻠﻭﻜﻴﺎﺕ ﺍﻟﺘﻲ ﻴﻘﻭﻡ ﺒﻬﺎ ﺍﻟﻔﺭﺩ ﺍﻟﻌﺎﻤل ﻟﻠﻘﻴﺎﻡ ﺒﻌﻤﻠﻪ‬
‫ﻭﺍﻟﺘﻲ ﺘﺘﻁﻠﺏ ﺘﻤﺘﻌﻪ ﺒﻘﺩﺭﺓ ﻭﻗﺎﺒﻠﻴﺔ ﻭﻜﻔﺎﺀﺓ ﻻ ﻨﺠﺎﺯ ﺍﻟﻤﻬﺎﻡ ﺍﻟﻤﻭﻜﻠﺔ ﺍﻟﻴﻪ ﻟﻐﺭﺽ ﺘﺤﻘﻴﻕ ﺍﻫﺩﺍﻑ ﺍﻟﻤﻨﻅﻤﺔ ﺍﻟﺘﻲ‬
‫ﻴﻌﻤل ﻓﻴﻬﺎ‪.‬‬
‫ﺜ ﺎﻨﻴﹰﺎ‪ :‬ﻤﺅﺸﺭﺍﺕ ﻗﻴﺎﺱ ﺍﺩﺍﺀ ﺍﻟﻌﺎﻤﻠﻴﻥ‪:‬‬
‫ﻫﻨﺎﻙ ﻤﺠﻤﻭﻋﺔ ﻤﻥ ﺍﻟﻤﺅﺸﺭﺍﺕ ﺍﻟﺘﻲ ﺘﺴﺘﺨﺩﻡ ﻓﻲ ﻗﻴﺎﺱ ﺍﺩﺍﺀ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻤﻨﻬﺎ‪:‬‬
‫‪:١‬ﺍﻟﺭﻀﺎ ﺍﻟﻭﻅﻴﻔﻲ‪ :‬ﻴﻌﺭﻑ )‪ (Gibson et al., 2003‬ﺍﻟﺭﻀﺎ ﺍﻟﻭﻅﻴﻔﻲ ﻜﻭﻨﻪ ﺍﺘﺠﺎﻫﺎﺕ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻨﺤﻭ ﻭﻅﺎﺌﻔﻬﻡ ‪،‬‬
‫ﻭﺍﻟﻨﺎﺘﺞ ﻋﻥ ﺇﺩﺭﺍﻜﻬﻡ ﺍﻟﺤﺴﻲ ﻟﻠﻭﻅﻴﻔﺔ‪ ،‬ﺍﺴﺘﻨﺎﺩﹰﺍ ﺇﻟﻰ ﻋﻭﺍﻤل ﺒﻴﺌﺔ ﺍﻟﻌﻤل ﻤﺜل‪ ،‬ﺃﺴﻠﻭﺏ ﺍﻹﺸﺭﺍﻑ‪ ،‬ﻭﺍﻟﺴﻴﺎﺴﺎﺕ‬
‫ﺍﻷﺠﺭ‪.‬‬ ‫ﺇﻟﻰ‬ ‫ﺍﻟﻤﻀﺎﻓﺔ‬ ‫ﻭﺍﻟﻤﺯﺍﻴﺎ‬ ‫ﺍﻟﻌﻤل‬ ‫ﺍﻟﻌﻤل‪،‬ﻅﺭﻭﻑ‬ ‫ﻤﺠﻤﻭﻋﺔ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻻﻨﻀﻤﺎﻡ‬ ‫ﻭﺍﻹﺠﺭﺍﺀﺍﺕ‪،‬‬
‫ﻭﻴﺸﻴﺭ)‪ (Diala&Nemani,2011‬ﺒﺎﻨﻪ ﻤﺠﻤﻭﻋﺔ ﻤﻥ ﺍﻟﻤﺸﺎﻋﺭ ﺍﻟﻤﺘﻭﻟﺩﺓ ﻟﺩﻯ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻨﺘﻴﺠﺔ ﻻﺴﺘﺠﺎﺒﺔ ﻟﻌﻭﺍﻤل‬
‫ﻤﺭﺘﺒﻁﺔ ﺒﺎﻟﻭﻅﻴﻔﺔ ﺘﺅﺩﻱ ﺍﻟﻰ ﺍﻟﻤﺘﻌﺔ ﻭﺍﻟﺭﺍﺤﺔ ﻭﺍﻟﺜﻘﺔ ﻤﻥ ﺨﻼل ﺍﻟﻤﻜﺎﻓﺌﺎﺕ ﻭﺍﻟﻨﻤﻭ ﺍﻟﺸﺨﺼﻲ ﻭﻴﺅﻜﺩ ) & ‪Figart‬‬
‫‪ (Power , 2002‬ﺒﺄﻥ ﺯﻴﺎﺩﺓ ﺍﻟﺭﻀﺎ ﺍﻟﻭﻅﻴﻔﻲ ﺴﻴﺅﺩﻱ ﺒﺎﻟﻀﺭﻭﺭﺓ ﺇﻟﻰ ﺯﻴﺎﺩﺓ ﺍﻟﻭﻻﺀ ﻟﻠﻤﻨﻅﻤﺔ ﺍﻟﺘﻲ ﻴﻌﻤل ﻓﻴﻬﺎ‬
‫ﺍﻷﻓﺭﺍﺩ ‪ ،‬ﻭﺇﻥ ﻫﺫﻩ ﺍﻟﺯﻴﺎﺩﺓ ﺴﺘﺠﻌﻠﻬﻡ ﻴﻨﻅﺭﻭﻥ ﺇﻟﻰ ﻤﺸﻜﻼﺕ ﺍﻟﻤﻨﻅﻤﺔ ﻋﻠﻰ ﺃﻨﻬﺎ ﻤﺸﻜﻼﺘﻬﻡ ﺍﻟﺸﺨﺼﻴﺔ‪ ،‬ﻭﺒﺫﻟﻙ ﺴﻴﺴﻌﻰ‬
‫ﻼ ﻋﻥ ﺃﻨﻬﺎ ﺴﺘﻘﻠل ﻅﺎﻫﺭﺓ ﺍﻟﺘﻐﻴﺏ ﻋﻥ ﺍﻟﻌﻤل ﻭﺍﻟﺩﻭﺭﺍﻥ ﻭﺍﻟﺘﺄﺨﺭ‬
‫ﺠﻤﻴﻊ ﺍﻟﻌﺎﻤﻠﻴﻥ ﺇﻟﻰ ﺤﻠﻬﺎ‪ ،‬ﻭﻤﻥ ﺩﻭﻥ ﺍﺴﺘﺜﻨﺎﺀ ‪ ،‬ﻓﻀ ﹰ‬
‫ﻋﻥ ﺍﻟﺩﻭﺍﻡ‪ ،‬ﻭﻗﺩ ﻴﻜﻭﻥ ﺒﺎﻟﻨﺘﻴﺠﺔ ﺯﻴﺎﺩﺓ ﺍﻻﺴﺘﻘﺭﺍﺭ ﺍﻟﻭﻅﻴﻔﻲ‪.‬ﻭﻴﻀﻴﻑ )ﺍﻟﺨﻭﺍﺠﺎ‪ (٢٠٠١ ،‬ﺍﻥ ﻫﻨﺎﻙ ﻤﺠﻤﻭﻋﺔ ﻤﻥ‬
‫ﺍﻟﻌﻭﺍﻤل ﺍﻟﻤﺅﺜﺭﺓ ﻓﻲ ﺍﻟﺭﻀﺎ ﻫﻲ‪:‬‬
‫ﺃ‪ -‬ﺍﻟﻌﻭﺍﻤل ﺍﻟﺘﻲ ﺘﺘﻌﻠﻕ ﺒﻤﻭﺍﺼﻔﺎﺕ ﺍﻟﻔﺭﺩ ﻭﺘﺸﻤل ﻜل ﻤﻥ ﺍﻟﻌﻤﺭ‪ ،‬ﻭﺍﻟﻤﺴﺘﻭﻯ ﻟﺘﻌﻠﻴﻤﻲ‪ ،‬ﻭﺍﻟﺠﻨﺱ‪ ،‬ﻭﺍﻟﺤﺎﻟﺔ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ‪.‬‬

‫ﺏ‪ -‬ﺍﻟﻌﻭﺍﻤل ﺍﻟﺘﻲ ﺘﺘﻌﻠﻕ ﺒﻤﻭﺍﺼﻔﺎﺕ ﺍﻟﻌﻤل ﻭﺘﺸﻤل ﻜل ﻤﻥ ﺍﻹﺸﺭﺍﻑ‪ ،‬ﻭﺍﻟﺒﻴﺌﺔ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ ﻓﻲ ﺍﻟﻤﻨﻅﻤﺔ‪ ،‬ﻭﺍﻷﻤﻥ‬
‫ﺍﻟﻭﻅﻴﻔﻲ‪ ،‬ﻭﺭﺘﺎﺒﺔ ﺍﻟﻌﻤل ﻭﻏﻴﺭﻫﺎ‪ .‬ﻭﺇﻥ ﺍﻟﺭﻀﺎ ﻋﻥ ﺍﻟﻌﻤل ﻴﺅﺜﺭ ﺒﺩﺭﺠﺔ ﻜﺒﻴﺭﺓ ﻓﻲ ﻤﻌﺩﻻﺕ ﺩﻭﺭﺍﻥ ﺍﻟﻌﻤل ﻭﺍﻟﻐﻴﺎﺏ‬
‫ﻭﺍﻟﺸﻜﺎﻭﻯ ﻭﻤﻌﺩﻻﺕ ﺍﻟﺤﻭﺍﺩﺙ ﻭﻏﻴﺭ ﺫﻟﻙ‪.‬‬
‫‪:٢‬ﺍﻻﺒﺩﺍﻉ‪ :‬ﺘﺠﺩﻴﺩ ﻭﺘﻭﺴﻴﻊ ﻤﺩﻯ ﻤﻥ ﺍﻟﻤﻨﺘﺠﺎﺕ ﻭﺍﻟﺨﺩﻤﺎﺕ ﻭﺍﻷﺴﻭﺍﻕ ﺍﻟﻤﺭﺘﺒﻁﺔ ﺒﻬﺎ ﻭﺇﻗﺎﻤﺔ ﻁﺭﺍﺌﻕ ﺠﺩﻴﺩﺓ ﻟﻺﻨﺘﺎﺝ‬
‫ﻭﺍﻟﻌﺭﺽ ﻭﺍﻟﺘﻭﺯﻴﻊ‪ ،‬ﻭﺇﺩﺨﺎل ﺍﻟﺘﻐﻴﺭﺍﺕ ﻓﻲ ﺇﺩﺍﺭﺓ ﻭﺘﻨﻅﻴﻡ ﺍﻟﻌﻤل ﻭﻅﺭﻭﻑ ﻭﻤﻬﺎﺭﺍﺕ ﻗﻭﺓ ﺍﻟﻌﻤل ‪European‬‬
‫)‪ .(Commission ,2004‬ﻭﺍﻀﺎﻑ )‪ (Blakemore, 2000‬ﻓﻲ ﺘﻌﺭﻴﻑ ﺍﻹﺒﺩﺍﻉ ﻜﺎﻹﻤﺴﺎﻙ ﺒﺎﻟﻔﺭﺹ ﻓﻲ‬
‫ﺍﻟﺴﻭﻕ ﺍﻟﺩﺍﺨﻠﻴﺔ ﻭﺍﻟﺨﺎﺭﺠﻴﺔ ﻭﺍﺒﺘﻜﺎﺭ ﺍﻟﺠﺩﻴﺩ ﻟﺘﻠﻙ ﺍﻷﻋﻤﺎل‪ ،‬ﺍﻟﺘﻲ ﻴ ﻤﻜﻥ ﺍﻥ ﺘﻁﺒﻕ ﻓﻲ ﻤﺸﻜﻠﺔ ﺨﺎﺼﺔ‪ .‬ﻭﻋﺭﻓﻪ‬
‫)‪ ( Kindler , 2002‬ﻫﻭ ﺍﻀﺎﻓﺔ ﻗﻴﻤﺔ ﺠﺩﻴﺩﺓ ﺒﺎﻜﺘﺸﺎﻑ ﺍﻭ ﺍﺨﺘﺭﺍﻉ ﺍﺴﺎﻟﻴﺏ ﺠﺩﻴﺩﺓ ﻟﺭﺅﻴﺔ ﺍﻻﺸﻴﺎﺀ‪ .‬ﻭﻗﺩ ﺍﻭﻀﺢ‬
‫)ﺤﺴﻥ‪ (٢٠٠١ ،‬ﺃﻥ ﻋﺩﺩﹰﺍ ﻤﻥ ﺍﻟﺒﺎﺤﺜﻴﻥ ﺘﻨﺎﻭﻟﻭﺍ ﻤﻔﻬﻭﻡ ﺍﻻﺒﺩﺍﻉ ﻜﻭﻨﻪ ﻗﺩﺭﺍﺕ ﺍﻭ ﺴﻤﺎﺕ ﻟﻸﻓﺭﺍﺩ ﻓﻲ ﺍﻟﺘﻔﻜﻴﺭ ﺍﻻﺒﺩﺍﻋﻲ‬
‫ﻤﻨﻁﻠﻘﻴﻥ ﻤﻥ ﻓﻜﺭﺓ ﺍﻥ ﺍﻟﻔﺭﺩ ﺍﻟﻤﺒﺩﻉ ﻴﻤﺘﻠﻙ ﻤﻬﺎﺭﺍﺕ ﺍﻀﺎﻓﻴﺔ ﻤﺜل ﺍﻟﻘﺩﺭﺓ ﻋﻠﻰ ﺘﺤﻤل ﺍﻟﻐﻤﻭﺽ ﻭﻋﺩﻡ ﺍﻟﺤﻜﻡ ﺍﻟﻤﺒﻜﺭ‬
‫ﻋﻠﻰ ﺍﻻﺸﻴﺎﺀ ﻭﺍﻨﻔﺘﺎﺤﻪ ﻋﻠﻰ ﺍﻟﺨﺒﺭﺍﺕ ﺍﻟﺠﺩﻴﺩﺓ ﺍﻟﻤﺘﻨﻭﻋﺔ ﺍﻭ ﻤﻬﺎﺭﺍﺕ ﺸﺨﺼﻴﺔ ﻤﺜل ﺤﺏ ﺍﻻﺴﺘﻁﻼﻉ ﻭﺍﻟﻤﺜﺎﺒﺭﺓ‬
‫ﻭﺭﻭﺡ ﺍﻟﻤﺠﺎﺯﻓﺔ ﻭﺍﻟﻘﺩﺭﺓ ﻋﻠﻰ ﺍﻟﺘﻐﻴﻴﺭ ﻭﺤل ﺍﻟﻤﺸﻜﻼﺕ‪ .‬ﻭﻋﺭﻓﻪ ) ‪ ( Drucker, 2006‬ﺍﻻﺴﺘﻐﻼل ﺍﻟﻨﺎﺠﺢ ﻟﻸﻓﻜﺎﺭ‬
‫ﺍﻟﺠﺩﻴﺩﺓ‪.‬‬
‫‪:٣‬ﺍﻟﻐﻴﺎﺏ‪ :‬ﻴﺸﻴﺭ )‪ (Cascio, 2003‬ﺍﻟﻰ ﺍﻟﻐﻴﺎﺏ ﻜﻭﻨﻪ ﻓﺸــل ﺍﻟﻌﺎﻤــل ﻓــﻲ ﺤﻀــﻭﺭﻩ ﺇﻟــﻰ‬
‫ﻤﻜــﺎﻥ ﺍﻟﻌﻤــل‪ ،‬ﺤﺴــﺏ ﺍﻟﺠﺩﻭل ﺍﻟﻤﻘﺭﺭ ﻟﻠﺤﻀـﻭﺭ ﻷﻱ ﺴـﺒﺏ ﻤـﻥ ﺍﻷﺴـﺒﺎﺏ ‪ .‬ﻭﻓﻲ ﺍﻟﺴﻴﺎﻕ ﻨﻔﺴﻪ‬
‫ﻴﻭﻀﺢ ) ﺸﺎﻭﻴﺵ‪ (٢٠٠٧:‬ﺍﻥ ﺍﻟﻐﻴﺎﺏ ﻫﻭ ﻋﺩﻡ ﺤﻀﻭﺭ ﺍﻟﻌﺎﻤل ﻟﻠﻌﻤل ﻓﻲ ﺍﻟﻭﻗﺕ ﺍﻟﺫﻱ ﻴﺘﻭﻗﻊ ﻤﻨﻪ ﺍﻟﺤﻀﻭﺭ ﻓﻴﻪ‬
‫ﻟﻠﻤﺸﺎﺭﻜﺔ ﻓﻲ ﺍﻻﻨﺘﺎﺝ ﻁﺒﻘﺎ ﻟﺒﺭﻨﺎﻤﺞ ﺍﻟﻌﻤل ﺍﻤﺎ ﺍﺫﺍ ﻜﺎﻥ ﺍﻟﺸﺨﺹ ﻓﻲ ﺍﺠﺎﺯﺓ ﺭﺴﻤﻴﺔ ﺍﻭ ﻓﻲ ﻋﻁﻠﺔ ﻓﺎﻥ ﺫﻟﻙ ﻻ ﻴﻌﺘﺒﺭ‬
‫ﻏﻴﺎﺒﺎ ﻭﻟﻭ ﺍﻥ ﻫﺫﺍ ﺍﻟﻤﻭﻗﻑ ﻴﻘﻠل ﻤﻥ ﻋﺩﺩ ﺍﻻﻓﺭﺍﺩ ﺍﻟﻤﺘﺎﺤﻴﻥ ﻟﻠﻌﻤل ﻓﺎﻟﻌﺒﺭﺓ ﻫﻲ ﻋﺩﻡ ﺤﻀﻭﺭ ﺍﻟﺸﺨﺹ ﺍﻟﻰ ﺍﻟﻌﻤل ﺭﻏﻡ‬
‫ﺍﻨﻪ ﻤﻘﻴﺩ ﻓﻲ ﺠﺩﻭل ﺍﻟﻌﻤل‪.‬‬
‫‪:٤‬ﺍﻻﻨﺘﺎﺠﻴﺔ‪ :‬ﻴﺸﻴﺭ ﻜل ﻤﻥ )‪ (Heizer & Render,2008‬ﺍﻟﻰ ﺍﻥ ﺍﻻﻨﺘﺎﺠﻴﺔ ﻫﻲ ﻨﺴﺒﺔ ﺍﻟﻤﺨﺭﺠﺎﺕ ) ﺴﻠﻊ ﺍﻭ‬
‫ﻭﺍﺤﺩ ﺍﻭ ﺍﻜﺜﺭ ﻤﻥ ﺍﻟﻤﺩﺨﻼﺕ) ﻤﺜل ﺍﻟﻘﻭﻯ ﺍﻟﻌﺎﻤﻠﺔ‪ ،‬ﺭﺍﺱ ﺍﻟﻤﺎل(‪.‬‬ ‫ﺨﺩﻤﺎﺕ ( ﻤﻘﺴﻭﻤﺎ ﻋﻠﻰ‬
‫ﻭﺘﻀﻴﻑ)ﺍﻟﺤﻤﺎﻤﻲ‪ (٢٠٠٦ ،‬ﺍﻥ ﺍﻟﺘﺤﺴﻥ ﻓﻲ ﺍﻻﻨﺘﺎﺠﻴﺔ ﻤﻥ ﺤﻴﺙ ﺍﻟﻜﻡ ﻭﺍﻟﻨﻭﻉ ﻭﺍﻟﻜﻠﻔﺔ ﻴﺤﺼل ﺍﺫﺍ ﺘﺤﻘﻕ ﺍﺤﺩ‬
‫ﺍﻟﻤﺅﺸﺭﺍﺕ ﺍﻟﺘﺎﻟﻴﺔ)ﺯﻴﺎﺩﺓ ﺍﻟﻤﺨﺭﺠﺎﺕ ﻤ ﻊ ﺒﻘﺎﺀ ﺍﻟﻤﺩﺨﻼﺕ ﻋﻠﻰ ﺤﺎﻟﻬﺎ‪ ،‬ﺨﻔﺽ ﺍﻟﻤﺨﺭﺠﺎﺕ ﺒ ﻨﺴﺒﺔ ﺍﻗل ﻤﻥ ﻨﺴﺒﺔ ﺘﺨﻔﻴﺽ‬
‫ﺍﻟﻤﺩﺨﻼﺕ‪ ،‬ﺯﻴﺎﺩﺓ ﺍﻟﻤﺨﺭﺠﺎﺕ ﺒﻨﺴﺒﺔ ﺍﻜﺒﺭ ﻤﻥ ﻨﺴﺒﺔ ﺯﻴﺎﺩﺓ ﺍﻟﻤﺩﺨﻼﺕ‪ ،‬ﺍﻟﺤﺼﻭل ﻋﻠﻰ ﻨﻔﺱ ﺍﻟﻤﺨﺭﺠﺎﺕ ﻭﻟﻜﻥ‬
‫ﺒﻤﺩﺨﻼﺕ ﺍﻗل(‪.‬‬

