Study 1

Method

Research settings and samples

Cultural and sector-specific factors significantly influence employee behavior (Cheng et al., Reference Cheng, Duan, Wu and Lu2023). Turkey’s high-context communication culture and collectivist values play a key role in shaping how employees interact, particularly in informal communication contexts like gossip (Hofstede, Reference Hofstede2001). These cultural traits foster stronger social bonds and in-group solidarity, allowing gossip to have a more substantial impact on organizational dynamics. Additionally, the hierarchical structure typical of Turkish workplaces, along with strong familial ties, influences how relationships are formed and maintained in the workplace (Kuo, Wu & Lin, Reference Kuo, Wu and Lin2018).

The service sector is distinct from other sectors due to its unique operational demands, including customer-facing roles and a high degree of interpersonal interaction. Employees in the service sector are often required to manage emotions and maintain positive interpersonal relationships with customers and colleagues, which can lead to specific challenges in terms of stress management, job satisfaction, and turnover intentions (Cheng et al., Reference Cheng, Duan, Wu and Lu2023). Unlike manufacturing or technical sectors, service sector employees are continuously engaged in maintaining relationships, which influences their job satisfaction and emotional commitment to the organization (Bencsik & Juhasz, Reference Bencsik and Juhasz2020). These sector-specific dynamics contribute to distinct employee behaviors, and attitudes. As a result, managing the interpersonal and emotional aspects of work in the service sector requires specific strategies to enhance employee well-being and reduce turnover, making it a critical area for organizational research (Grosser et al., Reference Grosser, Lopez-Kidwell and Labianca2010; Michelson et al., Reference Michelson, Lentz, Mulwa, Morey, Cramer, McGlinchy and Barrett2012). Therefore, to control for potential cultural and sectoral influences, the study was conducted with Turkish citizens working in both public and private service sector organizations in Turkey.

Using qualitative research under the interpretive paradigm, the study aims to investigate the process of gossiping in organizations in depth. A series of semi-structured interviews were used to gather information for the current study. The data collected from the participants were further analyzed using the content analysis approach, a meticulous, methodical, and thorough review and interpretation of a specific body of material to find themes, patterns, assumptions, and meanings (Berg & Latin, Reference Berg and Latin2008). A standard set of analytic activities arranged in a general sequence order: (a) Information is gathered and formatted to be ‘read’, such as by turning it into text. (b) Codes are attached to sets of notes or transcript pages after being produced analytically and/or inductively detected in the data. (c) Codes are converted into themes or categorized labels. (d) The materials were arranged according to these categories, revealing related terms, trends, connections, and similarities or differences. (e) Examining sorted materials allowed one to identify significant patterns and processes.

The purposive sample approach was used to select study participants. Five open-ended questions were utilized in semi-structured face-to-face and online interviews to gather qualitative information about participants’ opinions of organizational gossip and the motivations behind it. These questions can be found under the appendix section. As per the aim of this study, a varied sample of employed individuals from several demographic categories – including age, gender, sector, and professions required. In addition, the study participants had to deal with gossip in their daily jobs. As a result, 15 workers were chosen to be the study’s primary participants. Every member works full-time, at least 40 hours a week; the public and private sectors employ 8 and 7 people, respectively. Their demographics matched those of the projected sample, allowing us to obtain a snapshot of representative workplaces (Table 1).

Table 1.

Sociodemographics of participants

Note: Part.: Partner, Org.Cnt.: Experience in the Organization, Emp.Num.:Number of Employees

Findings

In line with the research questions, the answers given by the participants were divided into two groups. In the first group, themes and subthemes were obtained from the participant’s answers to the motives for gossiping in organizations. We captured six main themes: Prosocial Intentions, Self-serving/malicious Intentions, Sincere/intimate Intentions, The Need to be Informed, Enjoying Work, and In-group Formation and Solidarity. In the second group, themes and subthemes are obtained from the participants’ responses regarding the possible consequences of organizational gossip (Table 2). Under the consequences of organizational gossip, we explain three main themes, namely ‘Individual work attitudes, behaviors, and emotions’; ‘Dyadic interactions’; and ‘Organizational effectiveness’. Subthemes and expression patterns belonging to the themes in the two groups are explained under the following headings.

