Employee silence behaviour is a major impediment in organisations' attempt to
leverage on the stock of knowledge in its diverse workforce. In order to contribute to the
nnderstanding ofthis concept, Dirnitras and Vakola tested a silence behaviour model in
which silence climate was fmmd to affect the enactment of employees silence behaviour. The
model tested in this study improved on this by accmmt:ing for the moderating role of selfesteem
and locus of control and also indicating silence behaviour as both antecedent and
outcome of work attitudes. Results obtained justify the reconunended expansion.
Reconunendations are to always accmmt for individual differences in silence behaviour model
and apply system management in the application of the model