‫ﺍﻟﻤﺒﺤﺙ ﺍﻟﺜﺎﻟﺙ ‪ :‬ﺍﻟﺠﺎﻨﺏ ﺍﻟﻌﻤﻠﻲ‬

‫ﻴﺘﻀﻤﻥ ﺍﻹﻁﺎﺭ ﺍﻟﻌﻤﻠﻲ ﻟﻠﺒﺤﺙ ﺠﺎﻨﺒﻴﻥ ﺭﺌﻴﺴﻴﻴﻥ ﺍﻻﻭل ﻴﺘﻌﻠﻕ ﺒﻘﻀﻴﺔ ﺍﻟﻭﺼﻑ ﺍﻻﺤﺼﺎﺌﻲ ﻟﻤﺘﻐﻴﺭﺍﺕ ﺍﻟﺒﺤـﺙ‪.‬‬
‫ﺍﻤﺎ ﺍﻟﺠﺎﻨﺏ ﺍﻟﺜﺎﻨﻲ ﻓﻴﺘﻌﻠﻕ ﺒﺎﺨﺘﺒﺎﺭ ﻓﺭﻀﻴﺎﺕ ﺍﻟﺒﺤﺙ‪.‬‬
‫ﺍﻭﻻﹰ‪ :‬ﺍﻹﺤﺼﺎﺌﻴﺎﺕ ﺍﻟﻭﺼﻔﻴﺔ )‪( Descriptive Statistics‬‬
‫‪ -‬ﲢ ﻠﻴﻞ ﻤﺅﺸﺭﺍﺕ ﺍﻟﺼﻤﺕ ﺍﻟﺘﻨﻅﻴﻤﻲ ﻭﻓﻘﺎً ﻹﺠﺎﺒﺎﺕ ﺍﻟﻌﻴﻨﺔ ‪:‬‬

‫ﺃﻅﻬﺭﺕ ﻨﺘﺎﺌﺞ ﻜل ﻤﻥ ﺍﻟﻭﺴﻁ ﺍﻟﺤﺴﺎﺒﻲ ﻭﺍﻻﻨﺤﺭﺍﻑ ﺍﻟﻤﻌﻴﺎﺭﻱ ﻭﺍﻫﻤﻴﺔ ﺍﻟﺒﻌﺩ ﻟﻤﺅﺸﺭﺍﺕ ﺍﻟﺼﻤﺕ ﻤﺎ ﻴﺄﺘﻲ‪- :‬‬
‫ﻴﻭﻀﺢ ﺍﻟﺠﺩﻭل )‪ (2‬ﻭﺍﻟﺠﺩﻭل )‪ (3‬ﺍﻷﻭﺴﺎﻁ ﺍﻟﺤﺴﺎﺒﻴﺔ‪ ،‬ﻭﺍﻻﻨﺤﺭﺍﻓﺎﺕ ﺍﻟﻤﻌﻴﺎﺭﻴﺔ ﻟﻤﺘﻐﻴﺭﺍﺕ ﺍﻟﺒﺤﺙ‪ ،‬ﻭﻜﺎﻵ ﺘﻲ‪:‬‬
‫‪ : ١ . ١‬ﺍﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ ﺍﻟﺘﻨﻅﻴﻤﻲ‪:‬‬
‫ﺤﺼل ﺒ‪‬ﻌﺩ ﺍﺴﺒﺎﺏ ﺍﺩﺍﺭﻴﺔ ﻋﻠﻰ ﺍﻗل ﻤﺘﻭﺴﻁ ﺤﺴﺎﺒﻲ ﻋﺎﻡ ﺒﻠﻎ ) ‪ (3.429‬ﻭﺒﺎﻨﺤﺭﺍﻑ ﻤﻌﻴﺎﺭﻱ ﻋﺎﻡ ﺒﻠﻎ )‪، (0.768‬‬
‫ﻤﻤﺎ ﻴﺸﻴﺭ ﺍﻟﻰ ﺍﻨﺴﺠﺎﻡ ﺍﻻﺠﺎﺒﺎﺕ ﺍﻟﻭﺍﺭﺩﺓ ﺒﺨﺼﻭﺹ ﻓﻘﺭﺍﺕ ﻫﺫﺍ ﺍﻟﺒﻌﺩ‪ .‬ﻭﻴﺩل ﺍﻟﻭﺴﻁ ﺍﻟﺤﺴﺎﺒﻲ ﺍﻟﻌﺎﻡ ﻟﻬﺫﺍ ﺍﻟﺒﻌﺩ ﻋﻠـﻰ‬
‫ﻭﺠﻭﺩ ﺘﻘﺒل ﺍﻴﺠﺎﺒﻲ ﺒﺴﻴﻁ ﻤﻥ ﻗﺒل ﻋﻴﻨﺔ ﺍﻟﺒﺤﺙ ﺍﺘﺠﺎﻩ ﺘﻭﻓﺭ ﻫﺫﺍ ﺍﻟﺒﻌﺩ ﻻﻥ ﻗﻴﻤﺔ ﺍﻟﻭﺴﻁ ﺍﻟﺤﺴﺎﺒﻲ ﺍﻜﺒﺭ ﻨﺴـﺒﺒﻴﹰﺎ ﻤـﻥ‬
‫ﺍﻟﻤﺘﻭﺴﻁ ﺍﻟﻔﺭﻀﻲ )‪.(3‬‬

‫ﺠﺩﻭل )‪(٢‬‬
‫ﺍﻷﻭﺴﺎﻁ ﺍﻟﺤﺴﺎﺒﻴﺔ ﻭﺍﻻﻨﺤﺭﺍﻓﺎﺕ ﺍﻟﻤﻌﻴﺎﺭﻴﺔ ﻻﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ‬

‫ﻤﺘﻐﻴﺭﺍﺕ ﺍﻟﺒﺤﺙ‪ /‬ﺍﻻﺴﺎﻟﻴﺏ ﺍﻟﻭﺼﻔﻴﺔ ﺍﻟﻭﺴﻁ ﺍﻟﺤﺴﺎﺒﻲ ﺍﻻﻨﺤﺭﺍﻑ ﺍﻟﻤﻌﻴﺎﺭﻱ ﺍﻫﻤﻴﺔ ﺍﻟﺒﻌﺩ‬
‫ﺍﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ ﺍﻟﺘﻨﻅﻴﻤﻲ‬
‫‪٥‬‬ ‫‪0.76896‬‬ ‫‪٣.4292‬‬ ‫ﺍﺴﺒﺎﺏ ﺍﺩﺍﺭﻴﺔ ﻭﺘﻨﻅﻴﻤﻴﺔ‬
‫‪٢‬‬ ‫‪0.88477‬‬ ‫‪3.8292‬‬ ‫ﻨﻘﺹ ﺍﻟﺨﺒﺭﺓ‬
‫‪٤‬‬ ‫‪1.02697‬‬ ‫‪٣.5500‬‬ ‫ﻤﺨﺎﻭﻑ ﺘﺘﻌﻠﻕ ﺒﺎﻟﻌﻤل‬
‫‪١‬‬ ‫‪0.81624‬‬ ‫‪٣.9667‬‬ ‫ﺍﻟﻌﺯﻟﺔ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ‬
‫‪٣‬‬ ‫‪0.84246‬‬ ‫‪٣.7500‬‬ ‫ﺍﻟﺨﻭﻑ ﻤﻥ ﺍﻻﻀﺭﺍﺭ ﺒﺎﻟﻌﻼﻗﺎﺕ‬
‫‪N=100‬‬
‫ﺒﻴﻨﻤﺎ ﻨﺠﺩ ﺍﻥ ﺒ‪‬ﻌﺩ ﻨﻘﺹ ﺍﻟﺨﺒـﺭﺓ ﻗﺩ ﺤﺼل ﻋﻠﻰ ﻤﺘﻭﺴﻁ ﺤﺴﺎﺒﻲ ﻋﺎﻡ ﺒﻠﻎ ) ‪ (3.829‬ﻭﺒﺎﻨﺤﺭﺍﻑ ﻤﻌﻴﺎﺭﻱ ﻋﺎﻡ ﺒﻠـﻎ‬
‫)‪ ،(0.884‬ﻤﻤﺎ ﻴﺸﻴﺭ ﺍﻟﻰ ﺍﻨﺴﺠﺎﻡ ﺍﻻﺠﺎﺒﺎﺕ ﺍﻟﻭﺍﺭﺩﺓ ﺒﺨﺼﻭﺹ ﻓﻘﺭﺍﺕ ﻫﺫﺍ ﺍﻟﺒﻌﺩ‪ .‬ﻭ ﻋﻠﻰ ﻭﺠﻭﺩ ﺍﺩﺭﺍﻙ ﻤﻥ ﻗﺒل ﻋﻴﻨﺔ‬
‫ﺍﻟﺒﺤﺙ ﺍﺘﺠﺎﻩ ﺘﻭﻓﺭ ﻫﺫﺍ ﺍﻟﺒ‪‬ﻌﺩ ﻻﻥ ﻗﻴﻤﺔ ﺍﻟﻭﺴﻁ ﺍﻟﺤﺴﺎﺒﻲ ﺍﻜﺒﺭ ﻨﺴﺒﺒﻴﹰﺎ ﻤﻥ ﺍﻟﻤﺘﻭﺴﻁ ﺍﻟﻔﺭﻀﻲ )‪.(3‬‬
‫ﺍﻤﺎ ﺍﻋﻠﻰ ﻭﺴﻁ ﺤﺴﺎﺒﻲ ﻓﻨﺠﺩ ﺍﻥ ‪‬ﺒﻌﺩ ﺍﻟﻌﺯﻟﺔ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ ﻗﺩ ﺤﺼل ﻋﻠﻴﻪ ﻭﻗﺩ ﺒﻠﻐﺕ ﻗﻴﻤﺘـﻪ )‪ (3.966‬ﻭﺒـﺎﻨﺤﺭﺍﻑ‬
‫ﻤﻌﻴﺎﺭﻱ ) ‪ (٠.816‬ﻭﻫﺫﺍ ﻴﺩل ﻋﻠﻰ ﺍﻥ ﻋﻴﻨﺔ ﺍﻟﺒﺤﺙ ﻤﺩﺭﻜﺔ ﺘﻤﺎﻤﹰﺎ ﺒﺎﻥ ﺍﻟﺘﻜﻠﻡ ﻋﻥ ﻤﺸﺎﻜل ﻤﻨﻅﻤﺘﻬﻡ ﺴﻭﻑ ﻴﺴﺒﺏ ﻟﻬﻡ‬
‫ﻋﺯﻟﺔ ﺍﺠﺘﻤﺎﻋﻴﺔ ﺒﻴﻥ ﺍﻗﺭﺍﻨﻬﻡ‪.‬‬
‫ﻭﺒ‪‬ﻌﺩ ﺍﻟﺨﻭﻑ ﻤﻥ ﺍﻻﻀﺭﺍﺭ ﺒﺎﻟﻌﻼﻗﺎﺕ ﻗﺩ ﺤﺼل ﻋﻠﻰ ﻭﺴﻁ ﺤﺴﺎﺒﻲ ﺒﻠﻎ )‪ (3.750‬ﻭﺒﺎﻨﺤﺭﺍﻑ ﻤﻌﻴـﺎﺭﻱ ) ‪(٠.842‬‬
‫ﻤﻤﺎ ﻴﺅﻜﺩ ﺍﻥ ﺍﻟﻌﻼﻗﺎﺕ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ ﺩﺍﺨل ﺍﻟﻌﻤل ﻟﻬﺎ ﺍﻫﻤﻴﺔ ﻜﺒﻴﺭﺓ ﺘﺠﻌل ﺍﻻﻓﺭﺍﺩ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻴﺘﺠﻨﺒﻭﻥ ﺍﻟﻜﻼﻡ ﺨﻭﻓـﹰﺎ ﻤـﻥ‬
‫ﻓﻘﺩﺍﻨﻬﺎ ‪.‬‬

‫ﻭﺍﺨﻴﺭﺍ ﺤﺼل ﺒ‪‬ﻌﺩ ﻤﺨﺎﻭﻑ ﺘﺘﻌﻠﻕ ﺒﺎﻟﻌﻤل ﻋﻠﻰ ﻭﺴﻁ ﺤﺴﺎﺒﻲ ﺒﻠﻎ )‪ (3.550‬ﻭﺒﺎﻨﺤﺭﺍﻑ ﻤﻌﻴـﺎﺭﻱ )‪ (1.026‬ﻤﻤـﺎ‬
‫ﻴﺸﻴﺭ ﺍﻟﻰ ﺍﻥ ﻋﻴﻨﺔ ﺍﻟﺒﺤﺙ ﻤﺩﺭ ﻜﺔ ﻟﻠﻤﺨﺎﻭﻑ ﺍﻟﺘﻲ ﺘﺘﻌﻠﻕ ﺒﺎﻟﻌﻤل ﻟﻭ ﻟﻡ ﺘﻠﺘﺯﻡ ﺍﻟﺼﻤﺕ ﺤﻴﺎل ﻤﺎﺘﺭﺍﻩ ﻓﻲ ﺍﻟﻤﻨﻅﻤﺔ ﻟﻜـﻥ‬
‫ﺒﻨﺴﺒﺔ ﺍﻗل ﻤﻥ ﺍﻻﺴﺒﺎﺏ ﺍﻻﺨﺭﻯ‪.‬‬
‫‪ : ٢.١‬ﺍﺩﺍﺀ ﺍﻟﻌﺎﻤﻠﻴﻥ ‪:‬‬
‫ﺤﺼل ﺒ‪‬ﻌﺩ ﺍﻟﺭﻀﺎ ﺍﻟﻭﻅﻴﻔﻲ ﻋﻠﻰ ﻤﺘﻭﺴﻁ ﺤﺴﺎﺒﻲ ﻋﺎﻡ ﺒﻠﻎ ) ‪ (3.231‬ﻭﺒﺎﻨﺤﺭﺍﻑ ﻤﻌﻴﺎﺭﻱ ﻋﺎﻡ ﺒﻠﻎ )‪ ، (1.068‬ﻤﻤﺎ‬
‫ﻴﺸﻴﺭ ﺍﻟﻰ ﺍﻨﺴﺠﺎﻡ ﺍﻻﺠﺎﺒﺎﺕ ﺍﻟﻭﺍﺭﺩﺓ ﺒﺨﺼﻭﺹ ﻓﻘﺭﺍﺕ ﻫﺫﺍ ﺍﻟﺒﻌﺩ‪ .‬ﻭﻴﺩل ﺍﻟﻭﺴﻁ ﺍﻟﺤﺴﺎﺒﻲ ﺍﻟﻌﺎﻡ ﻟﻬﺫﺍ ﺍﻟﺒﻌﺩ ﻋﻠﻰ ﻭﺠﻭﺩ‬
‫ﺘﻘﺒل ﺍﻴﺠﺎﺒﻲ ﺒﺴﻴﻁ ﻤﻥ ﻗﺒل ﻋﻴﻨﺔ ﺍﻟﺒﺤﺙ ﺍﺘﺠﺎﻩ ﺘﻭﻓﺭ ﻫﺫﺍ ﺍﻟﺒﻌﺩ ﻻﻥ ﻗﻴﻤﺔ ﺍﻟﻭﺴﻁ ﺍﻟﺤﺴﺎﺒﻲ ﺍﻜﺒﺭ ﻨﺴﺒﺒﻴﹰﺎ ﻤﻥ ﺍﻟﻤﺘﻭﺴـﻁ‬
‫ﺍﻟﻔﺭﻀﻲ )‪.(3‬‬

‫ﺠﺩﻭل )‪(٣‬‬
‫ﺍﻷﻭﺴﺎﻁ ﺍﻟﺤﺴﺎﺒﻴﺔ ﻭﺍﻻﻨﺤﺭﺍﻓﺎﺕ ﺍﻟﻤﻌﻴﺎﺭﻴﺔ ﻟﻤﺅﺸﺭﺍﺕ ﺍﺩﺍﺀ ﺍﻟﻌﺎﻤﻠﻴﻥ‬

‫ﻤﺘﻐﻴﺭﺍﺕ ﺍﻟﺒﺤﺙ‪ /‬ﺍﻻﺴﺎﻟﻴﺏ ﺍﻟﻭﺼﻔﻴﺔ ﺍﻟﻭﺴﻁ ﺍﻟﺤﺴﺎﺒﻲ ﺍﻻﻨﺤﺭﺍﻑ ﺍﻟﻤﻌﻴﺎﺭﻱ ﺍﻫﻤﻴﺔ ﺍﻟﺒﻌﺩ‬
‫ﻤﺅﺸﺭﺍﺕ ﻗﻴﺎﺱ ﺍﺩﺍﺀ ﺍﻟﻌﺎﻤﻠﻴﻥ‬
‫‪٤‬‬ ‫‪١.٠6896‬‬ ‫‪٣.٢٣١2‬‬ ‫ﺍﻟﺭﻀﺎ ﺍﻟﻭﻅﻴﻔﻲ‬
‫‪٣‬‬ ‫‪٠.٩8477‬‬ ‫‪3.٤٢٣2‬‬ ‫ﺍﻻﺒﺩﺍﻉ‬
‫‪٢‬‬ ‫‪٠.82697‬‬ ‫‪٣.5١٢0‬‬ ‫ﺍﻟﻐﻴﺎﺏ‬
‫‪١‬‬ ‫‪٠.81524‬‬ ‫‪٣.٨٥67‬‬ ‫ﺍﻻﻨﺘﺎﺠﻴﺔ‬
‫‪N=100‬‬
‫ﺒﻴﻨﻤﺎ ﻨﺠﺩ ﺍﻥ ﺒ‪‬ﻌﺩ ﺍﻻﺒﺩﺍﻉ ﻗﺩ ﺤﺼل ﻋﻠﻰ ﻤﺘﻭﺴﻁ ﺤﺴﺎﺒﻲ ﻋﺎﻡ ﺒﻠﻎ ) ‪ (3.423‬ﻭﺒﺎﻨﺤﺭﺍﻑ ﻤﻌﻴـﺎﺭﻱ ﻋـﺎﻡ ﺒﻠـﻎ‬
‫‪‬ﻌﺩ‪ .‬ﻭﻋﻠﻰ ﻭﺠـﻭﺩ ﺘﻘﺒـل ﺍﻴﺠـﺎﺒﻲ‬
‫)‪ ، (0.984‬ﻤﻤﺎ ﻴﺸﻴﺭ ﺍﻟﻰ ﺍﻨﺴﺠﺎﻡ ﺍﻻﺠﺎﺒﺎﺕ ﺍﻟﻭﺍﺭﺩﺓ ﺒﺨﺼﻭﺹ ﻓﻘﺭﺍﺕ ﻫﺫﺍ ﺍﻟﺒ‬
‫ﺒﺴﻴﻁ ﻤﻥ ﻗﺒل ﻋﻴﻨﺔ ﺍﻟﺒﺤﺙ ﺍﺘﺠﺎﻩ ﺘﻭﻓﺭ ﻫﺫﺍ ﺍﻟﺒﻌﺩ ﻻﻥ ﻗﻴﻤﺔ ﺍﻟﻭﺴﻁ ﺍﻟﺤﺴﺎﺒﻲ ﺍﻜﺒﺭ ﻨﺴﺒﺒﻴﹰﺎ ﻤﻥ ﺍﻟﻤﺘﻭﺴـﻁ ﺍﻟﻔﺭﻀـﻲ‬
‫)‪.(3‬‬
‫ﺍﻤﺎ ﺍﻋﻠﻰ ﻭﺴﻁ ﺤﺴﺎﺒﻲ ﻓﻨﺠﺩ ﺍﻥ ﺒ‪‬ﻌﺩ ﺍﻻﻨﺘﺎﺠﻴﺔ ﻗﺩ ﺤﺼل ﻋﻠﻴﻪ ﻭﻗﺩ ﺒﻠﻐﺕ ﻗﻴﻤﺘﻪ )‪ (3.856‬ﻭﺒـﺎﻨﺤﺭﺍﻑ ﻤﻌﻴـﺎﺭﻱ‬
‫)‪ (٠ .815‬ﻭﻫﺫﺍ ﻴﺩل ﻋﻠﻰ ﺍﻥ ﻋﻴﻨﺔ ﺍﻟﺒﺤﺙ ﻤﺩﺭﻜﺔ ﺘﻤﺎﻤﹰﺎ ﺒﺎﻥ ﺍﻟﺼﻤﺕ ﺍﻟﺘﻨﻅﻴﻤﻲ ﻟﻪ ﺘﺄﺜﻴﺭ ﻤﺒﺎﺸﺭ ﻋﻠﻰ ﺍﻨﺘﺎﺠﻴﺘﻬﻡ ‪.‬‬
‫ﻭﺤﺼل ﺒ‪‬ﻌﺩ ﺍﻟﻐﻴﺎﺏ ﻋﻠﻰ ﻭﺴﻁ ﺤﺴﺎﺒﻲ ﺒﻠﻎ )‪ (3.512‬ﻭﺒﺎﻨﺤﺭﺍﻑ ﻤﻌﻴﺎﺭﻱ )‪ (٠ .826‬ﻤﻤﺎ ﻴﺸﻴﺭ ﺍﻟﻰ ﻭﺠﻭﺩ ﺘﻘﺒـل‬
‫ﺍﻴﺠﺎﺒﻲ ﻤﻥ ﻗﺒل ﻋﻴﻨﺔ ﺍﻟﺒﺤﺙ ﺍﺘﺠﺎﻩ ﺘﻭﻓﺭ ﻫﺫﺍ ﺍﻟﺒﻌﺩ ﻻﻥ ﻗﻴﻤﺔ ﺍﻟﻭﺴﻁ ﺍﻟﺤﺴﺎﺒﻲ ﺍﻜﺒﺭ ﻨﺴﺒﺒﻴﹰﺎ ﻤﻥ ﺍﻟﻤﺘﻭﺴﻁ ﺍﻟﻔﺭﻀـﻲ‬
‫)‪.(3‬‬