Table 2.

Motives of organizational gossip

Consequences of organizational gossip

Participants’ perceptions of the consequences of gossip were collected under 3 themes and 18 subthemes. Some participants see gossip as a challenge to maintain positive attitudes and behaviors in the workplace, while others perceive it as a facilitator to manage dyadic interactions in the organizations (see the details in Table 3);

… For whatever reason, I feel uncomfortable in an environment where gossiping occurs. I am also afraid that if the people being talked about one day find out about it, my relations with them will deteriorate. (P2, Emotional distress)

Table 3.

Consequences of organizational gossip

… Honestly, I’m afraid that one day this kind of talk might happen about me, and I’ll be in a difficult situation… (P4, Concern for self-protection)

… Nobody wants to work in a work environment where there is gossip, but it is not easy to leave the job at this time, but if I found a better place, I would leave immediately. (P1, Turnover intentions)

Here, P2 and P4 underlined that gossiping in the work environment may have negative effects on people’s emotional well-being. They stated that they were worried that their relationships with other people in the organization would deteriorate if it was discovered that they were gossiping. Moreover, P1 stated that one might feel uneasy about working in a place with gossip. It stated that working in a different institution would be better when the opportunity arises.

Looking at the statements of P10 and P11, it is seen that they focus on the possible positive consequences of gossip. While P11 stated that establishing close friendships with which he/she can gossip in the work environment positively affects his/her feelings about his job, P10 similarly stated that being aware of what is going on within the organization reinforces his/her feelings of ownership towards the organization.

… I love having close friends at work with whom I can gossip. Times like these make my job more enjoyable. It’s fun to gossip with them about the workplace and other colleagues. When something happens during the day, and we discuss it, time flies by, and I find my job more enjoyable … (P10, Enjoying work)

… I don’t think gossip is a bad thing at all. I’ve been in this workplace for six years. Of course, I have to know what’s going on. If I don’t know what’s happening, I’ll be the outside latch on the outside door (“distant relations with target” in the local language). I’ll only have a give-and-take relationship with the institution. Knowing what’s happening in the institution makes me feel like there is mine … (P11, Feelings of possession)

As P1 stated, gossip can be a way to gain power and authority over other people within the organization, in proportion to the importance and power of the information obtained. In addition, P2 stated that being in the middle of the information network in the organization can provide some advantages to the employees in bilateral relations. At this point, P1 and P2 emphasized that gossiping can provide privilege for employees and that information can provide a strategic advantage in bilateral relations. P3, on the other hand, stated that if the person who is the subject of the gossip realizes the gossiping, bilateral relations may deteriorate, and some conflicts may occur.

… Having important information and being able to access this information is empowering … (P1, Informal Power)

… I think being in a group where the information flow in the organization is intense provides an advantage to the person. Thus, you will not miss important news/events … (P2, Network centrality)

… The conversations do not stay between people, but somehow go to the ear of the person spoken about, and then there may be problems amongst employees … (P3, Interpersonal conflicts)

In their speeches, P4 and P5 emphasized that gossip can negatively affect the productivity of organizations. They underlined that in organizations where gossip is frequently used, employees cannot develop a sense of trust towards their organizations, and such uncivil behaviors may increase. This situation can be seen as a managerial deficiency. P2, on the other hand, stated that gossip can also be an important means of information and can create a new communication channel, especially in organizations with a weak communication structure, and can create a basis for employees to work more effectively.

… An organization where there is gossip does not give people confidence. I think it is an indicator that there is a managerial problem in terms of communication … (P4, Climate of distrust)

… I think gossip is an ethical problem in the organization. Employees should focus on their work and not talk about any person/organization in a positive/negative way. This behavior can lead to other uncivil behaviors later on … (P5, Workplace incivility)

… If the communication structure of an organization is not trusted, the information coming from there may be treated with skepticism, which may lead to the formation of a new communication/information sharing network among employees … (P2, Constitution of Informal Communication)

Study 2

Study 1 highlights the significant impact of workplace communication on employees’ emotions, attitudes, and behaviors. To build upon these findings, Study 2 was designed to explore the qualitative data on how employees perceive themselves, their feelings toward the organization, and their intention to stay at work in the context of gossip. It is hypothesized that positive gossip will enhance the employee’s connection with the organization, alleviate feelings of isolation at work, and not adversely affect their intention to stay. Conversely, negative gossip is expected to have the opposite effect on these relationships. The research model of Study 2, developed within this framework, will be further discussed below.

