The Mediating Role of Perceived Managerial Support in the Relationship Between Organizational Silence and Quiet Quitting. A Research in Civil Aviation Sector

Current enterprises aim to increase high profitability, competitive advantage and market share. For this purpose, the impact of managers and employees is very important. Managers should increase people's motivation by providing support to them. Employees whose motivation increases and whose demands and expectations are fulfilled meet, will make more effort for business goals and objectives. This effort will be expressed in the form of voicing their own ideas, taking more responsibility from their job descriptions, and co-operating with other employees. Thus, organisational silence and related quiet quitting behaviours will be eliminated. This study aims to investigate how perceived managerial support affects employees’ tendencies toward quiet quitting and organizational silence, exploring the underlying mechanisms and their implications for organizational performance. The research population consists of lower and middle-level employees working in aviation enterprises. The sample of the study comprises 413 participants who voluntarily participated, selected from this population using the convenience sampling method. This research was carried out with a quantitative research method. The data were obtained through an online questionnaire and analyzed using Structural Equation Modelling (Little, et al., 2007, p. 212). In the analysis of the data, SPSS v27 package software was used for the purpose of pre-tests and determination of descriptive statistics, and IBM AMOS v24 package software was used for SEM and CFA analyses. According to the results of the analysis, perceived managerial support mediates the relationship between acceptance silence and quite quitting. Also, perceived managerial support mediates the relationship between protective silence and quite quitting.