‫‪ -‬ﺍﺨﺘﺒﺎﺭ ﺍﻟﻔﺭﻀﻴﺎﺕ ‪:‬‬

‫‪ :١-٢‬ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﺭﺌﻴﺴﺔ ﺍﻻﻭﻟﻰ‪" :‬ﺘﻭﺠﺩ ﻋﻼﻗﺔ ﺍﺭﺘﺒﺎﻁ ﻋﻜﺴﻴﺔ ﻤﻌﻨﻭﻴﺔ ﺒﻴﻥ ﺍﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ ﺍﻟﺘﻨﻅﻴﻤﻲ ﻭﺍﺩﺍﺀ‬
‫ﺍﻟﻌﺎﻤﻠﻴﻥ"‪.‬‬
‫ﺍﻋﺘﻤﺩ ﻓﻲ ﻫﺫﺍ ﺍﻟﺒﺤﺙ ﻤﻌﺎﻤل ﺍﻻﺭﺘﺒﺎﻁ ﺍﻟﺒﺴﻴﻁ )‪ (Pearson‬ﻻﺨﺘﺒﺎﺭ ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﺭﺌﻴﺴـﺔ ﺍﻻﻭﻟـﻰ ﻭﺍﻟﻤﺘﻤﺜﻠـﺔ‬
‫ﺒﻌﻼﻗﺎﺕ ﺍﻻﺭﺘﺒﺎﻁ ﺒﻴﻥ ﺍﺒﻌﺎﺩ ﺍﻟﻤﺘﻐﻴﺭ ﺍﻟﻤﺴﺘﻘل )ﺍﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ( ﻭﺍﻟﻤﺘﻐﻴﺭ ﺍﻟﻤﻌﺘﻤـﺩ )ﺍﺩﺍﺀ ﺍﻟﻌـﺎﻤﻠﻴﻥ(‪ .‬ﺍﺫ ﻴﻅﻬـﺭ‬
‫ﺍﻟﺠﺩﻭل )‪ (4‬ﻤﺼﻔﻭﻓﺔ ﻤﻌﺎﻤﻼﺕ ﺍﻻﺭﺘﺒﺎﻁ ﺍﻟﺒﺴﻴﻁ )‪ (Pearson‬ﺒﻴﻥ ﺍﺒﻌﺎﺩ ﻫﺫ ﻩ ﺍﻟﻤﺘﻐﻴﺭﺍﺕ‪ .‬ﻭﻗﺒل ﺍﻟـﺩﺨﻭل ﻓـﻲ‬
‫ﺍﺨﺘﺒﺎﺭ ﺍﻟﻔﺭﻀﻴﺎﺕ ﺍﻟﻔﺭﻋﻴﺔ ﻟﻬﺫﻩ ﺍﻟﻔﺭﻀﻴﺔ ﻓﺎﻥ ﺤﺠﻡ ﺍﻟﻌﻴﻨﺔ )‪ (100‬ﻭﻨـﻭﻉ ﺍﻻﺨﺘﺒـﺎﺭ )‪ . (2-tailed‬ﻭﻤﺨﺘﺼـﺭ‬
‫)‪ (Sig.‬ﻓﻲ ﺍﻟﺠﺩﻭل ﻴﺸﻴﺭ ﺍﻟﻰ ﺍﺨﺘﺒﺎﺭ ﻤﻌﻨﻭﻴﺔ ﻤﻌﺎﻤل ﺍﻻﺭﺘﺒﺎﻁ ﻤﻥ ﺨﻼل ﻤﻘﺎﺭﻨﺔ ﻗﻴﻤﺔ )‪ (t‬ﺍﻟﻤﺤﺴﻭﺒﺔ ﻤﻊ ﺍﻟﺠﺩﻭﻟﻴﺔ‬
‫ﻤﻥ ﻏﻴﺭ ﺍﻥ ﻴﻅﻬﺭ ﻗﻴﻤﻬﺎ‪ .‬ﻓﺎﺫﺍ ﻅﻬﺭ ﻭﺠﻭﺩ ﻋﻼﻤﺔ )**( ﻋﻠﻰ ﻤﻌﺎﻤل ﺍﻻﺭﺘﺒﺎﻁ ﻓﺎﻥ ﻫﺫﺍ ﻴﻌﻨـﻲ ﺒـﺎﻥ ﻗﻴﻤـﺔ )‪(t‬‬
‫ﺍﻟﻤﺤﺴﻭﺒﺔ ﺍﻜﺒﺭ ﻤﻥ ﺍﻟﺠﺩﻭﻟﻴﺔ‪.‬‬

‫ﺠﺩﻭل )‪(4‬‬
‫ﻤﺼﻔﻭﻓﺔ ﻤﻌﺎﻤﻼﺕ ﺍﻻﺭﺘﺒﺎﻁ ﺍﻟﺒﺴﻴﻁ ﺒﻴﻥ ﺍﺒﻌﺎﺩ ﻤﺘﻐﻴﺭﺍﺕ ﺍﻟﺒﺤﺙ‬

‫ﺍﻟﺨﻭﻑ ﻤﻥ‬ ‫ﺍﻟﻌﺯﻟﺔ‬ ‫ﺍﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ‬

‫ﺍﻻﻀﺭﺍﺭ‬ ‫ﺍﻻﺠﺘﻤﺎﻋﻴﺔ‬ ‫ﻤﺨﺎﻭﻑ‬ ‫ﺍﺴﺒﺎﺏ ﺍﺩﺍﺭﻴﺔ‬
‫ﺒﺎﻟﻌﻼﻗﺎﺕ‬ ‫ﻨﻘﺹ ﺍﻟﺨﺒﺭﺓ ﺘﺘﻌﻠﻕ ﺒﺎﻟﻌﻤل‬ ‫ﻭﺘﻨﻅﻴﻤﻴﺔ‬ ‫ﻤﺅﺸﺭﺍﺕ ﺍﻻﺩﺍﺀ‬
‫**‪-0.395‬‬ ‫**‪-0.334** -0.432‬‬ ‫** ‪-0.401‬‬ ‫**‪-0.388‬‬ ‫ﺍﻟﺭﻀﺎ ﺍﻟﻭﻅﻴﻔﻲ‬
‫**‪-0.411‬‬ ‫** ‪-0.376‬‬ ‫**‪-0.433‬‬ ‫** ‪-0.379‬‬ ‫** ‪-0.502‬‬ ‫ﺍﻻﺒﺩﺍﻉ‬
‫**‪0.352‬‬ ‫** ‪0.398‬‬ ‫**‪0.339‬‬ ‫**‪0.391‬‬ ‫** ‪0.361‬‬ ‫ﺍﻟﻐﻴﺎﺏ‬
‫* ‪-0.255‬‬ ‫** ‪-0.379‬‬ ‫**‪-0.343‬‬ ‫**‪0.462‬‬ ‫*‪-0.276‬‬ ‫ﺍﻻﻨﺘﺎﺠﻴﺔ‬
‫‪* Correlation is significant at the 0.05 level (2-tailed).‬‬
‫‪** Correlation is significant at the 0.01 level (2-tailed).‬‬

‫ﻭﺘﺘﻔﺭﻉ ﻤﻥ ﻫﺫﻩ ﺍﻟﻔﺭﻀﻴﺔ ﺍﺭﺒﻌﺔ ﻓﺭﻀﻴﺎﺕ ﻓﺭﻋﻴﺔ ﻫﻲ ‪:‬‬

‫‪" . ١‬ﺘﻭﺠﺩ ﻋﻼﻗﺔ ﺍﺭﺘﺒﺎﻁ ﻋﻜﺴﻴﺔ ﺫﺍﺕ ﺩﻻﻟﺔ ﺍﺤﺼﺎﺌﻴﺔ ﺒﻴﻥ ﺇﺒﻌﺎﺩ ﺃﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ ﻭﺒﻌﺩ ﺍﻟﺭﻀﺎ ﺍﻟﻭﻅﻴﻔﻲ"‬
‫ﻴﻅﻬﺭ ﺠﺩﻭل ﻤﺼﻔﻭﻓﺔ ﺍﻻﺭﺘﺒﺎﻁ )‪ (4‬ﺒﺎﻥ ﻫﻨﺎﻟﻙ ﻋﻼﻗﺎﺕ ﺍﺭﺘﺒﺎﻁ ﺴﺎﻟﺒﺔ ﻗﻭﻴﺔ )ﻻﻥ ﻗﻴﻤﺘﻬﺎ ﺍﻜﺒﺭ ﻤـﻥ ‪( 0.30‬‬
‫ﻭﺫﺍﺕ ﺩﻻﻟﺔ ﻤﻌﻨﻭﻴﺔ ﻋﻨﺩ ﻤﺴﺘﻭﻯ )‪ (% 1‬ﺒﻴﻥ ﺃﺒﻌﺎﺩ ﺃﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ )ﺃﺴﺒﺎﺏ ﺇﺩﺍﺭﻴﺔ ﻭﺘﻨﻅﻴﻤﻴـﺔ‪ ،‬ﻨﻘـﺹ ﺍﻟﺨﺒـﺭﺓ‪،‬‬

‫ﻤﺨﺎﻭﻑ ﺘﺘﻌﻠﻕ ﺒﺎﻟﻌﻤل‪ ،‬ﺍﻟﻌﺯﻟﺔ ﺍﻻﺠﺘﻤﺎﻋﻴ ﺔ ﻭﺍﻟﺨﻭﻑ ﻤﻥ ﺍﻷﻀﺭﺍﺭ ﺒﺎﻟﻌﻼﻗﺎﺕ( ﻭﺍﻟﺭﻀﺎ ﺍﻟـﻭﻅﻴﻔﻲ‪ .‬ﺇﺫ ﺒﻠﻐـﺕ ﻗـﻴﻡ‬
‫ﻤﻌﺎﻤﻼﺕ ﺍﻻﺭﺘﺒﺎﻁ ﺍﻟﺒﺴﻴﻁ ﺒـﻴﻥ ﻫـﺫﻩ ﺍﻹﺒﻌـﺎﺩ ﻋﻠـﻰ ﺍﻟﺘﺭﺘﻴـﺏ ‪0.334**, -0.432**, --(-0.395**,‬‬
‫)**‪ .0.401**, -0.388‬ﻭﻫﺫﺍ ﻴﺩل ﻋﻠﻰ ﺍﻥ ﺨﻭﻑ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻤﻥ ﺍﻋﻁﺎﺀ ﺁﺭﺍﺌﻬﻡ ﻭﺍﻟﺘﻜﻠﻡ ﻋﻥ ﻤﺸﺎﻜﻠﻬﻡ ﻓﻲ ﺍﻟﻌﻤـل‬
‫ﺴﻭﻑ ﻴﺅﺜﺭ ﺒﺸﻜل ﺴﻠﺒﻲ ﻋﻠﻰ ﺍﻟﺭﻀﺎ ﺍﻟﻭﻅﻴﻔﻲ ﻟﺩﻴﻬﻡ ‪ .‬ﻭﺘﺩﻋﻡ ﻫﺫﻩ ﺍﻟﻨﺘﻴﺠﺔ ﺼﺤﺔ ﺍﻟﻔﺭﻀـﻴﺔ ﺍﻟﻔﺭﻋﻴـﺔ )‪ (١‬ﺒﺸـﻜل‬
‫ﻜﺎﻤل‪.‬‬
‫‪ " . ٢‬ﺘﻭﺠﺩ ﻋﻼﻗﺔ ﺍﺭﺘﺒﺎﻁ ﻋﻜﺴﻴﺔ ﺫﺍﺕ ﺩﻻﻟﺔ ﺇﺤﺼﺎﺌﻴﺔ ﺒﻴﻥ ﺇﺒﻌﺎﺩ ﺃﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ ﻭﺒﻌﺩ ﺍﻻﺒﺩﺍﻉ "‪.‬‬
‫ﻨﻼﺤﻅ ﻓﻲ ﺠﺩﻭل ﻤﺼﻔﻭﻓﺔ ﺍﻻﺭﺘﺒﺎﻁ )‪ (4‬ﺒﺎﻥ ﻫﻨﺎﻟﻙ ﻋﻼﻗﺎﺕ ﺍﺭﺘﺒﺎﻁ ﺴﺎﻟﺒﺔ ﻗﻭﻴﺔ )ﻻﻥ ﻗﻴﻤﺘﻬﺎ ﺍﻜﺒﺭ ﻤﻥ ‪( 0.30‬‬
‫ﻭﺫﺍﺕ ﺩﻻﻟﺔ ﻤﻌﻨﻭﻴﺔ ﻋﻨﺩ ﻤﺴﺘﻭﻯ )‪ (% 1‬ﺒﻴﻥ ﺃﺒﻌﺎﺩ ﺃﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ )ﺃﺴﺒﺎﺏ ﺇﺩﺍﺭﻴﺔ‪ ،‬ﻨﻘﺹ ﺍﻟﺨﺒﺭﺓ‪ ،‬ﻤﺨﺎﻭﻑ ﺘﺘﻌﻠـﻕ‬
‫ﺒﺎﻟﻌﻤل‪ ،‬ﺍﻟﻌﺯﻟﺔ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ ﻭﺍﻟﺨﻭﻑ ﻤﻥ ﺍﻷﻀﺭﺍﺭ ﺒﺎﻟﻌﻼﻗﺎﺕ( ﻭﺍﻻﺒﺩﺍﻉ‪ .‬ﺇﺫ ﺒﻠﻐﺕ ﻗﻴﻡ ﻤﻌﺎﻤﻼﺕ ﺍﻻﺭﺘﺒـﺎﻁ ﺍﻟﺒﺴـﻴﻁ‬
‫ﺒﻴﻥ ﻫﺫﻩ ﺍﻹﺒﻌﺎﺩ ﻋﻠﻰ ﺍﻟﺘﺭﺘﻴﺏ )‪ . (-0.411; -0.376; -0.433; -0.379; -0.502‬ﺍﻥ ﺍﻨﺨﻔـﺎﺽ ﺍﻟـﺭﻭﺡ‬
‫ﺍﻟﻤﻌﻨﻭﻴﺔ ﻟﻠﻌﺎﻤﻠﻴﻥ ﻭﺸﻌﻭﺭﻫﻡ ﺒﺎﻻﺤﺒﺎﻁ ﻴﻨﻌﻜﺱ ﻋﻠﻰ ﺍﺒﺩﺍﻋﻬﻡ ﻭﺍﺒﺘﻜﺎﺭﻫﻡ ﺩﺍﺨل ﻋﻤﻠﻬﻡ‪ .‬ﻭﺘﺩﻋﻡ ﻫﺫﻩ ﺍﻟﻨﺘﻴﺠـﺔ ﺼـﺤﺔ‬
‫ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﻔﺭﻋﻴﺔ )‪ (٢‬ﺒﺸﻜل ﻜﺎﻤل ‪.‬‬
‫‪ " . ٣‬ﺘﻭﺠﺩ ﻋﻼﻗﺔ ﺍﺭﺘﺒﺎﻁ ﻋﻜﺴﻴﺔ ﺫﺍﺕ ﺩﻻﻟﺔ ﺇﺤﺼﺎﺌﻴﺔ ﺒﻴﻥ ﺇﺒﻌﺎﺩ ﺃﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ ﻭﺒﻌﺩ ﺍﻟﻐﻴﺎﺏ "‪.‬‬
‫ﻤﻥ ﺨﻼل ﺠﺩﻭل ﻤﺼﻔﻭﻓﺔ ﺍﻻﺭﺘﺒﺎﻁ )‪ (4‬ﻨﺠﺩ ﺒﺎﻥ ﻫﻨﺎﻟﻙ ﻋﻼﻗﺎﺕ ﺍﺭﺘﺒﺎﻁ ﻤﻭﺠﺒﺔ ﻭﺫﺍﺕ ﺩﻻﻟﺔ ﻤﻌﻨﻭﻴﺔ ﻋﻨـﺩ‬
‫ﻤﺴﺘﻭﻯ )‪ (% 1‬ﺒﻴﻥ ﺃﺒﻌﺎﺩ ﺃﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ )ﺃﺴﺒﺎﺏ ﺇﺩﺍﺭﻴﺔ‪ ،‬ﻨﻘﺹ ﺍﻟﺨﺒـﺭﺓ‪ ،‬ﻤﺨـﺎﻭﻑ ﺘﺘﻌﻠـﻕ ﺒﺎﻟﻌﻤـل‪ ،‬ﺍﻟﻌﺯﻟـﺔ‬
‫ﺍﻻﺠﺘﻤﺎﻋﻴﺔ ﻭﺍﻷﻀﺭﺍﺭ ﺒﺎﻟﻌﻼﻗﺎﺕ( ﻭﺍﻟﻐﻴﺎﺏ‪ .‬ﺇﺫ ﺒﻠﻐﺕ ﻗﻴﻡ ﻤﻌﺎﻤﻼﺕ ﺍﻻﺭﺘﺒﺎﻁ ﺍﻟﺒﺴﻴﻁ ﺒﻴﻥ ﻫﺫﻩ ﺍﻹﺒﻌﺎﺩ ﻋﻠﻰ ﺍﻟﺘﺭﺘﻴـﺏ‬
‫)‪ .(0.352; 0.398; 0.339; 0.391; 0.361‬ﻭﻫﺫﻩ ﺤﻘﻴﻘﺔ ﻤﺴﻠﻡ ﺒﻬـﺎ ﺍﺫ ﺍﻥ ﺸـﻌﻭﺭ ﺍﻟﻔـﺭﺩ ﺒﻌـﺩﻡ ﺍﻟﺭﻀـﺎ‬
‫ﻭﺍﻨﺨﻔﺎﺽ ﺍﻟﺩﺍﻓﻊ ﻟﺩﻴﻪ ﻟﻠﻌﻤل ﺴﻭﻑ ﻴﺭﺘﺒﻁ ﺒﺸﻜل ﺍﻴﺠﺎﺒﻲ ﻤﻊ ﻤﻌﺩل ﻏﻴﺎﺒﻪ ﻋﻥ ﺍﻟﻌﻤل‪ .‬ﻭﻻﺘﺩﻋﻡ ﻫﺫﻩ ﺍﻟﻨﺘﻴﺠﺔ ﺼـﺤﺔ‬
‫ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﻔﺭﻋﻴﺔ )‪ (٣‬ﺒﺸﻜل ﻜﺎﻤل ‪.‬‬
‫‪ " . ٤‬ﺘﻭﺠﺩ ﻋﻼﻗﺔ ﺍﺭﺘﺒﺎﻁ ﻋﻜﺴﻴﺔ ﺫﺍﺕ ﺩﻻﻟﺔ ﺇﺤﺼﺎﺌﻴﺔ ﺒﻴﻥ ﺇﺒﻌﺎﺩ ﺃﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ ﻭﺒﻌﺩ ﺍﻻﻨﺘﺎﺠﻴﺔ "‪.‬‬
‫ﻴﺒﻴﻥ ﺠﺩﻭل ﻤﺼﻔﻭﻓﺔ ﺍﻻﺭﺘﺒﺎﻁ )‪ (4‬ﺒﺎﻥ ﻫﻨﺎﻟﻙ ﻋﻼﻗﺎﺕ ﺍﺭﺘﺒﺎﻁ ﺴﺎﻟﺒﺔ ﻗﻭﻴﺔ ﺍﻟﻰ ﺤﺩ ﻤﺎ ﻭﺫﺍﺕ ﺩﻻﻟﺔ ﻤﻌﻨﻭﻴﺔ ﻋﻨﺩ‬
‫ﻤﺴﺘﻭﻯ )‪ (% 1‬ﺒﻴﻥ ﺃﺒﻌﺎﺩ ﺃﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ )ﻨﻘﺹ ﺍﻟﺨﺒﺭﺓ‪ ،‬ﻤﺨﺎﻭﻑ ﺘﺘﻌﻠﻕ ﺒﺎﻟﻌﻤل‪ ،‬ﺍﻟﻌﺯﻟﺔ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ( ﻭﺍﻹﻨﺘﺎﺠﻴـﺔ‬
‫)‪ .(-0.379; -0.343; -0.462‬ﻜﻤﺎ ﻅﻬﺭ ﻭﺠﻭﺩ ﻋﻼﻗﺔ ﺍﺭﺘﺒﺎﻁ ﻤﻌﻨﻭﻴﺔ ﻋﻨﺩ ﻤﺴﺘﻭﻯ )‪ (% 5‬ﺒﻴﻥ ﺒﻌﺩﻱ )ﺍﺴﺒﺎﺏ‬
‫ﺇﺩﺍﺭﻴﺔ ﻭﺘﻨﻅﻴﻤﻴﺔ ‪ ،‬ﻭﺍﻟﺨﻭﻑ ﻤﻥ ﺍﻷﻀﺭﺍﺭ ﺒﺎﻟﻌﻼﻗﺎﺕ( ﺇﺫ ﺒﻠﻐﺕ ﻗﻴﻡ ﻤﻌﺎﻤﻼﺕ ﺍﻻﺭﺘﺒﺎﻁ ﺍﻟﺒﺴﻴﻁ ﺒﻴﻥ ﻫﺫﻩ ﺍﻹﺒﻌﺎﺩ ﻋﻠـﻰ‬
‫ﺍﻟﺘﺭﺘﻴﺏ )‪ (-0.255; -0.276‬ﻭﺍﻹﻨﺘﺎﺠﻴﺔ‪ .‬ﺘﺭﺘﺒﻁ ﺍﻨﺘﺎﺠﻴﺔ ﺍﻟﻌﺎﻤﻠﻴﻥ ﺒﺸﻜل ﻤﺒﺎﺸـﺭ ﺒـﻭﻻﺀ ﺍﻟﻌـﺎﻤﻠﻴﻥ ﻟﻤﻨﻅﻤـﺘﻬﻡ‬
‫ﻭﺭﻏﺒﺘﻬﻡ ﺒﺎﺩﺍﺀ ﺍﻟﻌﻤل ﺍﻟﻤﻜﻠﻑ ﺒﻪ ﺒﻜل ﻜﻔﺎﺀﺓ ﻭﻓﺎﻋﻠﻴﺔ ﺍﻻ ﺍﻥ ﺨﻭﻓﻬﻡ ﻤﻥ ﻤﻨﺎﻗﺸﺔ ﺭﺅﻭﺴﺎﺌﻬﻡ ﻭﺯﻤﻼﺌﻬﻡ ﻋﻥ ﺍﻟﺴـﻠﺒﻴﺎﺕ‬
‫ﻓﻲ ﺍﻟﻌﻤل ﺴﻭﻑ ﻴﻨﻌﻜﺱ ﻋﻠﻰ ﺍﻨﺘﺎﺠﻴﺘﻬﻡ‪ .‬ﻭﺘﺩﻋﻡ ﻫﺫﻩ ﺍﻟﻨﺘﻴﺠﺔ ﺼﺤﺔ ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﻔﺭﻋﻴﺔ )‪ (٤‬ﺒﺸﻜل ﻜﺎﻤل ‪.‬‬
‫ﻤﻥ ﺨﻼل ﻤﺎﺘﻘﺩﻡ ﻨﺠﺩ ﺍﻥ ﺜﻼﺜﺔ ﻓﺭﻀﻴﺎﺕ ﻓﺭﻋﻴﺔ ﻗﺩ ﺘﻡ ﺍﺜﺒﺎﺘﻬﺎ ﺒﺸﻜل ﻜﺎﻤل ﻤﻤﺎ ﻴﻌﻨﻲ ﻗﺒﻭل ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﺭﺌﻴﺴـﺔ‬
‫ﺍﻻﻭﻟﻰ‪.‬‬
‫‪ :٢-٢‬ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﺭﺌﻴﺴﺔ ﺍﻟﺜﺎﻨﻴﺔ ‪ " :‬ﺘﻭﺠﺩ ﻋﻼﻗﺔ ﺘﺄﺜﻴﺭﻋﻜﺴﻴﺔ ﺫﺍﺕ ﺩﻻﻟﺔ ﺍﺤﺼﺎﺌﻴﺔ ﺒﻴﻥ ﺍﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ ﺍﻟﺘﻨﻅﻴﻤﻲ‬
‫ﻭﺍﺩﺍﺀ ﺍﻟﻌﺎﻤﻠﻴﻥ "‪ .‬ﻭﺘﻨﺒﺜﻕ ﻤﻨﻬﺎ ﺍﻟﻔﺭﻀﻴﺎﺕ ﺍﻟﻔﺭﻋﻴﺔ ﺍﻵﺘﻴﺔ‪:‬‬
‫‪" -‬ﺘﻭﺠﺩ ﻋﻼﻗﺔ ﺘﺄﺜﻴﺭ ﻋﻜﺴﻴﺔ ﺫﺍﺕ ﺩﻻﻟﺔ ﺍﺤﺼﺎﺌﻴﺔ ﺒﻴﻥ ﺇﺒﻌﺎﺩ ﺃﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ ﻭﺒﻌﺩ ﺍﻟﺭﻀﺎ ﺍﻟﻭﻅﻴﻔﻲ"‬
‫ﺘﺭﻜﺯ ﻫﺫﻩ ﺍﻟﻔﺭﻀﻴﺔ ﻋﻠﻰ ﺍﻟﻌﻼﻗﺔ ﺒﻴﻥ ﺍﺒﻌﺎﺩ ﺃﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ )ﺃﺴﺒﺎﺏ ﺇﺩﺍﺭﻴﺔ‪ ،‬ﻨﻘﺹ ﺍﻟﺨﺒﺭﺓ‪ ،‬ﻤﺨﺎﻭﻑ ﺘﺘﻌﻠـﻕ‬
‫ﺒﺎﻟﻌﻤل‪ ،‬ﺍﻟﻌﺯﻟﺔ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ ﻭﺍﻷﻀﺭﺍﺭ ﺒﺎﻟﻌﻼﻗﺎﺕ( ﻭﺒﻌﺩ ﺍﻟﺭﻀﺎ ﺍﻟﻭﻅﻴﻔﻲ‪ ،‬ﻭﻜﻤﺎ ﻴﻅﻬﺭ ﻤﻥ ﺨﻼل ﺍﻟﺠﺩﻭل )‪ ( ٥‬ﻓـﺄﻥ‬