Affective organizational commitment

Meyer and Allen (Reference Meyer and Allen1991) proposed that organizational commitment revolve around employees’ commitment to the organization because they ‘want’, ‘need’, or ‘feel obligated’. The commitment form of employees who choose to remain in the organization because they want to be known as affective commitment. Affective commitment is generally defined as ‘the emotional bond of employees to their organization’ (Allen & Meyer, Reference Allen and Meyer1996). An employee’s emotional state may be influenced by individual tendencies stemming from positive and negative gossip within the workplace. For instance, the dimensions of gossip, such as having information and developing relations dimensions of gossip, fulfill the socialization needs of employees within the organization and promote workplace friendships (Zong et al., Reference Zong, Xu, Zhang and Qu2021). Considering an individual’s need to establish relationships, the work environment becomes more enjoyable for employees who fulfill their social needs through informal communications and the exchange of information that they cannot obtain through formal channels (Coşkun, Reference Coşkun2020). Interacting and sharing important or unimportant information to create stable relationships and their own ‘circles’ will foster deep emotional connections between individuals (Cheng, Kuo, Chen, Lin & Kuo, Reference Cheng, Kuo, Chen, Lin and Kuo2022). As a structure that fosters employee connection, gossip enhances solidarity and teamwork by creating team awareness (Melwani, Reference Melwani2012). Positive organizational gossip is expected to boost emotional commitment to the organization by facilitating employee communication and fostering relationships. Additionally, informal communication can help employees obtain information quickly, reducing uncertainty and increasing psychological safety (Alshehre, Reference Alshehre2017).

Research on AET indicates that both positive (e.g., high perception of organizational support) and negative (e.g., low perception of organizational justice) emotional events in the workplace significantly impact employees’ job satisfaction (Wegge, Van Dick, Fisher, West & Dawson, Reference Wegge, Van Dick, Fisher, West and Dawson2006; Weiss & Beal, Reference Weiss, Beal, Ashkanasy, Härtel and Zerbe2005). Hence, it is widely understood that job satisfaction, as a significant result of AET, is negatively correlated with the intention to leave (Ashton-James & Ashkanasy, Reference Ashton-James and Ashkanasy2005; Mitchell, Reference Mitchell2011; Shaw, Reference Shaw2004). It is also recognized that a lasting sense of job satisfaction can be attained through organizational commitment (Patrick & Sonia, Reference Patrick and Sonia2012; Van Scotter, Reference Van Scotter2000). According to this theory, positive gossip can help create an environment where positive emotions act as a barrier to employees wanting to leave their jobs. It is believed that positive gossip can enhance an employee’s emotional commitment to the organization by eliciting a positive emotional response. As a result, these positive emotions can improve the employee’s job commitment by fostering a positive work attitude. In this scenario, the employee’s intention to leave the job is assumed to be reduced. This theory applies to both public- and private-sector employees.

Our qualitative research findings align with the premise of AET, which suggests that positive and negative emotional events in the workplace influence employees’ feelings, attitudes, and behaviors related to their work. Participants indicated that positive gossip strengthens emotional bonds among colleagues, leading to favorable emotional responses within the workplace. These positive emotions enhance employees’ emotional bonds to their organization and increase their commitment. Thus, their job satisfaction can increase, and they don’t have turnover intentions. Our research predicts that positive gossip can have remarkable effects on affective commitment for employees in both the private and public sectors. Additionally, these effects contribute positively to reducing turnover intentions. Consequently, we posted that:

Hypothesis 4a: Affective Organizational Commitment mediates the relationship between developing relations dimension of gossip and Turnover Intention for public- and private-sector employees.

Hypothesis 4b: Affective Organizational Commitment mediates the relationship between having information dimension of gossip and Turnover Intention for public- and private-sector employees.

