Employee Silence and Organisational Performance in Selected Privately Owned Universities in Anambra State

This study titled Employee Silence and Organizational performance in Privately owned Universities in Anambra State examined the extent of relationship between defensive silence and organizational performance and the extent of relationship between deviant silence and organizational performance. The study is anchored on the Social Exchange Theory developed by Cook, Cheshire and Rice (2013). The study employed descriptive research design. Data were sourced from primary sources. Pearson’s product moment correlation was used to analyze the data. The findings revealed that defensive silence has a positive correlation with organisational performance; deviant silence has a positive correlation with organizational performance. The study recommended that fear is the primary source of defensive silence, and it should be reduced: secondly, management should create an environment in which deviant silence is viewed as an important variable to be considered, as well as opportunities to create good communication and formal systems for the transfer or exchange of information, concerns, and ideas in order to take the necessary action.