‫ﻫﻨﺎﻟﻙ ﻋﻼﻗﺔ ﺘﺄﺜﻴﺭ ﺴﻠﺒﻴﺔ ﺫﺍﺕ ﺩﻻﻟﺔ ﻤﻌﻨﻭﻴﺔ ﻋﻨﺩ ﻤﺴـﺘﻭﻯ )‪β=-0.256,-0.332,-0.263,-0.288 ) ( 5 %‬‬
‫‪ (P<.05‬ﺒﻴﻥ ﺇﺒﻌﺎﺩ ﺃﺴﺒﺎﺏ ﺇﺩﺍﺭﻴﺔ‪ ،‬ﻭﻨﻘﺹ ﺍﻟﺨﺒﺭﺓ ﻭﻤﺨﺎﻭﻑ ﺘﺘﻌﻠﻕ ﺒﺎﻟﻌﻤل ﻭﺍﻹﻀﺭﺍﺭ ﺒﺎﻟﻌﻼﻗﺎﺕ ﻤﻥ ﺠﻬﺔ ﻭﺍﻟﺭﻀـﺎ‬
‫ﺍﻟﻭﻅﻴﻔﻲ ﻤﻥ ﺠﻬﺔ ﺃﺨﺭﻯ‪ .‬ﻜﻤﺎ ﻴﻌﺭﺽ ﺍﻟﺠﺩﻭل )‪ (٥‬ﻨﺘﺎﺌﺞ ﺍﻟﻌﻼﻗﺔ ﺒﻴﻥ ﺒﻌﺩ ﺍﻟﻌﺯﻟﺔ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ ﻭﺍﻟﺭﻀﺎ ﺍﻟـﻭﻅﻴﻔﻲ‪.‬‬
‫ﻭﺘﺘﻨﺒﺄ ﻫﺫﻩ ﺍﻟﻔﺭﻀﻴﺔ ﺒﺎﻥ ﺒﻌﺩ ﺍﻟﻌﺯﻟﺔ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ ﺴﻴﻜﻭﻥ ﻟﻪ ﺘﺄﺜﻴﺭ ﺴﻠﺒﻲ ﻓﻲ ﺍﻟﺭﻀﺎ ﺍﻟﻭﻅﻴﻔﻲ‪ .‬ﺍﺫ ﺘﻌﺭﺽ ﺍﻟﻨﺘﺎﺌﺞ ﺒﺄﻥ‬
‫ﺒﻌﺩ ﺍﻟﻌﺯﻟﺔ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ )‪ (β= 0.277‬ﻟﻴﺱ ﻟﻪ ﺘﺄﺜﻴﺭ ﺴﻠﺒﻲ ﻭﻤﻌﻨﻭﻱ ﻻ ﻋﻨﺩ ﻤﺴﺘﻭﻯ )‪ ( ١ %‬ﻭﻻ ﻤﺴـﺘﻭﻯ )‪.(٥ %‬‬
‫ﻭﻫﺫﺍ ﻴﻔﺴﺭ ﺍﻟﺘﺄﺜﻴﺭ ﺍﻟﻜﺒﻴﺭ ﻟﻠﻌﻼﻗﺎﺕ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ ﻋﻠﻰ ﺭﻀﺎ ﺍﻟﻔﺭﺩ ﻭﺍﻨﺘﻤﺎﺌﻪ ﻟﻤﻨﻅﻤﺘﻪ ﺤﻴﺙ ﻜﻠﻤﺎ ﻜﺎﻥ ﺍﻻﻨﺴﺠﺎﻡ ﻋـﺎﻟﻲ‬
‫ﺒﻴﻥ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻜﻠﻤﺎ ﺘﺫﻟﻠﺕ ﺍﻟﻜﺜﻴﺭ ﻤﻥ ﺍﻟﻤﺸﺎﻜل ﻭﺒﺎﻟﺘﺎﻟﻲ ﻨﺠﺩ ﺍﻥ ﺍﻟﻜﺜﻴﺭ ﻤﻥ ﺍﻻﻓﺭﺍﺩ ﻴﻠﺘﺯﻡ ﺍﻟﺼﻤﺕ ﻋﻠﻰ ﺒﻌﺽ ﺍﻟﻤﺸﺎﻜل‬
‫ﻟﻼﺤﺘﻔﺎﻅ ﺒﻤﺜل ﻫﺫﺍ ﺍﻟﻌﻼﻗﺎﺕ ﺍﻟﻁﻴﺒﺔ ‪ .‬ﻭﻫﺫﻩ ﺍﻟﻨﺘﻴﺠﺔ ﺠﺎﺀﺕ ﻤﻐﺎﻴﺭﺓ ﻟﺘﻭﻗﻌﺎﺕ ﺍﻟﺒﺤﺙ‪.‬‬
‫ﻜ ﻤﺎ ﺘﺸﻴﺭ ﻨﺘﺎﺌﺞ ﺍﻟﺠﺩﻭل )‪ (5‬ﺍﻟﻰ ﺍﻥ ﺍﺒﻌﺎﺩ ﺍﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ )ﺃﺴﺒﺎﺏ ﺇﺩﺍﺭﻴﺔ‪ ،‬ﻨﻘﺹ ﺍﻟﺨﺒـﺭﺓ‪ ،‬ﻤﺨـﺎﻭﻑ ﺘﺘﻌﻠـﻕ‬
‫ﺒﺎﻟﻌﻤل‪ ،‬ﺍﻟﻌﺯﻟﺔ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ ﻭﺍﻷﻀﺭﺍﺭ ﺒﺎﻟﻌﻼﻗﺎﺕ( ﺘﺴﺎﻫﻡ ﻓﻲ ﺘﻔﺴﻴﺭ )‪ (٥٧ %‬ﻤﻥ ﺍﻟﺘﻐﻴﻴﺭ ﺍﻟﺤﺎﺼل ﻓـﻲ ﺍﻟﺭﻀـﺎ‬
‫ﺍﻟﻭﻅﻴﻔﻲ ﻭ )‪ ( ٤٣ %‬ﻴﻌﻭﺩ ﻟﺘﺩﺨل ﻋﻭﺍﻤل ﺍﺨﺭﻯ ﻏﻴﺭ ﺩﺍﺨﻠﺔ ﻓﻲ ﺍﻟﻨﻤـﻭﺫﺝ ﺍﻻﺤﺼـﺎﺌﻲ‪ .‬ﻭﻜﻤـﺎ ﺘﺅﻜـﺩ ﻗﻴﻤـﺔ‬
‫)‪ (F=25.248, P < 0.01‬ﻋﻠﻰ ﻭﺠﻭﺩ ﺍﻟﺩﻻﻟﺔ ﺍﻟﻤﻌﻨﻭﻴﺔ ﻓﻲ ﺘﻔﺴﻴﺭ ﺍﻟﺭﻀﺎ ﺍﻟﻭﻅﻴﻔﻲ ﻤﻥ ﺨﻼل ﻤﻔﻬﻭﻡ ﺍﺴـﺒﺎﺏ‬
‫ﺍﻟﺼﻤﺕ‪ .‬ﻭﻓﻲ ﻀﻭﺀ ﻤﺎ ﺘﻘﺩﻡ ﻓﺄﻥ ﻫﺫﻩ ﺍﻟﻨﺘﻴﺠﺔ ﺘﻘﺩﻡ ﺩﻋﻡ ﺠﺯﺌﻲ ﺍﺘﺠﺎﻩ ﻫﺫﻩ ﺍﻟﻔﺭﻀﻴﺔ‪.‬‬

‫ﺠﺩﻭل )‪(5‬‬
‫ﻨﺘﺎﺌﺞ ﺘﺤﻠﻴل ﺍﻻﻨﺤﺩﺍﺭ ﺍﻟﻤﺘﻌﺩﺩ ﻻﺨﺘﺒﺎﺭ ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﺭﺌﻴﺴﺔ ﺍﻟﺜﺎﻨﻴﺔ ‪١-‬‬

‫‪2‬‬ ‫‪β‬‬
‫‪F‬‬ ‫‪R‬‬ ‫‪Sig.‬‬ ‫‪T‬‬ ‫ﺍﻟﻤﺘﻐﻴﺭ ﺍﻟﻤﺴﺘﻘل‬ ‫ﺍﻟﻤﺘﻐﻴﺭ ﺍﻟﻤﻌﺘﻤﺩ‬
‫ﺍﻟﺭﻀﺎ ﺍﻟﻭﻅﻴﻔﻲ‬
‫**‪25.248‬‬ ‫‪0.57‬‬ ‫‪.048‬‬ ‫‪-2.001‬‬ ‫‪-‬‬ ‫ﺍﺴﺒﺎﺏ ﺇﺩﺍﺭﻴﺔ‬
‫*‪.256‬‬
‫‪.021‬‬ ‫‪-2.343‬‬ ‫‪-‬‬ ‫ﻨﻘﺹ ﺍﻟﺨﺒﺭﺓ‬
‫*‪.332‬‬
‫‪.044‬‬ ‫‪-2.013‬‬ ‫‪-‬‬ ‫ﻤﺨﺎﻭﻑ ﺘﺘﻌﻠﻕ‬
‫*‪.263‬‬ ‫ﺒﺎﻟﻌﻤل‬
‫‪.148‬‬ ‫‪-1.446‬‬ ‫‪-.227‬‬ ‫ﺍﻟﻌﺯﻟﺔ‬
‫ﺍﻻﺠﺘﻤﺎﻋﻴﺔ‬
‫‪.038‬‬ ‫‪-2.115‬‬ ‫‪-‬‬ ‫ﺍﻷﻀﺭﺍﺭ‬
‫*‪.288‬‬ ‫ﺒﺎﻟﻌﻼﻗﺎﺕ‬
‫‪* Correlation is significant at the 0.05 level (2-tailed).‬‬
‫‪** Correlation is significant at the 0.01 level (2-tailed).‬‬

‫‪ -‬ﺘﻭﺠﺩ ﻋﻼﻗﺔ ﺘﺄﺜﻴﺭ ﻋﻜﺴﻴﺔ ﺫﺍﺕ ﺩﻻﻟﺔ ﺍﺤﺼﺎﺌﻴﺔ ﺒﻴﻥ ﺇﺒﻌﺎﺩ ﺃﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ ﻭﺒﻌﺩ ﺍﻻﺒﺩﺍﻉ"‬
‫ﺘﺭﻜﺯ ﻫﺫﻩ ﺍﻟﻔﺭﻀﻴﺔ ﻋﻠﻰ ﺍﻟﻌﻼﻗﺔ ﺒﻴﻥ ﺍﺒﻌﺎﺩ ﺃﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ )ﺃﺴﺒﺎﺏ ﺇﺩﺍﺭﻴﺔ‪ ،‬ﻨﻘﺹ ﺍﻟﺨﺒﺭﺓ‪ ،‬ﻤﺨﺎﻭﻑ ﺘﺘﻌﻠـﻕ‬
‫ﺒﺎﻟ ﻌﻤل‪ ،‬ﺍﻟﻌﺯﻟﺔ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ ﻭﺍﻷﻀﺭﺍﺭ ﺒﺎﻟﻌﻼﻗﺎﺕ( ﻭﺒﻌﺩ ﺍﻻﺒﺩﺍﻉ‪ ،‬ﻭﻜﻤﺎ ﻴﻅﻬﺭ ﻤﻥ ﺨﻼل ﺍﻟﺠﺩﻭل )‪ (٦‬ﻓـﺄﻥ ﻫﻨﺎﻟـﻙ‬
‫ﻋﻼﻗﺔ ﺘﺄﺜﻴﺭ ﺴﻠﺒﻴﺔ ﺫﺍﺕ ﺩﻻﻟﺔ ﻤﻌﻨﻭﻴﺔ ﻋﻨﺩ ﻤﺴﺘﻭﻯ )‪ ( β= - 0.298,-0.277, P<.05) (5 %‬ﺒﻴﻥ ﺇﺒﻌﺎﺩ ﺃﺴﺒﺎﺏ‬
‫ﺇﺩﺍﺭﻴﺔ‪ ،‬ﻭﺍﻟﻌﺯﻟﺔ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ ﻤﻥ ﺠﻬﺔ ﻭﺍﻻﺒﺩﺍﻉ ﻤﻥ ﺠﻬﺔ ﺃﺨﺭﻯ‪ .‬ﻜﻤﺎ ﻴﻌﺭﺽ ﺍﻟﺠﺩﻭل )‪ (٦‬ﻨﺘﺎﺌﺞ ﺍﻟﻌﻼﻗﺔ ﺒﻴﻥ ﺒ‪‬ﻌـﺩ‬
‫ﺍﻻﻀﺭﺍﺭ ﺒﺎﻟﻌﻼﻗﺎﺕ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ ﻭﺍﻻﺒﺩﺍﻉ ﺤﻴﺙ ﻜﺎﻨﺕ ﺴﻠﺒﻴﺔ ﻭﻤﻌﻨﻭﻴﺔ ﻋﻨـﺩ ﻤﺴـﺘﻭﻯ )‪.(.547**,p<.01) (%١‬‬
‫ﻭﺘﺘﻨﺒﺄ ﻫﺫﻩ ﺍﻟﻔﺭﻀﻴﺔ ﺒﺎﻥ ﺒ‪‬ﻌﺩ ﻨﻘﺹ ﺍﻟﺨﺒﺭﺓ ﻭﻤﺨﺎﻭﻑ ﺘﺘﻌﻠﻕ ﺒﺎﻟﻌﻤل ﺴﻴﻜﻭﻥ ﻟﻬﻤﺎ ﺘﺄﺜﻴﺭ ﺴﻠﺒﻲ ﻓـﻲ ﺍﻻﺒـﺩﺍﻉ ﻭﻟﻜـﻥ‬
‫ﺍﻟﻨﺘﺎﺌﺞ ﺍﻅﻬﺭﺕ ﺒﺄﻥ ﻫﺫﻴﻥ ﺍﻟﺒﻌﺩﻴﻥ )‪ (β= - 0.197 , β=-0.198‬ﻟﻬﻤﺎ ﺘﺄﺜﻴﺭ ﺴﻠﺒﻲ ﻟﻜﻥ ﻏﻴﺭ ﻤﻌﻨـﻭﻱ ﻻ ﻋﻨـﺩ‬
‫ﻤﺴﺘﻭﻯ )‪ ( ١ %‬ﻭﻻ ﻤﺴﺘﻭﻯ )‪ .(٥ %‬ﻭﻫﺫﻩ ﺍﻟﻨﺘﻴﺠﺔ ﺠﺎﺀﺕ ﻤﻐﺎﻴﺭﺓ ﺠﺯﺌﻴﹰﺎ ﻟﺘﻭﻗﻌﺎﺕ ﺍﻟﺒﺤﺙ‪.‬‬
‫ﻜﻤﺎ ﺘﺸﻴﺭ ﻨﺘﺎﺌﺞ ﺍﻟﺠﺩﻭل )‪ (٦‬ﺍﻟﻰ ﺍﻥ ﺍﺒﻌﺎﺩ ﺍﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ )ﺃﺴﺒﺎﺏ ﺇﺩﺍﺭﻴﺔ‪ ،‬ﻨﻘﺹ ﺍﻟﺨﺒﺭﺓ‪ ،‬ﻤﺨﺎﻭﻑ ﺘﺘﻌﻠﻕ‬
‫ﺒﺎﻟﻌﻤل‪ ،‬ﺍﻟﻌﺯﻟﺔ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ ﻭﺍﻷﻀﺭﺍﺭ ﺒﺎﻟﻌﻼﻗﺎﺕ( ﺘﺴﺎﻫﻡ ﻓﻲ ﺘﻔﺴﻴﺭ )‪ ( ٦٠ %‬ﻤﻥ ﺍﻟﺘﻐﻴﻴﺭ ﺍﻟﺤﺎﺼل ﻓﻲ ﺍﻻﺒـﺩﺍﻉ ﻭ‬
‫)‪ (٤٠ %‬ﻴﻌﻭﺩ ﻟﺘﺩﺨل ﻋﻭﺍﻤل ﺍﺨﺭﻯ ﻏﻴﺭ ﺩﺍﺨﻠﺔ ﻓﻲ ﺍﻟﻨﻤﻭﺫﺝ ﺍﻻﺤﺼﺎﺌﻲ‪ .‬ﻭﻜﻤﺎ ﺘﺅﻜﺩ ﻗﻴﻤـﺔ ) < ‪F=24.094, P‬‬
‫‪ (0.01‬ﻋﻠﻰ ﻭﺠﻭﺩ ﺍﻟﺩﻻﻟﺔ ﺍﻟﻤﻌﻨﻭﻴﺔ ﻓﻲ ﺘﻔﺴﻴﺭ ﺍﻻﺒﺩﺍﻉ ﻤﻥ ﺨﻼل ﻤﻔﻬﻭﻡ ﺍﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ‪ .‬ﻟﻜﻲ ﻴﺒﺩﻉ ﺍﻻﻨﺴﺎﻥ ﻻﺒـﺩ‬
‫ﻤﻥ ﺘﻭﻓﺭ ﺍﻟﻭﺴﺎﺌل ﺍﻟﺘﻲ ﺘﺴﺎﻋﺩﻩ ﻋﻠﻰ ﺫﻟﻙ ﻭﻤﻨﻬﺎ ﺘﻭﻓﺭ ﺍﻟﺠﻭ ﺍﻟﺩﻴﻤﻘﺭﺍﻁﻲ ﺍﻟﺫﻱ ﻴﺴﻤﺢ ﻟﻪ ﺒﺎﻟﺘﻜﻠﻡ ﺒﺤﺭﻴﺔ ﻋﻥ ﺍﻻﻤـﻭﺭ‬
‫ﺍﻟﺘﻲ ﻴﺭﺍﻫﺎ ﻏﻴﺭ ﺠﻴﺩﺓ ﺩﺍﺨل ﺍﻟﻌﻤل ﻟﻜﻥ ﺨﻭﻓﻪ ﻤﻥ ﺭﺩﻭﺩ ﺍﻟﻔﻌل ﺍﻟﺴﻠﺒﻴﺔ ﻤﻥ ﺍﻟﺯﻤﻼﺀ ﻭﺍﻟﺭﺅﻭﺴﺎﺀ ﺘﺠﻌﻠﻪ ﻴﻠﺘﺯﻡ ﺍﻟﺼﻤﺕ‬
‫ﻟﻤﻨﻅﻤﺘﻪ ﻭﻓﻲ ﻀﻭﺀ ﻤﺎ ﺘﻘﺩﻡ ﻓـﺄﻥ ﻫـﺫﻩ‬
‫‪.‬‬ ‫ﻭﻋﺩﻡ ﺍﻟﺒﻭﺡ ﺒﻤﺎ ﻟﺩﻴﻪ ﻭﺒﺎﻟﺘﺎﻟﻲ ﺸﻌﻭﺭﻩ ﺒﻌﺩﻡ ﺍﻟﺭﻏﺒﺔ ﺒﺎﻟﻌﻤل ﻭﺘﻘﺩﻴﻡ ﻤﺎﻟﺩﻴﻪ‬
‫ﺍﻟﻨﺘﻴﺠﺔ ﺘﻘﺩﻡ ﺩﻋﻡ ﺍﺘﺠﺎﻩ ﻫﺫﻩ ﺍﻟﻔﺭﻀﻴﺔ ‪.‬‬
‫ﺠﺩﻭل ) ‪(٦‬‬
‫ﻨﺘﺎﺌﺞ ﺘﺤﻠﻴل ﺍﻻﻨﺤﺩﺍﺭ ﺍﻟﻤﺘﻌﺩﺩ ﻻﺨﺘﺒﺎﺭ ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﺭﺌﻴﺴﺔ ﺍﻟﺜﺎﻨﻴﺔ‪٢-‬‬
‫‪F‬‬ ‫‪R2‬‬ ‫‪Sig.‬‬ ‫‪T‬‬ ‫‪β‬‬ ‫ﺍﻟﻤﺘﻐﻴﺭ ﺍﻟﻤﺴﺘﻘل‬ ‫ﺍﻟﻤﺘﻐﻴﺭ ﺍﻟﻤﻌﺘﻤﺩ‬