We have acknowledged that, due to the individual nature of AET, different employees may experience varying emotions during work events (see Ashton-James & Ashkanasy, Reference Ashton-James and Ashkanasy2008). Organizational gossip can impact employees differently, some finding it enjoyable and others annoying. It’s important to consider the differing effects of gossip on individuals within the organization (Michelson et al., Reference Michelson, Van Iterson and Waddington2010). Organizational gossip can harm an employee’s emotional well-being, primarily due to its harmful nature (Weiss & Cropanzano, Reference Weiss and Cropanzano1996). Majorly, the content of harmful gossip may lead to the erosion of employee trust and morale (De Gouveia, Van Vuuren & Crafford, Reference De Gouveia, Van Vuuren and Crafford2005). This is because rumors are spread in the organization without clear information about what is fact and what is not (Grosser et al., Reference Grosser, Kidwell and Labianca2012). Adversely, because negative gossip is often concealed and indirect, it is challenging to identify the source, verify its content, or prevent its spread (Foster, Reference Foster2004). Issues that cannot be openly discussed may result in prejudice, misunderstandings, and employee conflicts (Grosser et al., Reference Grosser, Lopez-Kidwell and Labianca2010). Continuously spreading rumors and gossip might give rise to biased opinions and divisions, potentially harming employees’ morale (Hartung, Krohn & Pirschtat, Reference Hartung, Krohn and Pirschtat2019). New rumors and gossip can lead to the formation of biases and factions, which may hurt employees’ feelings and cause a loss of reputation.

While gossip can temporarily relieve work stress, it inevitably leads to a bad mood for the person being gossiped about. This negative conversation can reduce emotional commitment and trigger the intention to leave the job. However, the impact on the intention to leave the job may vary between public- and private-sector employees. The main reason for this difference can be based on the psychological security comfort that job security provides. Being a public employee in Turkey is desirable due to the guarantee of job security for life, which is a significant advantage for individuals. An employee who cannot afford to lose this benefit is estimated to have low emotional commitment but low or no intention to leave the job. Qualitative research findings align with this information. Some public employees generally highlighted the ‘job guarantee’, viewing it as an opportunity that was hard to relinquish.

Hypothesis 4c: Affective Organizational Commitment mediates the relationship between the organizational harm dimension of gossip and turnover intention for public- and private-sector employees.

Loneliness in the workplace

People describe a good work environment as a place where individuals are trusted and enjoy working and where they take pride in their work (Wright, Burt & Strongman, Reference Wright, Burt and Strongman2006). Based on this definition, positive gossip in organizations can improve social relations and increase emotional connections (Kuo et al., Reference Kuo, Wu and Lin2018), thus reducing feelings of loneliness. Numerous researchers have highlighted the benefits of positive gossip in cultivating a harmonious work environment within organizations. They have also recognized gossip as a valuable communication mechanism that promotes unity among individuals (Yücel et al., Reference Yucel, Şirin and Baş2023; Ellwardt et al., Reference Ellwardt, Steglich and Wittek2012; Estévez et al., Reference Estévez, Wittek, Giardini, Ellwardt and Krause2022). By engaging in gossip, employees can alleviate the burden of their daily routine and personal problems (Alshehre, Reference Alshehre2017). Loneliness in the workplace is the absence of meaningful interpersonal relationships with others (Zhou, Reference Zhou2018). Lam and Lau (Reference Lam and Lau2012) emphasized that incomplete and insufficient social connections characterize workplace loneliness. This highlights the importance of considering individuals’ subjective experiences, such as their levels of closeness, interpersonal trust, and support, when addressing loneliness in the workplace (Özçelik & Barsade, Reference Özçelik and Barsade2018). The study’s final hypothesis, centered around the feeling of loneliness, investigates how the subdimensions of emotional deprivation and social companionship can influence the relationship between workplace gossip and the intention to leave the job.

First, the emotional deprivation dimension emphasizes the quality of the employee’s relationships with their coworkers (Wright et al., Reference Wright, Burt and Strongman2006). An emotionally deprived employee refrains from sharing her thoughts with colleagues, perceiving a lack of understanding and distancing herself/himself as an outsider (Wright, Reference Wright2005). From this perspective, if we remember that gossip occurs between individuals who trust each other (Burt & Knez, Reference Burt, Knez, Kramer and Tyler1996), it is feasible for an employee to build trust and closeness with another through gossip (Kuo et al., Reference Kuo, Chang, Quinton, Lu and Lee2014). Employees who openly share their knowledge and express their thoughts and feelings through interpersonal communication can strengthen their relationships. Additionally, an employee experiencing negativity can find relief and build intimacy through sharing these feelings with others, ultimately improving their emotional state and relationship dynamics (Fine & Rosnow, Reference Fine and Rosnow1978). From another perspective, employees can also distance themselves from daily issues or negativity and shift their focus to another subject through gossip (Alshehre, Reference Alshehre2017).

