A.P. Kadiri

This study examined the relationship between organizational silence and organizational citizenship behaviour (OCB) among lecturers in the University of Benin. The study sought to determine how the dimensions of organizational silence, acquiescent silence, defensive silence, prosocial silence, and supervisor silence climate influence the display of OCB among academic staff. The research was driven by concerns that silence in academic institutions may limit participation, reduce innovation, and hinder voluntary behaviours that promote institutional performance. A descriptive survey research design was adopted, and data were collected from a sample of 100 lecturers across various faculties using a structured questionnaire. Descriptive statistics (mean and standard deviation) were used to summarize responses, while Pearson correlation and multiple regression analyses were employed to test the hypotheses at a 0.05 level of significance. The results revealed that prosocial silence recorded the highest mean (M = 4.04, SD = 0.90), indicating that lecturers often withhold information for altruistic or constructive reasons, such as maintaining team harmony or protecting colleagues. Conversely, acquiescent silence (M = 2.73, SD = 1.39) and defensive silence (M = 2.88, SD = 1.10) were relatively low, suggesting that most lecturers do not remain silent out of fear or a belief that their opinions will not matter. The regression model yielded R = 0.304, R² = 0.093, F(4,91) = 2.325, p = 0.062, indicating that the combined effect of the four silence dimensions on OCB was not statistically significant. Further analysis showed that none of the individual silence dimensions significantly predicted OCB (p > 0.05), though prosocial silence exhibited a weak positive relationship (β = 0.185, p = 0.082). The correlation analysis confirmed these findings, revealing weak and statistically insignificant relationships between organizational silence dimensions and OCB. The study concludes that while organizational silence exists within the University of Benin, it does not significantly influence lecturers’ willingness to engage in citizenship behaviours such as altruism, conscientiousness, courtesy, sportsmanship, and civic virtue. The findings suggest that lecturers’ engagement in OCB is primarily driven by intrinsic motivation and professional commitment rather than silence dynamics. The study recommends that the university should continue to foster open communication channels, participative decision-making, and supportive leadership practices to sustain a positive organizational culture that encourages voluntary, extra-role behaviour among academic staff.

Employee engagement and organizational citizenship behaviour (OCB) have emerged as central constructs in organizational psychology and human resource management. Both phenomena significantly influence employee motivation, performance, and organizational effectiveness. This paper provides a comprehensive literature review exploring the conceptual foundations, dimensions, determinants, and interrelationship between employee engagement and OCB, with a particular focus on public-sector employees at the local government level. Drawing on foundational and contemporary scholarship, the review underscores that employee engagement—defined as a positive, fulfilling, work-related psychological state encompassing vigor, dedication, and absorption—serves as a critical antecedent to discretionary behaviours that characterize OCB. The paper further discusses mediating factors such as organizational support and moderating variables like job satisfaction, highlighting their influence on the engagement– OCB nexus. Finally, a conceptual framework is proposed to guide future empirical studies. Keywords: Employee engagement, organizational citizenship behaviour, organizational support, job satisfaction, public sector, Nigeria

This study examined the relationship between organizational silence and citizenship behavior among academic staff at the University of Benin, Benin City. The study sought to determine how the dimensions of organizational silence, acquiescent silence, defensive silence, prosocial silence, and supervisor silence climate influence the display of OCB among academic staff. The research was driven by concerns that silence in academic institutions may limit participation, reduce innovation, and hinder voluntary behaviours that promote institutional performance. A descriptive survey research design was adopted, and data were collected from a sample of 100 lecturers across various faculties using a structured questionnaire. Descriptive statistics (mean and standard deviation) were used to summarize responses, while Pearson correlation and multiple regression analyses were employed to test the hypotheses at a 0.05 level of significance. The results revealed that prosocial silence recorded the highest mean (M = 4.04, SD = 0.90), indicating that lecturers often withhold information for altruistic or constructive reasons, such as maintaining team harmony or protecting colleagues. Conversely, acquiescent silence (M = 2.73, SD = 1.39) and defensive silence (M = 2.88, SD = 1.10) were relatively low, suggesting that most lecturers do not remain silent out of fear or a belief that their opinions will not matter. The regression model yielded R = 0.304, R² = 0.093, F(4,91) = 2.325, p = 0.062, indicating that the combined effect of the four silence dimensions on OCB was not statistically significant. Further analysis showed that none of the individual silence dimensions significantly predicted OCB (p > 0.05), though prosocial silence exhibited a weak positive relationship (β = 0.185, p = 0.082).