‫ﺍﻻﺒﺩﺍﻉ‬
‫**‪24.094‬‬ ‫‪0.60‬‬ ‫‪.028‬‬ ‫‪-2.25‬‬ ‫‪-‬‬ ‫ﺍﺴﺒﺎﺏ ﺇﺩﺍﺭﻴﺔ‬
‫*‪.298‬‬
‫‪.230‬‬ ‫‪-1.215‬‬ ‫‪-.197‬‬ ‫ﻨﻘﺹ ﺍﻟﺨﺒﺭﺓ‬
‫‪.219‬‬ ‫‪-1.243‬‬ ‫‪-.198‬‬ ‫ﻤﺨﺎﻭﻑ ﺘﺘﻌﻠﻕ‬
‫ﺒﺎﻟﻌﻤل‬
‫‪.040‬‬ ‫‪-2.027‬‬ ‫‪-‬‬ ‫ﺍﻟﻌﺯﻟﺔ‬
‫*‪.277‬‬ ‫ﺍﻻﺠﺘﻤﺎﻋﻴﺔ‬
‫‪.000‬‬ ‫‪-3.790‬‬ ‫‪-‬‬ ‫ﺍﻷﻀﺭﺍﺭ‬

‫**‪.547‬‬ ‫ﺒﺎﻟﻌﻼﻗﺎﺕ‬
‫‪* Correlation is significant at the 0.05 level (2-tailed).‬‬
‫‪** Correlation is significant at the 0.01 level (2-tailed).‬‬

‫‪-٣‬ﺘﻭﺠﺩ ﻋﻼﻗﺔ ﺘﺄﺜﻴﺭ ﻋﻜﺴﻴﺔ ﺫﺍﺕ ﺩﻻﻟﺔ ﺍﺤﺼﺎﺌﻴﺔ ﺒﻴﻥ ﺇﺒﻌﺎﺩ ﺃﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ ﻭﺒﻌﺩ ﺍﻟﻐﻴﺎﺏ"‬
‫ﺘﺭﻜﺯ ﻫﺫﻩ ﺍﻟﻔﺭﻀﻴﺔ ﻋﻠﻰ ﺍﻟﻌﻼﻗﺔ ﺒﻴﻥ ﺍﺒﻌﺎﺩ ﺃﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ )ﺃﺴﺒﺎﺏ ﺇﺩﺍﺭﻴﺔ‪ ،‬ﻨﻘﺹ ﺍﻟﺨﺒﺭﺓ‪ ،‬ﻤﺨـﺎﻭﻑ ﺘﺘﻌﻠـﻕ‬
‫ﺒﺎﻟﻌﻤل‪ ،‬ﺍﻟﻌﺯﻟﺔ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ ﻭﺍﻷﻀﺭﺍﺭ ﺒﺎﻟﻌﻼﻗﺎﺕ( ﻭﺒ‪‬ﻌﺩ ﺍﻟﻐﻴﺎﺏ‪ ،‬ﻭﻜﻤﺎ ﻴﻅﻬﺭ ﻤﻥ ﺨﻼل ﺍﻟﺠﺩﻭل )‪ ( ٧‬ﻓـﺄﻥ ﺠﻤﻴـﻊ‬
‫ﺍﻟﻌﻼﻗﺎﺕ ﺍﻴﺠﺎﺒﻴﺔ ﻭﺍﻥ ﺍﻟﺒﻌﺽ ﻤﻨﻬﺎ ﺫﺍﺕ ﺩﻻﻟﺔ ﻤﻌﻨﻭﻴﺔ ﻋﻨﺩ ﻤﺴـﺘﻭﻯ )‪(β= - 0.250,-0.253, P<.05) (5 %‬‬
‫ﻤﺜل ﻤﺨﺎﻭﻑ ﺘﺘﻌﻠﻕ ﺒﺎﻟﻌﻤل ﻭﺍﻟﻌﺯﻟﺔ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ‪ .‬ﻜﻤﺎ ﻴﻌﺭﺽ ﺍﻟﺠﺩﻭل )‪ ( ٧‬ﻨﺘﺎﺌﺞ ﺍﻟﻌﻼﻗﺔ ﺒﻴﻥ ﺒ‪‬ﻌﺩﻱ ﺍﺴﺒﺎﺏ ﺍﺩﺍﺭﻴـﺔ‬
‫ﻭﺘﻨﻅﻴﻤﻴﺔ ﻭﺍﻟﻌﺯﻟﺔ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ ﻭﺍﻟﻐﻴﺎﺏ ﺤﻴﺙ ﻜﺎﻨﺕ ﺍﻴﺠﺎﺒﻴﺔ ﻭﻟﻜﻥ ﻏﻴﺭﻤﻌﻨﻭﻴﺔ ﻻﻋﻨـﺩ ﻤﺴـﺘﻭﻯ )‪ (% ١‬ﻭﻻ)‪.. (%٥‬‬
‫ﻭﻫﺫﻩ ﺍﻟﻨﺘﻴﺠﺔ ﺠﺎﺀﺕ ﻤﻐﺎﻴﺭﺓ ﻜﻠﻴﹰﺎ ﻟﺘﻭﻗﻌﺎﺕ ﺍﻟﺒﺤﺙ‪.‬‬
‫ﻜﻤﺎ ﺘﺸﻴﺭ ﻨﺘﺎﺌﺞ ﺍﻟﺠﺩﻭل )‪ (٧‬ﺍﻟﻰ ﺍﻥ ﺍﺒﻌﺎﺩ ﺍﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ )ﺃﺴﺒﺎﺏ ﺇﺩﺍﺭﻴﺔ‪ ،‬ﻨﻘﺹ ﺍﻟﺨﺒﺭﺓ‪ ،‬ﻤﺨﺎﻭﻑ ﺘﺘﻌﻠـﻕ‬
‫ﺒﺎﻟﻌﻤل‪ ،‬ﺍﻟﻌﺯﻟﺔ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ ﻭﺍﻷﻀﺭﺍﺭ ﺒﺎﻟﻌﻼﻗﺎﺕ( ﺘﺴﺎﻫﻡ ﻓﻲ ﺘﻔﺴﻴﺭ )‪ (٧٤ %‬ﻤﻥ ﺍﻟﺘﻐﻴﻴﺭ ﺍﻟﺤﺎﺼل ﻓـﻲ ﺍﻟﻐﻴـﺎﺏ ﻭ‬
‫)‪ (٢٦ %‬ﻴﻌﻭﺩ ﻟﺘﺩﺨل ﻋﻭﺍﻤل ﺍﺨﺭﻯ ﻏﻴﺭ ﺩﺍﺨﻠﺔ ﻓﻲ ﺍﻟﻨﻤﻭﺫﺝ ﺍﻻﺤﺼﺎﺌﻲ‪ .‬ﻭﻜﻤـﺎ ﺘﺅﻜـﺩ ﻗﻴﻤـﺔ ) ‪F=43.641,‬‬
‫‪ ( P<0.01‬ﻋﻠﻰ ﻭﺠﻭﺩ ﺍﻟﺩﻻﻟﺔ ﺍﻟﻤﻌﻨﻭﻴﺔ ﻓﻲ ﺘﻔﺴﻴﺭ ﺍﻟﻐﻴﺎﺏ ﻤﻥ ﺨﻼل ﻤﻔﻬﻭﻡ ﺍﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ‪ .‬ﻭﻫﺫﺍ ﻴﻌﻭﺩ ﺍﻟـﻰ ﺍﻥ‬
‫ﺍﻟﺘﺯﺍﻡ ﺍﻟﻔﺭﺩ ﺘﺠﺎﻩ ﻤﻨﻅﻤﺘﻪ ﻴﺘﺄﺜﺭ ﺒﺸﻜل ﺍﻭ ﺒﺂﺨﺭ ﺒﺤﺭﻴﺘﻪ ﺩﺍﺨل ﺍﻟﻌﻤل ﻭﺍﻟﺘﻲ ﺘﺴﺎﻋﺩﻩ ﻋﻠﻰ ﻁﺭﺡ ﺍﻟﻨﻘﺩ ﺍﻟﺒﻨﺎﺀ ﻟﻼﻤـﻭﺭ‬
‫ﺍﻟﺘﻲ ﻴﺭﺍﻫﺎ ﺘﺤﺘﺎﺝ ﺍﻟﻰ ﺍﻋﺎﺩﺓ ﺍﻟﻨﻅﺭ ﻓﻴ ﻬﺎ‪ .‬ﻤﻤﺎ ﺘﻘﺩﻡ ﻓﺄﻥ ﻫﺫﻩ ﺍﻟﻨﺘﻴﺠﺔ ﻻﺘﻘﺩﻡ ﺍﻱ ﺩﻋﻡ ﺍﺘﺠﺎﻩ ﻫﺫﻩ ﺍﻟﻔﺭﻀﻴﺔ‪.‬‬

‫ﺠﺩﻭل )‪(7‬‬
‫ﻨﺘﺎﺌﺞ ﺘﺤﻠﻴل ﺍﻻﻨﺤﺩﺍﺭ ﺍﻟﻤﺘﻌﺩﺩ ﻻﺨﺘﺒﺎﺭ ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﺭﺌﻴﺴﺔ ﺍﻟﺜﺎﻨﻴﺔ ‪٣-‬‬
‫‪F‬‬ ‫‪R2‬‬ ‫‪Sig.‬‬ ‫‪T‬‬ ‫‪β‬‬ ‫ﺍﻟﻤﺘﻐﻴﺭ ﺍﻟﻤﺴﺘﻘل‬ ‫ﺍﻟﻤﺘﻐﻴﺭ ﺍﻟﻤﻌﺘﻤﺩ‬
‫ﺍﻟﻐﻴﺎﺏ‬
‫**‪43.641‬‬ ‫‪0.74‬‬ ‫‪.000‬‬ ‫‪3.844‬‬ ‫**‪.431‬‬ ‫ﺍﺴﺒﺎﺏ ﺇﺩﺍﺭﻴﺔ‬
‫‪.126‬‬ ‫‪1.554‬‬ ‫‪.166‬‬ ‫ﻨﻘﺹ ﺍﻟﺨﺒﺭﺓ‬
‫‪.022‬‬ ‫‪2.355‬‬ ‫*‪.250‬‬ ‫ﻤﺨﺎﻭﻑ ﺘﺘﻌﻠﻕ‬
‫ﺒﺎﻟﻌﻤل‬
‫‪.020‬‬ ‫‪2.361‬‬ ‫*‪.253‬‬ ‫ﺍﻟﻌﺯﻟﺔ‬
‫ﺍﻻﺠﺘﻤﺎﻋﻴﺔ‬
‫‪.239‬‬ ‫‪1.191‬‬ ‫‪.128‬‬ ‫ﺍﻷﻀﺭﺍﺭ‬
‫ﺒﺎﻟﻌﻼﻗﺎﺕ‬
‫‪* Correlation is significant at the 0.05 level (2-tailed).‬‬
‫‪** Correlation is significant at the 0.01 level (2-tailed).‬‬

‫‪ -‬ﺘﻭﺠﺩ ﻋﻼﻗﺔ ﺘﺄﺜﻴﺭ ﻋﻜﺴﻴﺔ ﺫﺍﺕ ﺩﻻﻟﺔ ﺍﺤﺼﺎﺌﻴﺔ ﺒﻴﻥ ﺇﺒﻌﺎﺩ ﺃﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ ﻭﺒﻌﺩ ﺍﻻ ﻨﺘﺎﺠﻴﺔ"‬
‫ﺘﺭﻜﺯ ﻫﺫﻩ ﺍﻟﻔﺭﻀﻴﺔ ﻋﻠﻰ ﺍﻟﻌﻼﻗﺔ ﺒﻴﻥ ﺍﺒﻌﺎﺩ ﺃﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ )ﺃﺴﺒﺎﺏ ﺇﺩﺍﺭﻴﺔ‪ ،‬ﻨﻘﺹ ﺍﻟﺨﺒﺭﺓ‪ ،‬ﻤﺨﺎﻭﻑ ﺘﺘﻌﻠﻕ ﺒﺎﻟﻌﻤـل‪،‬‬
‫ﺍﻟﻌﺯﻟﺔ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ ﻭﺍﻷﻀﺭﺍﺭ ﺒﺎﻟﻌﻼﻗﺎﺕ( ﻭﺒ‪‬ﻌﺩ ﺍﻻﻨﺘﺎﺠﻴﺔ ‪ ،‬ﻭﻜﻤﺎ ﻴﻅﻬﺭ ﻤﻥ ﺨﻼل ﺍﻟﺠﺩﻭل )‪ (٨‬ﻓﺄﻥ ﻫﻨﺎﻟـﻙ ﻋﻼﻗـﺔ‬
‫ﺘﺄﺜﻴﺭ ﺴﻠﺒﻴﺔ ﺫﺍﺕ ﺩﻻﻟﺔ ﻤﻌﻨﻭﻴﺔ ﻋﻨﺩ ﻤﺴـﺘﻭﻯ )‪ (β= - 0.281,-0.286,-0.271 P<.05) (5 %‬ﺒـﻴﻥ ﺇﺒﻌـﺎﺩ‬
‫ﺃﺴﺒﺎﺏ ﺇﺩﺍﺭﻴﺔ‪ ،‬ﻭﻤﺨﺎﻭﻑ ﺘﺘﻌﻠﻕ ﺒﺎﻟﻌﻤل ‪ ،‬ﻭﺍﻟﺨﻭﻑ ﻤﻥ ﺍﻻﻀﺭﺍﺭ ﺒﺎﻟﻌﻼﻗﺎﺕ ﻤﻥ ﺠﻬﺔ ﻭﺍﻻﻨﺘﺎﺠﻴﺔ ﻤﻥ ﺠﻬﺔ ﺃﺨـﺭﻯ‪.‬‬
‫ﻜﻤﺎ ﻴﻌﺭﺽ ﺍﻟﺠﺩﻭل )‪ (٨‬ﻨﺘﺎﺌﺞ ﺍﻟﻌﻼﻗﺔ ﺒﻴﻥ ﺒ‪‬ﻌﺩﻱ ﺍﻻﻀﺭﺍﺭ ﺒﺎﻟﻌﻼﻗﺎﺕ ﻭ ﻨﻘـﺹ ﺍﻟﺨﺒـﺭﺓ ﻭﺍﻟﻌﺯﻟـﺔ ﺍﻻﺠﺘﻤﺎﻋﻴـﺔ‬
‫ﻭﺍﻻﻨﺘﺎﺠﻴﺔ ﺤﻴﺙ ﻜﺎﻨﺕ ﺴﻠﺒﻴﺔ ﻟﻜﻥ ﻏﻴﺭ ﻤﻌﻨﻭﻴﺔ ﻻ ﻋﻨﺩ ﻤﺴﺘﻭﻯ )‪ ( ١ %‬ﻭﻻ ﻤﺴﺘﻭﻯ )‪ .(٥ %‬ﻭﻫﺫﻩ ﺍﻟﻨﺘﻴﺠﺔ ﺠـﺎﺀﺕ‬
‫ﻤﻐﺎﻴﺭﺓ ﺠﺯﺌﻴﹰﺎ ﻟﺘﻭﻗﻌﺎﺕ ﺍﻟﺒﺤﺙ‪.‬‬
‫ﻜﻤﺎ ﺘﺸﻴﺭ ﻨﺘﺎﺌﺞ ﺍﻟﺠﺩﻭل )‪ (٨‬ﺍﻟﻰ ﺍﻥ ﺍﺒﻌﺎﺩ ﺍﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ )ﺃﺴﺒﺎﺏ ﺇﺩﺍﺭﻴﺔ‪ ،‬ﻨﻘﺹ ﺍﻟﺨﺒـﺭﺓ‪ ،‬ﻤﺨـﺎﻭﻑ ﺘﺘﻌﻠـﻕ‬
‫ﺒﺎﻟﻌﻤل‪ ،‬ﺍﻟﻌﺯﻟﺔ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ ﻭﺍﻷﻀﺭﺍﺭ ﺒﺎﻟﻌﻼﻗﺎﺕ( ﺘﺴﺎﻫﻡ ﻓﻲ ﺘﻔﺴﻴﺭ )‪ (٧٩ %‬ﻤﻥ ﺍﻟﺘﻐﻴﻴﺭ ﺍﻟﺤﺎﺼل ﻓﻲ ﺍﻻﻨﺘﺎﺠﻴـﺔ‬
‫ﻭ )‪ (٢١ %‬ﻴﻌﻭﺩ ﻟﺘﺩﺨل ﻋﻭﺍﻤل ﺍﺨﺭﻯ ﻏﻴﺭ ﺩﺍﺨﻠﺔ ﻓﻲ ﺍﻟﻨﻤﻭﺫﺝ ﺍﻻﺤﺼﺎﺌﻲ‪ .‬ﻭﻜﻤﺎ ﺘﺅﻜﺩ ﻗﻴﻤـﺔ ) ‪F=69.527,‬‬
‫‪ (P<0.01‬ﻋﻠﻰ ﻭﺠﻭﺩ ﺍﻟﺩﻻﻟﺔ ﺍﻟﻤﻌﻨﻭﻴﺔ ﻓﻲ ﺘﻔﺴﻴﺭ ﺍﻻﻨﺘﺎﺠﻴﺔ ﻤﻥ ﺨﻼل ﻤﻔﻬﻭﻡ ﺍﺴـﺒﺎﺏ ﺍﻟﺼـﻤﺕ‪ .‬ﺍﻥ ﺍﻨﺘﺎﺠﻴـﺔ‬
‫ﺍﻟﻌﺎﻤﻠﻴﻥ ﻟﻬﺎ ﺍﺒﻌﺎﺩ ﻨﻔﺴﻴﺔ ﺍﻀﺎﻓﺔ ﺍﻟﻰ ﺍﻻﺒﻌﺎﺩ ﺍﻻﺨﺭﻯ ﺍﻟﺠﺴﺩﻴﺔ ﻭﺍﻟﻔﻜﺭﻴﺔ ﻓﻜﻠﻤﺎ ﻜﺎﻥ ﺍﻻﺤﺴﺎﺱ ﺒﺎﻟﺭﺍﺤﺔ ﻭﺍﻻﺴـﺘﻘﺭﺍﺭ‬
‫ﻭﺍﻟﺤﺭﻴﺔ ﻓﻲ ﺍﻟﺘﻌﺒﻴﺭ ﻋﻥ ﺍﻟﺭﺃﻱ ﻋﺎﻟﻲ ﻜﻠﻤﺎ ﺍﺭﺘﻔﻌﺕ ﺍﻨﺘﺎﺠﻴﺘﻬﻡ ﻭﺍﺩﺍﺌﻬﻡ‪ .‬ﻭﻓﻲ ﻀﻭﺀ ﻤﺎ ﺘﻘﺩﻡ ﻓﺄﻥ ﻫﺫﻩ ﺍﻟﻨﺘﻴﺠﺔ ﺘﻘـﺩﻡ‬
‫ﺩﻋﻡ ﺍﺘﺠﺎﻩ ﻫﺫﻩ ﺍﻟﻔﺭﻀﻴﺔ‪.‬‬

‫ﺠﺩﻭل )‪(8‬‬
‫ﻨﺘﺎﺌﺞ ﺘﺤﻠﻴل ﺍﻻﻨﺤﺩﺍﺭ ﺍﻟﻤﺘﻌﺩﺩ ﻻﺨﺘﺒﺎﺭ ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﺭﺌﻴﺴﺔ ﺍﻟﺜﺎﻨﻴﺔ ‪٤-‬‬