It is not suggested that gossip and all its dimensions affect turnover intention in the same way as assumed by other hypotheses. Sharing positive gossip (developing relationships and having information dimensions) is anticipated to reduce employees’ feelings of emotional deprivation, activate positive emotions, and decrease their intention to leave the job. Our qualitative research findings align closely with existing literature on the role of gossip in strengthening emotional connections among employees. Participants emphasized that they could form warm relationships with their coworkers, mainly through positive gossip. As a result, they found the workplace enjoyable and did not experience feelings of loneliness. In light of this information, it is estimated that this assumption will be similar for individuals working in both the private and public sectors.

Hypothesis 5a: Emotional Deprivation mediates the relationship between developing relations dimension of gossip and Turnover Intention for public- and private-sector employees.

Hypothesis 5b: Emotional Deprivation mediates the relationship between having information dimension of gossip and Turnover Intention for public- and private-sector employees.

However, the sense of emotional deprivation is likely to increase in the dimension of organizational harm, which refers to the negative aspect of gossip. This idea can be considered from two perspectives. First, negative gossip, like positive gossip, requires meaningful bonds based on employee trust (Ellwardt et al., Reference Ellwardt, Steglich and Wittek2012; Estévez et al., Reference Estévez, Wittek, Giardini, Ellwardt and Krause2022). In fact, due to the risk involved in negative gossip, a strong tendency to trust may be necessary between the parties (Grosser et al., Reference Grosser, Lopez-Kidwell and Labianca2010). It may be mistaken for friendship if negative gossip is exchanged between parties. However, regardless of whether it is directly related to the organization (e.g., related to the organization’s direction, management, or a colleague), an employee’s loneliness can increase in proportion to their decreasing level of social interaction when they are unable to share their feelings or information (O’Keefe & Sulanowski, Reference O’Keefe and Sulanowski1995). Therefore, employees who do not engage in negative gossip may feel lonely at work due to the lack of deep, trusting ties with colleagues.

Second, negative gossip in the workplace can evoke negative emotions, diminish trust, and harm interpersonal relationships (Aboramadan, Turkmenoglu, Dahleez & Cicek, Reference Aboramadan, Turkmenoglu, Dahleez and Cicek2020; Liff & Wikström, Reference Liff and Wikström2021). Employees exposed to such gossip may distrust the gossipers (Mokwebo & Carrim, Reference Mokwebo, Carrim and Chang2023), avoid meaningful interactions, and experience a toxic atmosphere. This environment fosters loneliness, reducing emotional commitment and potentially increasing turnover intention (Ertosun & Erdil, Reference Ertosun and Erdil2012; Özçelik & Barsade, Reference Özçelik and Barsade2018; Wahyuni & Ikhwan, Reference Wahyuni and Ikhwan2022). Research supports these findings, showing that loneliness at work decreases organizational commitment and prompts intentions to leave. Qualitative findings align with this literature, revealing that participants exposed to negative gossip reported surface-level interactions, interpersonal conflicts, and a preference for solitude, underscoring the detrimental impact of a gossip-driven toxic workplace (Giardini, Balliet, Power, Számadó & Takács, Reference Giardini, Balliet, Power, Számadó and Takács2022; Wahyuni & Ikhwan, Reference Wahyuni and Ikhwan2022).

Following this situation, the individual’s attitude and behavioral response toward work indicate an intention to leave the job. The career paths for private- and public-sector employees may differ. While job security may lead a public-sector worker to stay despite feelings of isolation, private-sector employees might actively seek a job that utilizes their current skills.

Hypothesis 5c: Emotional Deprivation mediates the relationship between the organizational harm dimension of gossip and turnover intention for public- and private-sector employees.

