Purpose: Although considerable research has been completed on employee voice, relatively few studies have investigated employee silence. The purpose of this paper is to examine the relationship between employee silence and job burnout as well as the possible mediating role of emotional intelligence (EI) on the silence-burnout relationship. Design/methodology/approach: This paper reports the findings of an empirical study based upon the survey of 286 managers working in four different states in India. Correlational and mediated regression analyses were performed to test four hypotheses. Findings: Contrary to findings from studies conducted in Western countries in which employee silence was positively related to undesirable work outcomes, in this study, employee silence was negatively related to job burnout. Additionally, results indicated that the relationship between employee silence and job burnout was mediated by EI. These findings suggest the importance of considering country context and potential mediating variables when investigating employee silence. Practical implications: This study demonstrates how Indian employees may strategically choose employee silence in order to enhance job outcomes. Originality/value: This study is one of the few efforts to investigate employee silence in a non-western country. This is first study that has examined the role of EI as a mediating variable of the relationship between employee silence and job burnout in India.

Getting the pulse of the present economic scenario, corporate are today increasingly realising the fact that their people, especially those at the managerial levels, are the only source of competitive advantage. This has resulted in a renewed focus on the HR strategies that can ensure retention, commitment, as well as reduction of stress and maximum effectiveness of managerial personnel This is only possible when personnel working in organisations are contended, motivated in their respective work areas. Managerial effectiveness is important for the survival and growth of organisations. Experts have, over the years, attempted to describe the work of all managers by a set of common behaviours or roles. One's personality plays prominent role in determining his effectiveness or ineffectiveness in dealing with day to day stress prevailing in an organisation. It was found during the course of reviewing the literature that there is a paucity of survey research from the psychological point of view on private sector managers regarding their effectiveness. The present study was done on a sample of 200 managers belonging to private sector organisations. The major objective of the study was to analyse moderating effects of Locus of Control on the relationship between organisational role stress and managerial effectiveness. Hierarchical Multiple Regression analysis was conducted to find the results. It was found that organisational role stress was negatively related to Managerial Effectiveness and Internal Locus of Control moderated organisational role stress and Managerial Effectiveness relationship.