‫‪F‬‬ ‫‪R2‬‬ ‫‪Sig.‬‬ ‫‪T‬‬ ‫‪β‬‬ ‫ﺍﻟﻤﺘﻐﻴﺭ ﺍﻟﻤﺴﺘﻘل‬ ‫ﺍﻟﻤﺘﻐﻴﺭ ﺍﻟﻤﻌﺘﻤﺩ‬

‫ﺍﻹﻨﺘﺎﺠﻴﺔ‬
‫**‪69.527‬‬ ‫‪0.79‬‬ ‫‪.027‬‬ ‫‪-2.277‬‬ ‫‪-‬‬ ‫ﺍﺴﺒﺎﺏ ﺇﺩﺍﺭﻴﺔ‬
‫*‪.281‬‬
‫‪.089‬‬ ‫‪-1.773‬‬ ‫‪-.189‬‬ ‫ﻨﻘﺹ ﺍﻟﺨﺒﺭﺓ‬
‫‪.043‬‬ ‫‪-2.074‬‬ ‫‪-‬‬ ‫ﻤﺨﺎﻭﻑ ﺘﺘﻌﻠﻕ‬
‫*‪.268‬‬ ‫ﺒﺎﻟﻌﻤل‬
‫‪.070‬‬ ‫‪-1.849‬‬ ‫‪-.226‬‬ ‫ﺍﻟﻌﺯﻟﺔ‬
‫ﺍﻻﺠﺘﻤﺎﻋﻴﺔ‬
‫‪.039‬‬ ‫‪-2.82‬‬ ‫‪-‬‬ ‫ﺍﻷﻀﺭﺍﺭ‬

‫*‪.271‬‬ ‫ﺒﺎﻟﻌﻼﻗﺎﺕ‬
‫‪* Correlation is significant at the 0.05 level (2-tailed).‬‬
‫‪** Correlation is significant at the 0.01 level (2-tailed).‬‬
‫ﺍﻟﻤﺒﺤﺙ ﺍﻟﺭﺍﺒﻊ ‪ :‬ﺍﻻﺴﺘﻨﺘﺎﺠﺎﺕ ﻭﺍﻟﺘﻭﺼﻴﺎﺕ‬
‫ﺍﻭﻻ‪ :‬ﺍﻻﺴﺘﻨﺘﺎﺠﺎﺕ‪:‬‬
‫ﻓﻲ ﻀﻭﺀ ﻤﺎ ﺘﻡ ﻋﺭﻀﻪ ﻭﺘﺤﻠﻴﻠﻪ ﻓﻲ ﺍﻻﻁﺎﺭ ﺍﻟﻌﻤﻠﻲ ﻟﻠﺒﺤﺙ‪ ،‬ﻴﻤﻜﻥ ﺇﻴﺠﺎﺯ ﺃﻫﻡ ﺍﻻﺴﺘﻨﺘﺎﺠﺎﺕ ﺍﻟﺘﻲ ﺘﻡ‬
‫ﺍﻟﺘﻭﺼل ﺇﻟﻴﻬﺎ ﺒﺎﻵﺘﻲ‪:‬‬
‫‪ -١‬ﺠﺎﺀﺕ ﺁﺭﺍﺀ ﺃﻓﺭﺍﺩ ﻋﻴﻨﺔ ﺍﻟﺒﺤﺙ ﺇﻴﺠﺎﺒﻴﺔ ﺒﺸﺄﻥ ﺍﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ ﺍﻟﺘﻨﻅﻴﻤﻲ ﺃﻱ ﺍﻥ ﻫﻨﺎﻙ ﺘﻔﻬﻤﺎﹰ ﻤﻥ ﻗﺒل‬
‫ﺍﻻﻓﺭﺍﺩ ﺍﻟﻌﺎﻤﻠﻴﻥ ﺒﺎﻷﺴﺒﺎﺏ ﺍﻟﺘﻲ ﺘﻘﻑ ﻭﺭﺍﺀ ﺼﻤﺘﻬﻡ ﻭﻜﺎﻻﺘﻲ‪:‬‬
‫ﺃ‪ -‬ﺠﺎﺀ ﺍﻟﺨﻭﻑ ﻤﻥ ﺍﻟﻌﺯﻟﺔ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ ﺒﺎﻟﻤﺭﺘﺒﺔ ﺍﻻﻭﻟﻰ ﺍﺫ ﺤﻘﻕ ﺍﻋﻠﻰ ﻭﺴﻁ ﺤﺴﺎﺒﻲ ﻭﻫﺫﺍ ﻴﺩل ﻋﻠﻰ ﺍﻥ‬
‫ﻋﻴﻨﺔ ﺍﻟﺒﺤﺙ ﻤﺩﺭﻜﺔ ﺘﻤﺎﻤﹰﺎ ﺒﺎﻥ ﺍﻟﺘﻜﻠﻡ ﻋﻥ ﻤﺸﺎﻜل ﻤﻨﻅﻤﺘﻬﻡ ﺴﻭﻑ ﻴﺴﺒﺏ ﻟﻬﻡ ﻋﺯﻟﺔ ﺍﺠﺘﻤﺎﻋﻴﺔ ﺒﻴﻥ‬
‫ﺍﻗﺭﺍﻨﻬﻡ‪.‬‬
‫ﺏ‪ -‬ﺒﻴﻨﻤﺎ ﻨﺠﺩ ﺍﻥ ﻨﻘﺹ ﺍﻟﺨﺒﺭﺓ ﻗﺩ ﺤﺼل ﻋﻠﻰ ﺍﻟﻤﺭﺘﺒﺔ ﺍﻟﺜﺎﻨﻴﺔ ﻤﻥ ﺤﻴﺙ ﺍﻻﻫﻤﻴﺔ ﻭﻫﺫﺍ ﻴﺩل ﻋﻠﻰ ﻭﺠﻭﺩ‬
‫ﺍﺩﺭﺍﻙ ﻤﻥ ﻗﺒل ﻋﻴﻨﺔ ﺍﻟﺒﺤﺙ ﻜﻭﻥ ﺍﻻﻓﺭﺍﺩ ﺍﻟﺫﻴﻥ ﻜﺎﻨﻭﺍ ﺘﺤﺕ ﺘﺄﺜﻴﺭ ﺍﻟﺘﺠﺭﺒﺔ ﺍﻟﺴﺎﺒﻘﺔ ﺍﻟﺘﻲ ﻤﺭﻭﺍ ﺒﻬﺎ‬
‫ﻴﺘﺠﻨﺒﻭﻥ ﺍﺜﺎﺭﺓ ﺍﻟﻤﺸﺎﻜل ﺍﻭ ﻤﻨﺎﻗﺸﺎﺘﻬﺎ ﻤﻊ ﺯﻤﻼﺀﻫﻡ ﺍﻭ ﺭﺅﺴﺎﺌﻬﻡ ﺍﻟﻤﺒﺎﺸﺭﻴﻥ ﻭﺫﻟﻙ ﻜﻭﻥ ﺍﻥ ﺍﺜﺎﺭﺓ ﻤﺜل‬
‫ﻫﺫﻩ ﺍﻟﻤﺸﺎﻜل ﻗﺩ ﻻ ﻴﺅﺨﺫ ﺒﻬﺎ ﻭﺘﻜﻭﻥ ﺍﻟﺴﺒﺏ ﻓﻲ ﺤﺩﻭﺙ ﻤﺸﺎﻜل ﻤﻊ ﻤﺴﺅﻭﻟﻴﻬﻡ ‪.‬‬
‫ﺝ‪ -‬ﻭﺴﺒﺏ ﺍﻟﺨﻭﻑ ﻤﻥ ﺍﻻﻀﺭﺍﺭ ﺒﺎﻟﻌﻼﻗﺎﺕ ﺒﺎﻟﻤﺭﺘﺒﺔ ﺍﻟﺜﺎﻟﺜﺔ ﻤﻤﺎ ﻴﺅﻜﺩ ﺍﻥ ﺍﻟﻌﻼﻗﺎﺕ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ ﺩﺍﺨل‬
‫ﺍﻟﻌﻤل ﻟﻬﺎ ﺍﻫﻤﻴﺔ ﻜﺒﻴﺭﺓ ﺘﺠﻌل ﺍﻻﻓﺭﺍﺩ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻴﺘﺠﻨﺒﻭﻥ ﺍﻟﻜﻼﻡ ﺨﻭﻓﹰﺎ ﻤﻥ ﻓﻘﺩﺍﻨﻬﺎ ‪.‬‬
‫ﺩ ‪ -‬ﻓﻴﻤﺎ ﺤل ﺍﻟﺴﺒﺏ ﻤﻥ ﻤﺨﺎﻭﻑ ﺘﺘﻌﻠﻕ ﺒﺎﻟﻌﻤل ﺒﺎﻟﻤﺭﺘﺒﺔ ﺍﻟﺭﺍﺒﻌﺔ ﻤﻤﺎ ﻴﺸﻴﺭ ﺍﻟﻰ ﺍﻥ ﻋﻴﻨﺔ ﺍﻟﺒﺤﺙ ﻤﺩﺭﻜﺔ‬
‫ﻟﻠﻤﺨﺎﻭﻑ ﺍﻟﺘﻲ ﺘﺘﻌﻠﻕ ﺒﺎﻟﻌﻤل ﻟﻭ ﻟﻡ ﺘﻠﺘﺯﻡ ﺍﻟﺼﻤﺕ ﺤﻴﺎل ﻤﺎ ﺘﺭﺍﻩ ﻓﻲ ﺍﻟﻤﻨﻅﻤﺔ‪.‬‬
‫ﻩ‪ -‬ﻭﺍﺨﻴﺭﹰﺍ ﺍﻻﺴﺒﺎﺏ ﺍﻹﺩﺍﺭﻴﺔ ﻭﺍﻟﺘﻨﻅﻴﻤﻴﺔ ﺒﺎﻟﻤﺭﺘﺒﺔ ﺍﻻﺨﻴﺭﺓ ﻤﻤﺎ ﻴﺩل ﻋﻠﻰ ﻭﺠﻭﺩ ﺘﻘﺒل ﺍﻴﺠﺎﺒﻲ ﺒﺴﻴﻁ ﻤﻥ‬
‫ﻗﺒل ﻋﻴﻨﺔ ﺍﻟﺒﺤﺙ ﺍﺘﺠﺎﻩ ﺘﻭﻓﺭ ﻫﺫﺍ ﺍﻟﺴﺒﺏ ﻭﺫﻟﻙ ﻻﻋﺘﻘﺎﺩ ﺍﻻﻓﺭﺍﺩ ﺍﻟﻌﺎﻤﻠﻴﻥ ﺒﺄﻨﻬﻡ ﺴﻭﻑ ﻴﻌﺎﻗﺒﻭﻥ ﺇﺫﺍ ﻜﺎﻨﺕ‬
‫ﺁﺭﺍﺀﻫﻡ ﻤﻌﺎﺭﻀﺔ ﻟﺘﻭﺠﻬﺎﺕ ﺍﻟﻤﻨﻅﻤﺔ ‪.‬‬
‫‪ -٢‬ﺃﻅﻬﺭﺕ ﻨﺘﺎﺌﺞ ﻭﺼﻑ ﻭﺘﺸﺨﻴﺹ ﺁﺭﺍﺀ ﺍﻓﺭﺍﺩ ﻋﻴﻨﺔ ﺍﻟﺒﺤﺙ ﺍﻫﺘﻤﺎﻤﹰﺎ ﺒﻤﺅﺸﺭﺍﺕ ﺍﺩﺍﺀ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻭﻜﺎﻻﺘﻲ‪:‬‬
‫ﺃ‪ -‬ﺠﺎﺀ ﻤﺅﺸﺭ ﺍﻻﻨﺘﺎﺠﻴﺔ ﺒﺎﻟﻤﺭﺘﺒﺔ ﺍﻻﻭﻟﻰ ﻤﻥ ﺤﻴﺙ ﺤﺼﻭﻟﻪ ﻋﻠﻰ ﺍﻋﻠﻰ ﻭﺴﻁ ﺤﺴﺎﺒﻲ ﻗﺩ ﺤﺼل ﻋﻠﻴﻪ‬
‫ﻭﻫﺫﺍ ﻴﺩل ﻋﻠﻰ ﺍﻥ ﻋﻴﻨﺔ ﺍﻟﺒﺤﺙ ﻤﺩﺭﻜﺔ ﺘﻤﺎﻤﹰﺎ ﺒﺎﻥ ﺍﻟﺼﻤﺕ ﺍﻟﺘﻨﻅﻴﻤﻲ ﻟﻪ ﺘﺄﺜﻴﺭ ﻤﺒﺎﺸﺭ ﻋﻠﻰ ﺍﻨﺘﺎﺠﻴﺘﻬﻡ ‪.‬‬
‫ﺏ‪ -‬ﻭﺤﺼل ﻤﺅﺸﺭ ﺍﻟﻐﻴﺎﺏ ﻋﻠﻰ ﺍﻟﻤﺭﺘﺒﺔ ﺍﻟﺜﺎﻨﻴﺔ ﻤﻤﺎ ﻴﺸﻴﺭ ﺍﻟﻰ ﻭﺠﻭﺩ ﺘﻘﺒل ﺍﻴﺠﺎﺒﻲ ﻤﻥ ﻗﺒل ﻋﻴﻨﺔ ﺍﻟﺒﺤﺙ‬
‫ﺍﺘﺠﺎﻩ ﺘﻭﻓﺭ ﻫﺫﺍ ﺍﻟﺒﻌﺩ ‪.‬‬
‫ﺝ‪ -‬ﺒﻴﻨﻤﺎ ﻨﺠﺩ ﺍﻥ ﻤﺅﺸﺭ ﺍﻷﺒﺩﺍﻉ ﻗﺩ ﺤﺼل ﻋﻠﻰ ﺍﻟﻤﺭﺘﺒﺔ ﺍﻟﺜﺎﻟﺜﺔ ﻤﻤﺎ ﻴﺩل ﻋﻠﻰ ﻭﺠﻭﺩ ﺘﻘﺒل ﺍﻴﺠﺎﺒﻲ ﺒﺴﻴﻁ‬
‫ﻤﻥ ﻗﺒل ﻋﻴﻨﺔ ﺍﻟﺒﺤﺙ ﺍﺘﺠﺎﻩ ﺘﻭﻓﺭ ﻫﺫﺍ ﺍﻟﻤﺅﺸﺭ ﻜﻭﻥ ﺍﻟﻔﺭﺩ ﺍﻟﻤﺒﺩﻉ ﻫﻭ ﻤﻥ ﻴﻤﺘﻠﻙ ﻤﻬﺎﺭﺍﺕ ﺍﻀﺎﻓﻴﺔ ﻤﺜل‬

‫ﺍﻟﻘﺩﺭﺓ ﻋﻠﻰ ﺘﺤﻤل ﺍﻟﻐﻤﻭﺽ ﻭﻋﺩﻡ ﺍﻟﺤﻜﻡ ﺍﻟﻤﺒﻜﺭ ﻋﻠﻰ ﺍﻻﺸﻴﺎﺀ ﻭﺍﻨﻔﺘﺎﺤﻪ ﻋﻠﻰ ﺍﻟﺨﺒﺭﺍﺕ ﺍﻟﺠﺩﻴﺩﺓ‬
‫ﺍﻟﻤﺘﻨﻭﻋﺔ ﺍﻭ ﻤﻬﺎﺭﺍﺕ ﺸﺨﺼﻴﺔ ﻤﺜل ﺤﺏ ﺍﻻﺴﺘﻁﻼﻉ ﻭﺍﻟﻤﺜﺎﺒﺭﺓ ﻭﺭﻭﺡ ﺍﻟﻤﺠﺎﺯﻓﺔ ﻭﺍﻟﻘﺩﺭﺓ ﻋﻠﻰ ﺍﻟﺘﻐﻴﻴﺭ‬
‫ﻭﺤل ﺍﻟﻤﺸﻜﻼﺕ‪.‬‬
‫ﺩ ‪ -‬ﻭﺤﺼل ﺍﻟﺭﻀﺎ ﺍﻟﻭﻅﻴﻔﻲ ﻋﻠﻰ ﺍﻟﻤﺭﺘﺒﺔ ﺍﻻﺨﻴﺭﺓ ﻤﻥ ﺤﻴﺙ ﺍﻻﻫﻤﻴﺔ ﻤﻤﺎ ﻴﺸﻴﺭ ﺍﻟﻰ ﻭﺠﻭﺩ ﺘﻘﺒل ﺍﻴﺠﺎﺒﻲ‬
‫ﺒﺴﻴﻁ ﻤﻥ ﻗﺒل ﻋﻴﻨﺔ ﺍﻟﺒﺤﺙ ﺍﺘﺠﺎﻩ ﺘﻭﻓﺭ ﻫﺫﺍ ﺍﻟﺒﻌﺩ‪.‬‬
‫ﻋﻜﺴﻴﺔ ﻭﻗﻭﻴﺔ ﺒﻴﻥ ﺃﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ )ﺃﺴﺒﺎﺏ ﺇﺩﺍﺭﻴﺔ‬ ‫‪ -٣‬ﺃﻅﻬﺭﺕ ﻨﺘﺎﺌﺞ ﺍﻟﺒﺤﺙ ﺒﺄﻥ ﻫﻨﺎﻙ ﻋﻼﻗﺔ ﺍﺭﺘﺒﺎﻁ‬
‫ﻭﺘﻨﻅﻴﻤﻴﺔ‪ ،‬ﻨﻘﺹ ﺍﻟﺨﺒﺭﺓ‪ ،‬ﻤﺨﺎﻭﻑ ﺘﺘﻌﻠﻕ ﺒﺎﻟﻌﻤل‪ ،‬ﺍﻟﻌﺯﻟﺔ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ ﻭﺍﻟﺨﻭﻑ ﻤﻥ ﺍﻷﻀﺭﺍﺭ ﺒﺎﻟﻌﻼﻗﺎﺕ(‬
‫ﻭﻤﺅﺸﺭﺍﺕ ﺍﺩﺍﺀ ﺍﻟﻌﺎﻤﻠﻴﻥ )ﺍﻟﺭﻀﺎ ﺍﻟﻭﻅﻴﻔﻲ‪ ،‬ﺍﻻﺒﺩﺍﻉ‪ ،‬ﺍﻻﻨﺘﺎﺠﻴﺔ( ﻭﺘﺩﻋﻡ ﻫﺫﻩ ﺍﻟﻨﺘﻴﺠﺔ ﺼﺤﺔ ﺍﻟﻔﺭﻀﻴﺎﺕ‬
‫ﺍﻟﻔﺭﻋﻴﺔ ﺍﻻﻭﻟﻰ ﻭﺍﻟﺜﺎﻨﻴﺔ ﻭﺍﻟﺭﺍﺒﻌﺔ ﺍﻟﻤﻨﺒﺜﻘﺔ ﻋﻥ ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﺭﺌﻴﺴﺔ ﺍﻻﻭﻟﻰ ﺒﺸﻜل ﻜﺎﻤل‪.‬‬
‫‪ -٤‬ﻫﻨﺎﻟﻙ ﻋﻼﻗﺎﺕ ﺍﺭﺘﺒﺎﻁ ﻤﻭﺠﺒﺔ ﺒﻴﻥ ﺃﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ )ﺃﺴﺒﺎﺏ ﺇﺩﺍﺭﻴﺔ‪ ،‬ﻨﻘﺹ ﺍﻟﺨﺒﺭﺓ‪ ،‬ﻤﺨﺎﻭﻑ ﺘﺘﻌﻠﻕ ﺒﺎﻟﻌﻤل‪،‬‬
‫ﺍﻟﻌﺯﻟﺔ ﺍﻻﺠﺘﻤﺎ ﻋﻴﺔ ﻭﺍﻷﻀﺭﺍﺭ ﺒﺎﻟﻌﻼﻗﺎﺕ( ﻭﻤﺅﺸﺭ ﺍﻟﻐﻴﺎﺏ‪ .‬ﻭﻻ ﺘﺩﻋﻡ ﻫﺫﻩ ﺍﻟﻨﺘﻴﺠﺔ ﺼﺤﺔ ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﻔﺭﻋﻴﺔ‬
‫ﺍﻟﺜﺎﻟﺜﺔ ﺒﺸﻜل ﻜﺎﻤل ﻤﻤﺎ ﻴﻌﻨﻲ ﺭﻓﺽ ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﺜﺎﻟﺜﺔ ﻭﻗﺒﻭل ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﺒﺩﻴﻠﺔ ﺃﻱ ﻭﺠﻭﺩ ﻋﻼﻗﺔ ﺍﺭﺘﺒﺎﻁ‬
‫ﻤﻌﻨﻭﻴﺔ ﻭﻤﻭﺠﺒﺔ ﺒﻴﻥ ﺍﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ ﺍﻟﺘﻨﻅﻴﻤﻲ ﻭﺍﻟﻐﻴﺎﺏ ﻭﻫﺫﺍ ﺍﻤﺭ ﻁﺒﻴﻌﻲ ﻷﻨﻪ ﻜﻠﻤﺎ ﺍﺯﺩﺍﺩﺕ ﺍﺴﺒﺎﺏ‬
‫ﺍﻟﺼﻤﺕ ﻟﺩﻯ ﺍﻟﻌﺎﻤﻠﻴﻥ ﺯﺍﺩﺕ ﻤﻌﺩﻻﺕ ﺍﻟﻐﻴﺎﺏ ﻭﺘﺭﻙ ﺍﻟﻌﻤل‪.‬‬
‫‪ -٥‬ﺘﻭﺠﺩ ﻋﻼﻗﺔ ﺘﺄﺜﻴﺭﻋﻜﺴﻴﺔ ﺒﻴﻥ ﺃﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ )ﺃﺴﺒﺎﺏ ﺇﺩﺍﺭﻴﺔ ﻭﺘﻨﻅﻴﻤﻴﺔ‪ ،‬ﻨﻘﺹ ﺍﻟﺨﺒﺭﺓ‪ ،‬ﻤﺨﺎﻭﻑ ﺘﺘﻌﻠﻕ‬
‫ﺒﺎﻟﻌﻤل‪ ،‬ﺍﻟﻌﺯﻟﺔ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ ﻭﺍﻟﺨ ﻭﻑ ﻤﻥ ﺍﻷﻀﺭﺍﺭ ﺒﺎﻟﻌﻼﻗﺎﺕ( ﻭﻤﺅﺸﺭﺍﺕ ﺍﺩﺍﺀ ﺍﻟﻌﺎﻤﻠﻴﻥ )ﺍﻟﺭﻀﺎ ﺍﻟﻭﻅﻴﻔﻲ‪،‬‬
‫ﺍﻻﺒﺩﺍﻉ‪ ،‬ﺍﻻﻨﺘﺎﺠﻴﺔ( ﻭﺘﺩﻋﻡ ﻫﺫﻩ ﺍﻟﻨﺘﻴﺠﺔ ﺼﺤﺔ ﺍﻟﻔﺭﻀﻴﺎﺕ ﺍﻟﻔﺭﻋﻴﺔ ﺍﻻﻭﻟﻰ ﻭﺍﻟﺜﺎﻨﻴﺔ ﻭﺍﻟﺭﺍﺒﻌﺔ ﺍﻟﻤﻨﺒﺜﻘﺔ ﻋﻥ‬
‫ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﺭﺌﻴﺴﺔ ﺍﻻﻭﻟﻰ ﺒﺸﻜل ﻜﺎﻤل‪.‬‬
‫‪ -٦‬ﻅﻬﺭﺕ ﻋﻼﻗﺎﺕ ﺘﺄﺜﻴﺭ ﻤﻭﺠﺒﺔ ﺒﻴﻥ ﺃﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ )ﺃﺴﺒﺎﺏ ﺇﺩﺍﺭﻴﺔ‪ ،‬ﻨﻘﺹ ﺍﻟﺨﺒﺭﺓ‪ ،‬ﻤﺨﺎﻭﻑ ﺘﺘﻌﻠﻕ ﺒﺎﻟﻌﻤل‪،‬‬
‫ﺍﻟﻌﺯﻟﺔ ﺍﻻﺠﺘﻤﺎ ﻋﻴﺔ ﻭﺍﻷﻀﺭﺍﺭ ﺒﺎﻟﻌﻼﻗﺎﺕ( ﻭﻤﺅﺸﺭ ﺍﻟﻐﻴﺎﺏ‪ .‬ﻭﻻ ﺘﺩﻋﻡ ﻫﺫﻩ ﺍﻟﻨﺘﻴﺠﺔ ﺼﺤﺔ ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﻔﺭﻋﻴﺔ‬
‫ﺍﻟﺜﺎﻟﺜﺔ ﺒﺸﻜل ﻜﺎﻤل ﻤﻤﺎ ﻴﻌﻨﻲ ﺭﻓﺽ ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﺜﺎﻟﺜﺔ ﻭﻗﺒﻭل ﺍﻟﻔﺭﻀﻴﺔ ﺍﻟﺒﺩﻴﻠﺔ ﺃﻱ ﻭﺠﻭﺩ ﻋﻼﻗﺔ ﺘﺄﺜﻴﺭ‬
‫ﻤﻌﻨﻭﻴﺔ ﻭﻤﻭﺠﺒﺔ ﻷﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ ﺍﻟﺘﻨﻅﻴﻤﻲ ﻭﺍﻟﻐﻴﺎﺏ ‪.‬‬
‫ﺜﺎﻨﻴﺎ‪ :‬ﺍﻟﺘﻭﺼﻴﺎﺕ‪:‬‬
‫ﻓﻲ ﻀـﻭﺀ ﻤﺎ ﺘﻡ ﻋﺭﻀـﻪ ﻤﻥ ﺍﺴﺘﻨﺘﺎﺠﺎﺕ ﻨﻘﺘﺭﺡ ﺍﻟﺘﻭﺼﻴﺎﺕ ﺍﻵﺘﻴﺔ‪:‬‬
‫‪ -١‬ﺍﻻﻫﺘﻤﺎﻡ ﺒﺎﻷﻓﺭﺍﺩ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻭﺫﻟﻙ ﻋﻥ ﻁﺭﻴﻕ ﻓﺴﺢ ﺍﻟﻤﺠﺎل ﺍﻤﺎﻤﻬﻡ ﻷﺒﺩﺍﺀ ﺁﺭﺍﺌﻬﻡ ﻭﺫﻟﻙ ﻤﻥ ﺨﻼل ﻭﻀﻊ‬
‫ﺍﻨﻅﻤﺔ ﺍﺘﺼﺎل ﻓﻌﺎﻟﺔ ﺒﻴﻨﻬﻡ ﻭﺒﻴﻥ ﻤﺭﺅﻭﺴﻴﻬﻡ ﻭﻭﻀﻊ ﻫﻴﺎﻜل ﺘﻨﻅﻴﻤﻴﺔ ﺘﺘ ﺴﻡ ﺒﺎﻟﻤﺭﻭﻨﺔ ﻭﺍﻋﻁﺎﺌﻬﻡ ﺍﻟﺜﻘﺔ ﺒﻁﺭﺡ‬
‫ﻤﺎ ﻴﺭﻭﻨﻪ ﻤﻨﺎﺴﺒﺎ ﻤﻥ ﻤﺸﺎﻜل ﻭﺫﻟﻙ ﻟﻠﺤﺩ ﻤﻥ ﺍﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ ﺍﻟﺘﻨﻅﻴﻤﻲ ﻟﺩﻴﻬﻡ‪.‬‬
‫‪ -٢‬ﺒﻤﺎ ﺍﻥ ﺍﻟﺒﺤﺙ ﺃﻅﻬﺭ ﻭﺠﻭﺩ ﻋﻼﻗﺎﺕ ﺍﺭﺘﺒﺎﻁ ﻭﺘﺄﺜﻴﺭ ﻷﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ ﺍﻟﺘﻨﻅﻴﻤﻲ ﻭﻤﺅﺸﺭﺍﺕ ﺃﺩﺍﺀ ﺍﻟﻌﺎﻤﻠﻴﻥ‬
‫ﻓﻲ ﺭﺌﺎﺴﺔ ﺍﻟﺠﺎﻤﻌﺔ )ﻋﻴﻨﺔ ﺍﻟﺒﺤﺙ( ﻟﺫﺍ ﺃﺼﺒﺢ ﻤﻥ ﺍﻟﻀﺭﻭﺭﻱ ﺍﻟﻘﻴﺎﻡ ﺒﻤﻌﺎﻟﺠﺔ ﺍﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ ﺍﻟﺘﻨﻅﻴﻤﻲ ﻟﻤﺎ‬
‫ﻟﻬﺎ ﻤﻥ ﺘﺄﺜﻴﺭ ﻓﻲ ﺍﺩﺍﺀ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻭﺫﻟﻙ ﻤﻥ ﺨﻼل‪:‬‬