Social loneliness refers to the absence of social connections among employees or an individual’s inability to be part of a community that will accept them (Wright, Reference Wright2005). With positive gossip and social friendships, employees may join the social network and see themselves as part of the work social network. Wright and Silard (2020) acknowledge that if an employee is gossiping about social issues with someone in the organization, it indicates that the employee is not isolated from the organization. Furthermore, Noon and Delbridge (Reference Noon and Delbridge1993) suggested that gossip is a communication tool that fosters the development of a collective identity. This is because gossip allows employees to feel a sense of belonging and to enhance their relationships through social interaction (Silard & Wright, Reference Silard and Wright2020). Sharing work-related problems and personal thoughts relieves employees, and the gossip’s developing relations dimension reinforces their positive feelings. Wright and Silard (Reference Wright and Silard2021) noted that when employees gossip about social issues, it suggests they do not feel isolated within the organization. Our qualitative findings support this perspective, showing that participants use gossip to strengthen their social connections and foster a sense of unity, togetherness, and friendship. Furthermore, as discussed in the literature section, there is a notable overlap between our qualitative findings and Noon and Delbridge’s (Reference Noon and Delbridge1993) emphasis on gossip’s role in forming collective identity, particularly regarding themes of friendship, intimacy, and strong social relationships that emerged during in-depth interviews with participants. The participants reported that sharing their problems had a calming effect and helped improve their relationships. Overall, these findings indicate a strong alignment between the theoretical framework in literature and the qualitative data collected. In the dimension of having information, employees can spend time together during their breaks, stay informed about organizational updates, and feel like a part of the organization. The assumptions are similar for both public- and private-sector employees.

Consequently, the hypothesis below is provided:

Hypothesis 6a: Social Companionship mediates the relationship between developing relations dimension of gossip, and turnover intention for public- and private-sector employees.

Hypothesis 6b: Social Companionship mediates the relationship between having information dimension of gossip, and turnover intention for public- and private-sector employees.

Employees affected by harmful gossip often experience social isolation and struggle to express their concerns or opinions. They may feel excluded from workplace social circles, avoid sharing ideas, and even spend breaks alone to escape gossip (Wright et al., Reference Wright, Burt and Strongman2006). This self-imposed isolation limits participation in social and organizational activities, reducing communication and engagement (De Gouveia et al., Reference De Gouveia, Van Vuuren and Crafford2005). Qualitative findings confirm that employees frequently adopt solitude as a coping mechanism, restricting social interactions to shield themselves from gossip’s negative impacts and safeguard their reputations.

As a result, this lack of communication can contribute to an increasing sense of insecurity and the proliferation of negative feelings (Liff & Wikström, Reference Liff and Wikström2021). However, in line with existing research on workplace loneliness, individuals can mitigate feelings of isolation and inadequacy by expressing themselves (Wright, Reference Wright2005). Because effective communication helps group members build trust and understanding through timely and meaningful relationship building (Asunakutlu, Reference Asunakutlu2002).

As Foster (Reference Foster2004) explains, negative gossip tends to be covert and indirect, and employees may perceive this information sharing as a violation of organizational ethics when viewed from a broader perspective. This is not an unreasonable thought because, during gossip, the sender communicates with the receiver about a target who is unaware of the content or is not present (Dores Cruz et al., Reference Dores Cruz, Nieper, Testori, Martinescu and Beersma2021). This time, the employee who doubts the personal qualities and professional ethics of the person spreading gossip may develop negative feelings toward them . Thus, a hostile social atmosphere and public opinion environment are created, and this interpersonal environment affects employees’ perceptions, attitudes, and behaviors. Furthermore, employees who choose not to engage in negative workplace gossip feel isolated from other organization members due to ethical concerns (Kuo et al., Reference Kuo, Wu and Lin2018).

Such emotional reactions may lead to employees’ intention to leave because they trigger affect-focused behaviors and work attitudes (Guenter, van Emmerik & Schreurs, Reference Guenter, van Emmerik and Schreurs2014). Building on Weiss and Cropanzano’s (Reference Weiss and Cropanzano1996) AET that work environments can directly affect job attitudes, this study’s final proposition is that harmful gossip will affect turnover intentions through social companionship. However, as AET suggests, the impact of emotions on attitudes and behaviors may vary depending on individual circumstances. Therefore, being a public- or private-sector employee will affect the Social Companionship – organizational harm dimension of gossip and Turnover Intention relationship differently. Although public employees lack social companionship due to harmful gossip, their intention to leave the job will be low.