This study examined the association between organisational silence and job stress among lecturers at the University of Benin. It aimed to assess the level of organisational silence, identify its dominant dimensions, and evaluate the extent to which different forms of silence affect lecturers’ job-related stress. Using a descriptive and correlational research design, data were obtained from ninety-two (92) lecturers through a structured questionnaire. Organisational silence was assessed across four dimensions—acquiescent, defensive, prosocial, and supervisor silence climate—while job stress was measured in terms of workload-related stress, role conflict and ambiguity, job pressure and anxiety, and inadequate supervisor and peer support.
Descriptive results showed that organisational silence was generally low, with a grand mean of 2.67, whereas job stress was moderate, with an overall mean of 3.08. Prosocial silence (M = 4.09, SD = 0.64) emerged as the most prominent dimension, indicating that lecturers often withheld opinions for constructive reasons such as preserving collegial relationships or promoting workplace harmony. Although acquiescent and defensive silence were less common, they demonstrated stronger links with job stress. Regression analysis (R = 0.643, R² = 0.414, F = 15.343, p < 0.05) revealed that the combined dimensions of organisational silence significantly predicted job stress, with acquiescent silence (p = 0.001) and defensive silence (p = 0.005) identified as significant contributors.

This study examined the relationship between organizational silence and citizenship behavior among academic staff at the University of Benin, Benin City. The study sought to determine how the dimensions of organizational silence, acquiescent silence, defensive silence, prosocial silence, and supervisor silence climate influence the display of OCB among academic staff. The research was driven by concerns that silence in academic institutions may limit participation, reduce innovation, and hinder voluntary behaviours that promote institutional performance.

A descriptive survey research design was adopted, and data were collected from a sample of 100 lecturers across various faculties using a structured questionnaire. Descriptive statistics (mean and standard deviation) were used to summarize responses, while Pearson correlation and multiple regression analyses were employed to test the hypotheses at a 0.05 level of significance. The results revealed that prosocial silence recorded the highest mean (M = 4.04, SD = 0.90), indicating that lecturers often withhold information for altruistic or constructive reasons, such as maintaining team harmony or protecting colleagues. Conversely, acquiescent silence (M = 2.73, SD = 1.39) and defensive silence (M = 2.88, SD = 1.10) were relatively low, suggesting that most lecturers do not remain silent out of fear or a belief that their opinions will not matter.
The regression model yielded R = 0.304, R² = 0.093, F(4,91) = 2.325, p = 0.062, indicating that the combined effect of the four silence dimensions on OCB was not statistically significant. Further analysis showed that none of the individual silence dimensions significantly predicted OCB (p > 0.05), though prosocial silence exhibited a weak positive relationship (β = 0.185, p = 0.082). The
correlation analysis confirmed these findings, revealing weak and statistically insignificant relationships between organizational silence dimensions and OCB.

The study concludes that while organizational silence exists within the University of Benin, it does not significantly influence lecturers’ willingness to engage in citizenship behaviours such as altruism, conscientiousness, courtesy, sportsmanship, and civic virtue. The findings suggest that lecturers’ engagement in OCB is primarily driven by intrinsic motivation and professional commitment rather than silence dynamics. The study recommends that the university should continue to foster open communication channels, participative decision-making, and supportive leadership practices to sustain a positive organizational culture that encourages voluntary, extra-role behaviour among academic staff.

This study examines the link between Ethical Work Climate (EWC) and Deviant Workplace Behavior our (DWB) in Nigerian universities, focusing on both academic and non-academic staff at the University of Benin. It analyzes how key dimensions of ethical climate—caring, rules, law and code, instrumental, and independence—shape the prevalence of deviant
behaviours, including misuse of organizational property, production-related deviance, political misconduct, and personal aggression. The findings indicate a moderate level of both ethical climate and deviant behavior our within the institution. In particular, instrumental and independence climates were identified as significant drivers of deviant workplace behaviour, implying that environments dominated by self-interest and unchecked autonomy are more susceptible to unethical conduct. In contrast, caring and rules-oriented climates were shown to reduce the incidence of deviance, highlighting the importance of formal ethical structures in guiding employee behavior our. The study advances theoretical understanding of organizational ethics within higher education and offers practical guidance for university administrators on cultivating ethical environments that reduce deviance and strengthen accountability. It recommends the adoption of robust ethical frameworks, continuous ethics training, and a balanced approach to autonomy and oversight. The paper concludes by outlining directions for future research, including comparative studies across institutions, qualitative approaches, and the exploration of moderating factors such as leadership style and organizational justice.

The purpose of this study is to examine the quality of work-life, work-life balance and job satisfaction among university workers in the University of Benin, Benin City, Edo State, Nigeria. The specific objective of the study is to examine the quality of worklife of university workers, to ascertain university workers perception of work-life balance and to find out the level of job satisfaction among university workers in the University of Benin, Benin-city, Edo state, Nigeria. The study adopts a survey research instrument through the administration of questionnaires to three hundred and forty (340) members of staff of the University of Benin, Benin City, Edo State, Nigeria. Data from three hundred and twenty-two (322) respondents was found useable, and the Statistical Package for the Social Science was use for the descriptive analysis. The result obtained from the analysis revealed that workers perceive some element of quality of worklife in the institution (University of Benin) although moderately. Again, in collecting data on the perception of work-life balance of the respondents, it was observed that workers understand what constitutes work-life balance. The responses from respondents revealed that the institution has policies on work-life balance although they are moderate. Furthermore, it was observed that workers have a moderate level of satisfaction towards their job in the institution and this is as a result of workers being satisfied with only some aspect of their job such as promotion and job security