‫ﺃ ‪ -‬ﺯﻴﺎﺩﺓ ﻤﻬﻤﺎﺕ ﻭﻤﺴﺅﻭﻟﻴﺎﺕ ﺒﻌﺽ ﺍﻷﻓﺭﺍﺩ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻤﻤﻥ ﻴﺘﻤﺘﻌﻭﻥ ﺒﻤﺴﺘﻭﻴﺎﺕ ﻋﺎﻟﻴﺔ ﻤﻥ ﺍﻟﻜﻔﺎﺀﺓ‬
‫ﻭﻤﻨﺤﻬﻡ ﺼﻼﺤﻴﺎﺕ ﺃﻜﺒﺭ ﻻﺘﺨﺎﺫ ﺍﻟﻘﺭﺍﺭﺍﺕ ﻭﺤل ﺍﻟﻤﺸﻜﻼﺕ‪.‬‬
‫ﺏ ‪ -‬ﺍﻟﻌﻤل ﻋﻠﻰ ﺇﺠﺭﺍﺀ ﺍﻟﻤﻨﺎﻗﺸﺔ ﻭﺍﻟﻤﺸﺎﺭﻜﺔ ﺍﻟﺠﻤﺎﻋﻴﺔ ﻓﻲ ﺘﺤﺩﻴﺩ ﺍﻷﻫﺩﺍﻑ ﻭﺍﻟﻭﺍﺠﺒﺎﺕ ﺍﻟﺨﺎﺼﺔ ﺒﺎﻷﻓﺭ ﺍﺩ‬
‫ﺍﻟﻌﺎﻤﻠﻴﻥ ﺒﻤﺎ ﻴﺘﻼﺀﻡ ﻤﻊ ﻗﺩﺭﺍﺘﻬﻡ ﻭﻗﺎﺒﻠﻴﺎﺘﻬﻡ ﻭﻫﺫﺍ ﻤﻥ ﺸﺄﻨﻪ ﺃﻥ ﻴﺅﺩﻱ ﺍﻟﻰ ﺍﻟﺘﻘﻠﻴل ﻤﻥ ﺒﻌﺽ ﺍﻟﻤﺨﺎﻭﻑ‬
‫ﺍﻟﻤﺘﻌﻠﻘﺔ ﺒﺎﻟﻌﻤل ﺍﻟﺫﻱ ﻴﻌﺎﻨﻲ ﻤﻨﻪ ﺒﻌﺽ ﺍﻷﻓﺭﺍﺩ ﺍﻟﻌﺎﻤﻠﻴﻥ‪.‬‬
‫ﺕ ‪-‬ﺘﻜﻠﻴﻑ ﺍﻷﻓﺭﺍﺩ ﺍﻟﻌﺎﻤﻠﻴﻥ ﺒﻤﻌﺎﻟﺠﺔ ﻤﺸﺎﻜﻠﻬﻡ ﺒﺎﻟﻁﺭﻴﻘﺔ ﺍﻟﺘﻲ ﺘﺭﻀﻲ ﻭﺘﺤﻘﻕ ﻤﺼﺎﻟﺤﻬﻡ ﻭﻤﺼﺎﻟﺢ ﺍﻟﻤﻨﻅﻤﺔ‬
‫ﻋﻠﻰ ﺤﺩ ﺴﻭﺍﺀ‪.‬‬
‫ﺙ ‪ -‬ﻀﺭﻭﺭﺓ ﻗﻴﺎﻡ ﺭﺌﺎﺴﺔ ﺍﻟﺠﺎﻤﻌﺔ ﺒﺈﺠﺭﺍﺀ ﺩﺭﺍﺴﺎﺕ ﻤﻴﺩﺍﻨﻴﺔ ﺒﻴﻥ ﻓﺘﺭﺓ ﻭﻷﺨﺭﻯ ﻟﺘﺤﺩﻴﺩ ﻤﺴﺒﺒﺎﺕ ﺍﻟﺼﻤﺕ‬
‫ﺍﻟﺘﻨﻅﻴﻤﻲ ﻭﺘﺤﺩﻴﺩ ﺴﺒل ﺍﻟﺘﻌﺎﻤل ﻤﻌﻬﺎ ﺒﻤﺎ ﻴﻀﻤﻥ ﻤﺼﺎﻟﺢ ﺠﻤﻴﻊ ﺍﻷﻁﺭﺍﻑ‪.‬‬
‫ﺝ ‪ -‬ﺍﻟﺘﺄﻜﻴﺩ ﻋﻠﻰ ﺃﻫﻤﻴﺔ ﺍﻟﻌﻤﻠﻴﺔ ﺍﻹﺩﺍﺭﻴﺔ ﻭﺩﻭﺭﻫﺎ ﻓﻲ ﺤل ﺍﻟﻤﺸﻜﻼﺕ ﻭﺭﻓﻊ ﻤﺴﺘﻭﻴﺎﺕ ﺍﻷﺩﺍﺀ ﻋﻥ ﻁﺭﻴﻕ‬
‫ﻋﻘﺩ ﺍﻟﻨﺩﻭﺍﺕ ﻭﺇﻗﺎﻤﺔ ﺍﻟﺩﻭﺭﺍﺕ ﺍﻟﺘﺩﺭﻴﺒﻴﺔ ﻟﻠﻤﺩﺭﺍﺀ ﻓﻲ ﻜﺎﻓﺔ ﺍﻟﻤﺴﺘﻭﻴﺎﺕ ﺍﻟﻤﺘﻌﻠﻘﺔ ﺒﻜﻴﻔﻴﺔ ﺍﻟﺘﻌﺎﻤل ﻤﻊ ﺃﺒﻌﺎﺩ‬
‫ﻅﺎﻫﺭﺓ ﺍﻟﺼﻤﺕ ﺍﻟﺘﻨﻅﻴﻤﻲ ﻭﻤﺎ ﺘﺘﺭﻜﻪ ﻫﺫﻩ ﺍﻟﻅﺎﻫﺭﺓ ﻤﻥ ﺁﺜﺎﺭ ﺴﻠﺒﻴﺔ ﻋﻠﻰ ﺍﻟﻌﺎﻤﻠﻴﻥ‪.‬‬

‫ﺍﻟﻤﺼﺎﺩﺭ‪References :‬‬
‫ﺍﻭﻻ‪ :‬ﺍﻟﻤﺼﺎﺩﺭ ﺍﻟﻌﺭﺒﻴﺔ‪:‬‬
‫ﺍﻟﺤﻤﺎﻤﻲ‪ ،‬ﺴﻨﺎﺀ ﻤﺤﻤﺩ ﺭﺸﺎﺩ ﺩﺍﻭﺩ‪" ،‬ﺃﺴﺎﻟﻴﺏ ﺇﺩﺍﺭﺓ ﺍﻟﺼﺭﺍﻉ ﻭﺃﺜﺭﻫﺎ ﻓﻲ ﺃﺩﺍﺀ ﺍﻟﻌﺎﻤﻠﻴﻥ‪ ،‬ﺭﺴﺎﻟﺔ ﻤﺎﺠﺴﺘﻴﺭ "‪،‬ﺒﻐﺩﺍﺩ‬
‫‪. ٢٠٠٦،‬‬
‫ﺤﺴﻥ‪ ،‬ﻤﺤﻤﺩ ﻋﺒﺩ ﺍﻟﻐﻨﻲ‪"،‬ﻤﻬﺎﺭﺍﺕ ﺇﺩﺍﺭﺓ ﺍﻟﺼﺭﺍﻉ – ﺍﻟﺼﺭﺍﻋﺎﺕ ﺍﻹﺩﺍﺭﻴﺔ ﻭﺘﺄﺜﻴﺭﻫﺎ ﻋﻠـﻰ ﺍﻷﺩﺍﺀ"‪ ،‬ﻤﺭﻜـﺯ ﺘﻁـﻭﻴﺭ‬
‫ﺍﻷﺩﺍﺀ ﻭﺍﻟﺘﻨﻤﻴﺔ‪ ،‬ﻤﺼﺭ – ﺍﻟﻁﺒﻌﺔ ﺍﻷﻭﻟﻰ‪. ٢٠٠١،‬‬
‫ﺍﻟﺨﻭﺍﺠﺎ‪ ،‬ﻤﺤﻤﻭﺩ ﻤﺤﻤﺩ ﺼﺎﻟﺢ‪ "،‬ﺍﻟﺭﻀﺎ ﺍﻟﻭﻅﻴﻔﻲ ﻟﺩﻯ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻓﻲ ﺍﻟﺒﻨﻭﻙ ﺍﻷﺭﺩﻨﻴﺔ ﺍﻟﻌﺎﻤـﺔ ﻭﺍﻟﺨﺎﺼـﺔ" ‪ ،‬ﺭﺴـﺎﻟﺔ‬
‫ﻤﺎﺠﺴﺘﻴﺭ ‪،‬ﺠﺎﻤﻌﺔ ﺍﻟﺴﻭﺩﺍﻥ ﻟﻠﻌﻠﻭﻡ ﻭﺍﻟﺘﻜﻨﻭﻟﻭﺠﻴﺎ‪ ،‬ﻤﺠﻠﺔ ﺍﻟﺩﺭﺍﺴﺎﺕ ﺍﻟﻌﻠﻴﺎ ‪.٢٠٠١ ،‬‬
‫ﺭﺒﺎﻋﻴﺔ ‪ ،‬ﻋﻠﻲ‪ " ،‬ﺍﺩﺍﺭﺓ ﺍﻟﻤﻭﺍﺭﺩ ﺍﻟﺒﺸﺭﻴﺔ"‪ ،‬ﺩﺍﺭ ﺼﻔﺎﺀ ﻟﻠﻨﺸﺭ ﻭﺍﻟﺘﻭﺯﻴﻊ‪ ،‬ﺍﻻﺭﺩﻥ‪.٢٠٠٣ ،‬‬
‫ﺸﺎﻭﻴﺵ ‪ ،‬ﻤﺼﻁﻔﻰ ﻨﺠﻴﺏ‪ " ،‬ﺍﺩﺍﺭﺓ ﺍﻟﻤﻭﺍﺭﺩ ﺍﻟﺒﺸﺭﻴﺔ"‪ ،‬ﺍﻟﻁﺒﻌﺔ ﺍﻻﻭﻟﻰ‪ ،‬ﺩﺍﺭ ﺍﻟﺸﺭﻭﻕ‪ ،‬ﺍﻻﺭﺩﻥ ‪. ٢٠٠٧ ،‬‬
‫ﺍﻟﺸﻤﺎﻉ‪ ،‬ﺨﻠﻴل ﻤﺤﻤﺩ ﺤﺴﻥ‪" ،‬ﻤﺒﺎﺩﺉ ﺍﻹﺩﺍﺭﺓ ﻤﻊ ﺍﻟﺘﺭﻜﻴﺯ ﻋﻠﻰ ﺇﺩﺍﺭﺓ ﺍﻷﻋﻤﺎل"‪ ،‬ﺒﻐﺩﺍﺩ‪ ،‬ﺍﻟﻁﺒﻌـﺔ ﺍﻻﻭﻟـﻰ‪ ،‬ﻤﻁﺒﻌـﺔ‬
‫ﺍﻟﺨﻠﻭﺩ ‪.١٩٩١،‬‬
‫ﺍﻟﺸﻭﺍﺒﻜﺔ ‪ ،‬ﺨﺎﻟﺩ ﻤﺤﻤﺩ‪ "،‬ﺍﻟﻌﻼﻗﺔ ﺒﻴﻥ ﺘﻁﺒﻴﻕ ﺍﻟﺤﻜﻭﻤﺔ ﺍﻻﻟﻜﺘﺭﻭﻨﻴﺔ ﻭﺍﻷﺩﺍﺀ ﺍﻟﻭﻅﻴﻔﻲ‪ ،‬ﺩﺭﺍﺴﺔ ﻤﻴﺩﺍﻨﻴـﺔ ﻤـﻥ ﺨـﻼل‬
‫ﺍﺘﺠﺎﻫﺎﺕ ﻤﻭﻅﻔﻲ ﺍﻟﺩﻭﺍﺌﺭ ﺍﻟﺤﻜﻭﻤﻴﺔ ﻓﻲ ﺍﻟﻤﻤﻠﻜﺔ ﺍﻷﺭﺩﻨﻴﺔ ﺍﻟﻬﺎﺸﻤﻴﺔ‪ ،‬ﺭﺴﺎﻟﺔ ﻤﺎﺠﺴﺘﻴﺭ ﻓﻲ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﺎﻤﺔ ﺍﻟﺠﺎﻤﻌﺔ‬
‫ﺍﻷﺭﺩﻨﻴﺔ‪2008 . ،‬‬
‫ﺍﻟﻔﺎﻋﻭﺭﻱ‪ ،‬ﻋﺒﻴﺭ ﻤﺤﻤﻭﺩ‪ " ،‬ﺍﺜﺭ ﺍﻟﺼﻤﺕ ﺍﻟﺘﻨﻅﻴﻤﻲ ﻋﻠﻰ ﺍﻟﻤﺸﺎﺭﻜﺔ ﻓﻲ ﺼﻨﻊ ﺍﻟﻘﺭﺍﺭﺍﺕ ﺍﻟﺘﻨﻅﻴﻤﻴﺔ " ‪ ،‬ﻤﺠﻠﺔ ﻤﺅﺘﺔ‪،‬‬
‫ﺍﻟﻤﺠﻠ ﺩ )‪ ،(١٩‬ﺍﻟﻌﺩﺩ )‪. ١٥٩ ،٢٠٠٤ ،(٢‬‬
‫ﻴﻭﺴﻑ‪ ،‬ﺒﺴﺎﻡ ﻋﺒﺩ ﺍﻟﺭﺤﻤﻥ‪" ،‬ﺃﺜﺭ ﺘﻘﻨﻴـﺔ ﺍﻟﻤﻌﻠﻭﻤـﺎﺕ ﻭﺭﺃﺱ ﺍﻟﻤﺎل ﺍﻟﻔﻜــﺭﻱ ﻓـﻲ ﺘﺤﻘﻴــﻕ ﺍﻷﺩﺍﺀ ﺍﻟﻤﺘﻤﻴـﺯ"‪،‬‬
‫ﺭﺴﺎﻟﺔ ﺩﻜﺘﻭﺭﺍﻩ‪ ،‬ﺠﺎﻤﻌﺔ ﺍﻟﻤﻭﺼل ‪ ،‬ﺇﺩﺍﺭﺓ ﺍﻋﻤﺎل‪. ٢٠٠٥،‬‬