Hypothesis 6c: Social Companionship mediates the relationship between the organizational harm dimension of gossip and Turnover Intention for public- and private-sector employees.

The model of the study which is shown in Figure 1 shows the phenemenons relations.

Figure 1.

Model of the study.

Method

Measures

This study employed a survey technique, and we utilized four measurement tools in conjunction with a personal information form. The questionnaire has provided an opportunity for participants to measure the phenomena by using a 6-point scale ranging from 1 (strongly disagree) to 6 (strongly agree). Items, item loadings, Cronbach’s alpha value, McDonald’s Ω, and Kaiser–Meyer–Olkin (KMO) value for the dimensions are given in Table 4. All the computed Cronbach’s alphas and McDonald’s Ωs are internally consistent (Vallerand & Richer, ). In addition, the combined scale and dimension results from Bartlett’s test are significant (p = .000 < .001).

Table 4.

Factor analysis of the scales

The study employed the 3-item ‘Intention to Turnover Scale’, developed by Mobley, Horner, and Hollingsworth in 1978, to measure the intention to turnover as the dependent variable. Numerous research has successfully employed this single-dimensional scale, affirming its high validity and reliability in statistical terms (Hu et al., Reference Hu, Wang, Lan and Wu2022; Lin, Hu, Danaee, Alias & Wong, Reference Lin, Hu, Danaee, Alias and Wong2021; Tett & Meyer, Reference Tett and Meyer1993). Örücü and Özafşarlıoğlu (Reference Örücü and Özafşarlıoğlu2013) conducted the adaptation of the scale to Turkish culture and ensured its linguistic equivalence. The scale’s Cronbach’s alpha reliability value, which consists of a single dimension like the original scale, is .90. None of the scale items include negative statements. Example item: Often think about quitting my present job.

The 24-item ‘Organizational Gossip Scale’, developed simultaneously in English and Turkish by Han and Dağlı (Reference Han and Dağlı2018), was used to measure the gossip variable in organizations, which is the study’s independent variable. The scale consists of three dimensions: ‘having information’, ‘developing relations’, and ‘organizational harm’. During the scale development phase, the items were developed considering the sample group of teachers. For this study, the phrase ‘in my school’ in the items was changed to ‘in my institution/workplace’. The structural equation values of Han and Dağlı (Reference Han and Dağlı2018) scale were found to be the GFI value (0.84), the AGFI value (0.81), and the NFI value (0.88). The KMO value is .91, and the Cronbach’s alpha reliability coefficient is .82. When examined in terms of subdimensions, Cronbach’s alpha for the having information dimension (7-item) is .92; for developing relations dimension of gossip (7-item), it is .94; and for the organizational harm dimension (10-item), it is .94. Example item: Through gossip, I learn a lot of information about newcomer colleagues at my workplace (from having an information dimension); I am having fun by gossiping with my colleagues at my workplace (from a developing relations dimension); The gossips about my colleagues at my workplace create prejudice against them (from an organizational harm dimension).

The Commitment Scale, originated by Meyer, Allen and Smith (Reference Meyer, Allen and Smith1993) and adapted to Turkish by Dağlı, Elçiçek and Han (Reference Dağlı, Elçiçek and Han2018), was utilized as the mediator variable in the study to measure employees’ affective commitment toward their workplaces. The scale consists of three subdimensions: effective, continuance, and normative. However, since it was believed that employees’ emotional commitment to their workplaces would mediate in the research model, only the affective commitment dimension (a 6-item dimension) was included in the survey. The scale has been used in numerous studies (see Bal, de Lange, Zacher & Van der Heijden, Reference Bal, de Lange, Zacher and Van der Heijden2016), and its adapted form has become a valuable tool for researchers due to its high validity and reliability values [(KMO = .889; Cronbach’s alpha = .884 for the overall scale; Cronbach’s alpha = .80 for the affective commitment dimension)] (see Yavuzaslan & Yıldız, Reference Yavuzaslan and Yıldız2022). Example item: I would be very happy to spend the rest of my career with this organization.

