Collectivity and Affective Commitment a Private Company Employees in Indonesia: Diffident Silence as Moderator

Abstract

Background: The competitive environment of the business world requires applying for the best talent to maintain the continuity of the organization. This situation has led to more and more headhunters looking for talent and has an impact on the high turnover rate. Therefore, research on organizational commitment, especially affective commitment, is still useful to prevent the loss of personnel. The purpose of this study was to discuss diffident silence as a moderator of the influence of collectivity on the affective commitment of employees.   Method:  The participants were 104 employees (female, n = 21; male, n = 83) of 304 employees from a private company in Indonesia. The data was collected using a questionnaire in both direct and indirect ways, from February 7 until March 7, 2022. The sampling technique used was convenience non-probability sampling. We set the time for data collection, and after the dateline, we examined how many questionnaires returned. The data was analyzed using gradual regression analysis, and the predictions were gradually made by including predictors in the regression.   Result: The result shows that diffident silence can play a role as a moderator in the effect of collectivity on affective commitment. It implies that diffident silence not only poses a danger to the company but also strengthens the effect of collectivity on affective commitment. Employees who performed high-diffident silence showed a higher influence of collectivity on affective commitment. Employees with diffident silence usually avoid labels (negative labels) from others. Labels will make them uncomfortable and embarrassed, and this situation will reduce attachment to the organization.   Conclusion: This was explained as to why employees with diffident silence will build up their affective commitment.