‫ﻫﻼل ‪ ،‬ﻤﺤﻤﺩ ﻋﺒﺩ ﺍﻟﻐﻨﻲ ‪ "،‬ﺍﻟﺘﻔﻜﻴﺭ ﻭﺍﻟﺘﺨﻁﻴﻁ ﺍﻻﺴﺘﺭﺍﺘﻴﺠﻲ"‪ ،‬ﻤﺭﻜﺯ ﺘﻁﻭﻴﺭ ﺍﻻﺩﺍﺀ ﻟﻠﺘﻨﻤﻴـﺔ ﻭﺍﻟﻨﺸـﺭ ‪ ،‬ﺍﻟﻘـﺎﻫﺭﺓ‪،‬‬
‫‪.٢٠٠٩‬‬
‫ﺜﺎﻨﻴﺎ‪ :‬ﺍﻟﻤﺼﺎﺩﺭ ﺍﻻﺠﻨﺒﻴﺔ‬
‫‪Aktan , C.C. , "Organizasyonlarda Yanlis Uygulamalara Karsi Bir Sivil Erdem , Ahlaki‬‬
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‫‪- Basic concepts and its Development factors", 2012.‬‬
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‫‪Brinsfield , C.T,Edwards,M.E & Greenbreg , J. , "Voice and Silence in organizations :‬‬
‫‪Historical review and current conceptualizations " , Emerald Group publishing‬‬
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‫‪Cascio, W.F," Managing human resources Productivity, quality of work life. Profits ",6‬‬
‫‪ed, McGraw-Hill: Boston, MA,2003.‬‬
‫‪Cheladeray , Pakinatan , “Human Resources Management in sports and Unharmed‬‬
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‫‪university. 2009.‬‬
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‫‪organizational silence and organizational citizenship behavior : a survey study in the‬‬
‫‪province of Erzurum” , social and behavioral sciences , (99),314-321 , 2013.‬‬
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‫‪Deniz ,Nevin. , Noyan , Aral. , Ertosan , oznur. Gulen. ,"The relationship between‬‬
‫" ‪employee silence and organizational commitment in a private healthcare company‬‬
‫‪, Social and behavioral sciences. ( 99 ) , 691-700 , 2013‬‬
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‫‪Technology‬‬
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‫‪www.alazhar.edu.ps/library/aattachedFile.asp‬‬
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‫‪Silence : the mediating role of trust in supervisor ". Procedia – Social and‬‬
‫‪Behavioral Sciences , 47,2012.‬‬
‫‪Tutar ,H.,Atinoz , M. ," Orgutsel iklimin Isgoren perfomansi uzerine Etkisi : Ostim‬‬
‫‪imalat isletmeleri calisanlanri uzerine Bir Arastirma” , Ankara universitesi siyasal‬‬
‫‪bilgiler fakultesi Dergisi , 65(2) 196-218 , 2010.‬‬
‫‪Vakola ,M,Bouradas ,D,”Antecedents and consequences of Organizational silence :‬‬
‫‪Anempirical investing ralations” , 27 , 4/5; ABI: Inform Global , 2005.‬‬

‫ﺍﻟﻤﻠﺤﻕ ) ‪ :(١‬ﺍﺴﺘﺒﺎﻨﺔ ﺍﻟﺒﺤﺙ‬

‫ﺍﻟﺴﻼﻡ ﻋﻠﻴﻜﻡ ﻭﺭﺤﻤﺔ ﺍﷲ ﻭﺒﺭﻜﺎﺘﻪ‪.‬‬

‫ﻨﻀﻊ ﺒﻴﻥ ﺃﻴﺩﻴﻜﻡ ﺍﺴﺘﻤﺎﺭﺓ ﺍﺴﺘﺒﺎﻨﺔ ﻭﻫﻲ ﺠﺯﺀ ﻤﻥ ﻤﺘﻁﻠﺒﺎﺕ ﺃﻨﺠﺎﺯ ﺒﺤﺙ ﻋﻥ )ﺍﺴﺒﺎﺏ ﺍﻟﺼﻤﺕ ﺍﻟﺘﻨﻅﻴﻤﻲ‬
‫ﻭﺃﺜﺭﻫﺎ ﻓﻲ ﺍﺩﺍﺀ ﺍﻟﻌﺎﻤﻠﻴﻥ(‪ .‬ﺇﻥ ﻨﺠﺎﺡ ﺍﻟﺒﺤﺙ ﻤﺭﻫﻭﻥ ﺒﺩﺭﺠﺔ ﺍﺴﺘﺠﺎﺒﺘﻜﻡ ﺒﻤﺎ ﺘﻤﺜل ﺍﻹﺠﺎﺒﺎﺕ ﻤﻥ ﺩﻗﺔ ﻭﻤﻭﻀﻭﻋﻴﺔ‪.‬‬
‫ﻋﻠﻰ ﺃﻤل ﺃﻥ ﺘﺨﺭﺝ ﺒﻨﺘﺎﺌﺞ ﺘﺨﺩﻡ ﻤﺴﻴﺭﺓ ﺍﻟﺒﺤﺙ ﺍﻟﻌﻠﻤﻲ‪ ،‬ﻭﺫﻟﻙ ﺒﻔﻀل ﻤﺎ ﺴﺘﻘﺩﻤﻭﻨﻪ ﻤﻥ ﺇﺠﺎﺒﺎﺕ ﻤﻭﻀﻭﻋﻴﺔ ﻭﺩﻗﻴﻘﺔ‪.‬‬

‫ﻻ ً‪ -:‬ﺳﺒﺎ ﻟﺼﻤﺖ ﻟﺘﻨﻈﯿﻤﻲ ‪ :‬ﯾﻘﺼﺪ ﺑﺎﻟﺼﻤﺖ ﻟﺘﻨﻈﯿﻤﻲﻮ ﺗﺮ ﻟﻤﻮﻇﻒ ﻓﻲ ﻟﺤﺪﯾﺚ ﻋﻦ ﻟﻘﻀﺎﯾﺎ‬

‫ﻟﺘﻲ ﺗﺤﺪ ﻓﻲ ﻟﻌﻤﻞ ﺧﻮﻓﺎً ﻣﻦ ﺗﻔﺴﯿﺮ ﺎ ﺑﺸﻜﻞ ﺧﺎﻃﺊ ﻣﻦ ﻗﺒﻞ ﻣﺴﺆ ﻟﮫ ﻟﻤﺒﺎﺷﺮ‪.‬‬

‫ﺑﻌﺎ ﻟﻤﻘﯿﺎ‬ ‫ﺳﺒﺎ ﻟﺼﻤﺖ ﻟﺘﻨﻈﯿﻤﻲ‬

‫ﻻ ﺗﻔﻖ‬ ‫ﻻ‬ ‫ﻣﺤﺎﯾﺪ‬ ‫ﺗﻔﻖ‬ ‫ﺗﻔﻖ‬ ‫ﯾﺔ ﺗﻨﻈﯿﻤﯿﺔ‬ ‫ﻻً‪ :‬ﺳﺒﺎ‬

‫ﺗﻤﺎﻣﺎ‬ ‫ﺗﻔﻖ‬ ‫ﺗﻤﺎﻣﺎ‬

‫ﻧﺎ ﻻ ﻗﻮ ﻣﺸﺎﻛﻠﻲ ﻷﻧﻨﻲ ﻻ ﺛﻖ ﺑﻤﺪ ﺋﻲ‬

‫ﻗﻮ ﻓﻜﺎ‬ ‫ﻟﺘﺴﻠﺴﻞ ﻟﮭﺮﻣﻲ ﺻﺎ ﯾﻤﻨﻌﻨﻲ‬

‫ﺛﻘﺎﻓﺔ ﻟﻤﻨﻈﻤﺔ ﻻﺗﺪﻋﻢ ﻟﻜﻼ ﻓﻲ ﻣﻜﺎ ﻟﻌﻤﻞ‬

‫ﻻﺗﻮﺟﺪ ﻟﯿﺔ ﺳﻤﯿﺔ ﺗﺪﻋﻢ ﻟﺘﻜﻠﻢ ﻋﻦ ﻟﻤﺸﺎﻛﻞ‬

‫ﺛﺎﻧﯿﺎً‪ :‬ﻧﻘﺺ ﻟﺨﺒﺮ‬

‫ﻗﺘﺮ ﺷﻲ‬ ‫ﻣﺸﻜﻠﺔ‬ ‫ﻟﯿﺲ ﻟﺪ ﺧﺒﺮ ﻛﺎﻓﯿﺔ ﻟﻘﻮ‬

‫ﺧﻞ ﻟﻌﻤﻞ‬ ‫ﻧﻘﺺ ﻟﺨﺒﺮ ﯾﻤﻨﻌﻨﻲ ﻣﻦ ﻟﺘﺤﺪ‬

‫ﻓﻜﺎ ﻟﯿﺴﺖ ﻣﮭﻤﺔ ﻻ ﻣﻮﻗﻌﻲ ﻟﻮﻇﯿﻔﻲ ﻣﻨﺨﻔﺾ‬

‫ﻣﺸﺎﻛﻞ ﻟﻌﻤﻞ ﻣﻜﺎ ﻟﻌﻤﻞ ﻟﯿﺲ ﻣﻦ ﺷﺄﻧﻲ‬

‫ﺛﺎﻟﺜﺎً‪ :‬ﻣﺨﺎ ﺗﺘﻌﻠﻖ ﺑﺎﻟﻌﻤﻞ‬

‫ﻋﻨﺪﻣﺎ ﺗﺤﺪ ﻋﻦ ﻣﺸﻜﻠﺔ ﻣﺎ ﻗﺪ ﯾﺘﻐﯿﺮ ﻣﻮﻗﻌﻲ ﻟﺤﺎﻟﻲ ﻓﻲ ﻟﻌﻤﻞ‬

‫ﺗﻌﺮ ﻟﻰ ﺳﻮ ﻟﻤﻌﺎﻣﻠﺔ ﻋﺪ ﻟﻌﺪ ﻟﺔ ﻋﻨﺪ ﺗﻜﻠﻤﻲ ﻋﻦ ﻣﺸﻜﻠﺔ ﻣﺎ‬

‫ﻣﻮﺿﻮ ﺧﻮﻓًﺎ ﻣﻦ ﻧﺘﻘﺎ ﻣﺴﺆ ﻟﻲ ﻟﻤﺒﺎﺷﺮ‬ ‫ﺗﺮ ﻓﻲ ﻃﺮ‬

‫ﻣﻨﺼﺒﻲ ﻟﺤﺎﻟﻲ ﯾﻤﻨﻌﻨﻲ ﻣﻦ ﻟﻜﻼ‬ ‫ﻇﯿﻔﺘﻲ‬ ‫ﻟﺨﻮ ﻣﻦ ﻓﻘﺪ‬

‫ﺑﻌﺎً‪ :‬ﻟﺨﻮ ﻣﻦ ﻟﻌﺰﻟﺔ ﻻﺟﺘﻤﺎﻋﯿﺔ‬

‫ﻋﻨﺪﻣﺎ ﻛﺮ ﻣﺸﻜﻠﺔ ﯾﻨﻈﺮ ﻟﻲ ﻟﻨﺎ ﺑﺄﻧﻨﻲ ﺻﺎﺣﺐ ﻣﺸﺎﻛﻞ‬

‫ﻵﺧﺮﯾﻦ ﯾﻤﻨﻌﻨﻲ ﻣﻦ ﻟﺘﻜﻠﻢ‬ ‫ﻟﺨﻮ ﻣﻦ ﻓﻘﺪ ﺛﻘﺔ ﺣﺘﺮ‬

‫ﻓﻌﻞ ﺳﻠﺒﯿﺔ ﻣﻦ ﻣﻼﺋﻲ ﻣﺴﺆ ﻟﻲ ﻟﻤﺒﺎﺷﺮ‬ ‫ﺗﻮﻗﻊ‬

‫ﻟﻨﺎ ﻟﺬﯾﻦ ﯾﻌﻠﻨﻮ ﻋﻦ ﻟﻤﺸﺎﻛﻞ ﻟﯿﺴﻮ ﻣﻮﺿﻊ ﺗﺮﺣﯿﺐ ﻣﻦ ﻗﺒﻞ ﻵﺧﺮﯾﻦ‬

‫ﺧﻞ ﻟﻌﻤﻞ‬ ‫ﺧﺎﻣﺴﺎً‪ :‬ﻟﺨﻮ ﻣﻦ ﻻﺿﺮ ﺑﺎﻟﻌﻼﻗﺎ‬

‫ﯾﺆﺛﺮ ﻋﻠﻰ ﻋﻼﻗﺘﻲ ﻣﻊ ﻵﺧﺮﯾﻦ‬ ‫ﺗﺤﺪﺛﻲ ﻋﻦ ﻟﻤﺸﺎﻛﻞ ﯾﻤﻜﻦ‬

‫ﺧﺸﻰ ﻋﺪ ﻋﻢ ﻣﻼﺋﻲ ﻟﻲ ﻋﻨﺪ ﺗﺤﺪﺛﻲ ﻋﻦ ﻣﺸﻜﻠﺔ ﻣﺎ‬

‫ﻗﺪ ﯾﻨﻈﺮ ﻟﻲ ﻣﻼﺋﻲ ﻧﻈﺮ ﺳﻠﺒﯿﺔ ﻋﻨﺪ ﻟﺘﻜﻠﻢ ﻋﻦ ﻣﺸﺎﻛﻞ ﻟﻌﻤﻞ‬

‫ﺿﺎ ﻣﺴﺆ ﻟﻲ ﻟﻤﺒﺎﺷﺮ ﯾﺪﻓﻌﻨﻲ ﻟﻰ ﻟﺼﻤﺖ‬ ‫ﻟﺨﻮ ﻣﻦ ﻓﻘﺪ‬

‫ﯾﻌﻤﻞ ﻟﻜﻲ‬ ‫ﺎ ﻟﻔﺮ ﻓﻲ ﻟﻮﻇﯿﻔﺔ ﻣﺎ‬ ‫ﻟﺘﻲ ﯾﻨﺠﻚ‬ ‫ﻟﻤﺨﺮﺟﺎ‬ ‫ﻟﻌﺎﻣﻠﯿﻦ ﯾﻘﺼﺪ ﺑﮫ ﻣﺠﻤﻮﻋﺔ ﻟﻨﺘﺎﺋﺞ‬ ‫ﺛﺎﻧﯿﺎ‪- :‬‬
‫ﯾﺆﺛﺮ ﺑﺘﻠﻚ ﻟﻨﺘﺎﺋﺞ‪.‬‬

‫ﺑﻌﺎ ﻟﻤﻘﯿﺎ‬

‫ﻻ ﺗﻔﻖ‬ ‫ﻻ‬ ‫ﻣﺤﺎﯾﺪ‬ ‫ﺗﻔﻖ‬ ‫ﺗﻔﻖ‬ ‫ﻟﺮﺿﺎ ﻟﻮﻇﯿﻔﻲ‬

‫ﺗﻤﺎﻣﺎ‬ ‫ﺗﻔﻖ‬ ‫ﺗﻤﺎﻣﺎ‬

‫ﯾﻤﻨﺤﻚ ﻋﻤﻠﻚ ﺷﻌﻮ ﺑﺎﻟﺜﻘﺔ ﺑﺎﻟﻨﻔﺲ‪.‬‬ ‫‪1‬‬

‫ﻣﺘﻌﺒﺎ‬
‫ﻟﻘﯿﺎ ﺑﻮ ﺟﺒﺎﺗﻚ ﺣﺘﻰ ﻟﻮ ﻛﻨﺖ ‪.‬‬ ‫ﻟﺮﺿﺎ ﻋﻦ ﻋﻤﻠﻚ ﯾﺪﻓﻌﻚ ﻹﻧﺠﺎ‬ ‫‪2‬‬

‫ﻟﻌﻼﻗﺔ‬ ‫ﺗﺸﻌﺮ ﺑﺎﻻ ﺗﯿﺎ ﻟﻠﻄﺮﯾﻘﺔ ﻟﺘﻲ ﯾﺒﺪﯾﮭﺎ ﺋﯿﺴﻚ ﻟﺤﻞ ﻣﺸﺎﻛﻞ ﻟﻌﺎﻣﻠﯿﻦ‬ ‫‪3‬‬
‫ﺑﺄ ﺋﮭﻢ‪.‬‬
‫ﺑﺮﻋﺎﯾﺔ ﻟﻌﺎﻣﻠﯿﻦ ﻓﻲ ﺟﻤﯿﻊ ﻟﻤﺴﺘﻮﯾﺎ ﻟﺘﻨﻈﯿﻤﯿﺔ‪.‬‬ ‫ﺗﺘﺼﻒ ﺳﯿﺎﺳﺎ ﻹ‬ ‫‪4‬‬

‫ﻻﺑﺪ‬

‫ﻟﻤﺸﺎ ﻛﺔ ﻓﻲ ﺗﺨﺎ‬ ‫ﻣﻦ ﻷﻗﺴﺎ‬ ‫ﻟﺪﯾﻚ ﻟﻘﺪ ﻋﻠﻰ ﺗﻔﺴﯿﺮ ﻻﺗﺼﺎﻻ ﻟﻮ‬ ‫‪5‬‬
‫ﻟﺨﺎﺻﺔ ﺑﺎﻟﻌﻤﻞ‪.‬‬ ‫ﻟﻘﺮ‬
‫‪ 6‬ﺗﺴﺘﻄﯿﻊ ﻟﺒﺖ ﻟﺤﺴﻢ ﻓﻲ ﻟﻤﻮ ﻗﻒ ﻟﺘﻲ ﺗﻮ ﺟﮭﻚ ﺑﻔﺘﺮ ﻗﯿﺎﺳﯿﺔ ﻧﺴﺒﯿًﺎ ﺣﺘﻰ ﻓﻲ‬
‫ﺣﺎﻟﺔ ﻧﺪ ﻟﻤﻌﻠﻮﻣﺎ ﻟﻤﺘﺎﺣﺔ ‪.‬‬
‫ﻟﺘﺪ ﯾﺒﯿﺔ ﺳﻌﯿًﺎ ﻻ‬ ‫ﻟﺪ‬ ‫ﻟﻤﺆﺗﻤﺮ‬ ‫ﻟﺪﯾﻚ ﻟﺪ ﻓﻌﯿﺔ ﻟﻠﻤﺸﺎ ﻛﺔ ﻓﻲ ﻟﻨﺪ‬ ‫‪7‬‬
‫ﺣﺪ ﻟﺘﻄﻮﯾﺮ ﻟﺘﻘﺪ ‪.‬‬

‫ﺟﺪﯾﺪ ﻣﺒﺪﻋﺔ ﺗﻔﯿﺪ ﻟﻤﻨﻈﻤﺔ ‪..‬‬ ‫ﻟﻤﺠﺎ ﻓﺔ ﻟﺪﯾﻚ ﺗﺜﯿﺮ ﺣﻤﺎﺳﻚ ﻟﺘﻘﺪﯾﻢ‬ ‫‪8‬‬

‫ﻟﻐﯿﺎ‬

‫ﻏﯿﺎﺑﻚ‬ ‫ﺿﻌﻒ ﺘﻤﺎ ﻟﻤﻨﻈﻤﺔ ﺑﺘﻠﺒﯿﺔ ﻣﺘﻄﻠﺒﺎ ﻟﻌﺎﻣﻠﯿﻦ ﯾﻌﺪ ﺣﺪ ﻷﺳﺒﺎ‬ ‫‪9‬‬
‫ﻋﻦ ﻟﻌﻤﻞ‪.‬‬
‫ﻣﺎ ﺗﺒﺬﻟﮫ ﻣﻦ ﺟﮭﻮ ﻓﻲ‬ ‫ﻣﺘﯿﺎ‬ ‫ﻋﺪ ﻟﺘﻮ ﻓﻖ ﺑﯿﻦ ﻣﺎ ﺗﺘﻘﺎﺿﺎ ﻣﻦ ﺟﻮ‬ ‫‪10‬‬
‫ﻟﻌﻤﻞ‬
‫‪.‬‬ ‫ﻟﻌﻤﻞ ﯾﺪﻓﻌﻚ ﻟﻰ ﻟﻐﯿﺎ ﻋﻦ‬
‫‪ .‬ﺟﻮ ﻣﺸﺎﻛﻞ ﺻﺤﯿﺔ ﻋﺎﺋﻠﯿﺔ ﺗﻤﻨﻌﻚ ﻣﻦ ﻟﺤﻀﻮ ﻟﻰ ﻟﻌﻤﻞ‬ ‫‪11‬‬

‫ﺳﻮ ﻋﻼﻗﺎ ﻟﻌﻤﻞ ﯾﺪﻓﻌﻚ ﻟﻰ ﻟﻐﯿﺎ ﻋﻦ ﻟﻌﻤﻞ ‪.‬‬ ‫‪12‬‬

‫ﻻﻧﺘﺎﺟﯿﺔ‬

‫ﺋﻚ ﯾﻘﻠﻞ ﻣﻦ ﻧﺘﺎﺟﯿﺘﻚ‪.‬‬ ‫ﻋﻠﻰ ﺣﻠﮭﺎ ﯾﻀﻌﻒ ﻣﻦ‬ ‫ﻹ‬ ‫ﻛﺜﺮ ﻟﺨﻼﻓﺎ ﻋﺪ ﻗﺪ‬

‫ﻧﺘﺎﺟﯿﺘﻚ‪.‬‬ ‫ﻣﻤﺎ ﺳ ﺔ ﺗﺨﺼﺼﻚ ﻓﻲ ﻟﻌﻤ ﻞ ﯾﺴ ﺎ ﻢ ﻓﻲ ﯾﺎ‬

‫ﺗﺪ ﯾﺒﯿﺔ ﻓﻲ ﻣﺠﺎ ﻋﻤﻠﻚ ﺳﻮ‬ ‫ﻟﻤﻌﺎ ﻣﻦ ﺧﻼ ﺷﺮ ﻛﻚ ﺑﺪ‬ ‫ﯾﺎ ﻟﻤﮭﺎ‬

‫ﯾﺰﯾﺪ ﻣﻦ ﻧﺘﺎﺟﯿﺘﻚ‪.‬‬

‫ﻹﻧﺘﺎ ‪.‬‬ ‫ﻟﺘﻲ ﺗﺤﺼﻞ ﻋﻠﯿﮭﺎ ﺗﺠﻌﻠﻚ ﻻ ﺗﺒﺬ ﺟﮭﻮ ً ﻛﺒﯿﺮ ﻟﺰﯾﺎ‬ ‫ﻻﻣﺘﯿﺎ‬ ‫ﻗﻠﺔ ﻷﺟﻮ‬

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