Finally, the ‘Loneliness at Work Scale (LAWS)’ developed by Wright et al. (Reference Wright, Burt and Strongman2006) was utilized as a mediator variable in the study to assess employees’ feelings of loneliness at work. The scale consists of two subdimensions: emotional deprivation and social companionship. It was adapted to Turkish by Doğan, Çetin, and Sungur (Reference Doğan, Çetin and Sungur2009). Consistent with the original scale, the adaptation study also divided the scale into two dimensions. Scale’s KMO value was strong as ‘.92’. At the same time, LAWS demonstrated a high Cronbach’s alpha of ‘.91’ for the overall scale, ‘.87’ for an emotional deprivation dimension, and .83 for a social companionship dimension. While the original scale was based on a 7-point Likert-type system, this study used a 6-point Likert-type system to ensure survey integrity (Because it is based on emotions, only for this scale was used the type of Likert scale as 1 = never … 6 = always). Example item: I often feel alienated from my co-workers (from the emotional deprivation dimension); There is no one at work I can share personal thoughts with if I want to (from the social companionship dimension).

General discussion

This research examines how gossip, as an informal communication channel, influences employee emotions, attitudes, and behaviors within organizations. Literature categorizes gossip as either constructive or destructive, as well as positive or negative. This distinction is important because the content of gossip can lead to significant changes in employees’ emotions, attitudes, and behaviors (Martinescu, Janssen & Nijstad, Reference Martinescu, Janssen, Nijstad, Giardini and Wittek2019).

In the initial phase of the study (Study 1), in-depth interviews were conducted with employees. They highlighted two key findings related to gossip. The first, which may be the most significant in influencing the other variables of the study, is that the emotions, attitudes, and behaviors influenced by gossip have different effects on public-sector employees compared to those in the private sector. In the socioeconomic context of the research, citizens value civil service positions primarily for their high perception of job security. Consequently, the negative dimension of gossip highlights how employees’ attitudes and behaviors can shift based on the sector they work in. This finding serves as a crucial foundation for the second phase of the research (Study 2).

To further explore this connection, Study 2 focuses on employees’ turnover intentions, which may be influenced by gossip directly or indirectly. Turnover intention is also associated with job security perceptions, which can remain significant regardless of job satisfaction levels. While the quantitative results of Study 2 partially support Study 1’s findings, it is noted that the consequences of gossip may vary by sector. Public-sector employees are less likely to quit due to negative gossip, whereas private-sector employees show a greater tendency to leave. This distinction has guided the development of Study 2’s research model. Both studies reveal that gossip can cause negative organizational outcomes, but Studies 1 and 2 yield conflicting results in some areas. Additionally, employees may respond to harmful gossip by isolating themselves from the organizational social environment as a self-protective mechanism.

The first hypothesis of Study 2 (Hypothesis 1) indicates that the development of relationships reduces turnover intention, was confirmed for both sectors. This finding is predicted since gossip is vital for forming and enhancing friendships (Litman & Pezzo, Reference Litman and Pezzo2005). Employees who share their experiences and opinions through gossip experience momentary relief from stress, making gossip a coping strategy for problem-solving (Farley, Timme & Hart, Reference Farley, Timme and Hart2010). Gossip can enhance friendship ties and foster a sense of community among employees. Facilitating open communication encourages collaboration and strengthens group awareness, promoting teamwork and cooperation within the workplace (Feinberg, Willer, Stellar & Keltner, Reference Feinberg, Willer, Stellar and Keltner2012). In his study, Adkins (Reference Adkins2017) examined gossip from a multidimensional perspective. The researcher noted that gossip plays a crucial role in organizational socialization by strengthening friendships among employees and serves as an important precursor to sincerity. Additionally, the empirical findings from the study demonstrate that gossip helps employees understand one another better, fosters connections in the workplace, and contributes to overall organizational harmony (Akgeyik, Reference Akgeyik2015). When we view gossip as a ‘rich, multifaceted communication’ channel that serves various social functions, we can see its role in building connections with others. Gossip helps form alliances that enhance the perception of social support, facilitates the exchange of personal information, and aids in creating consensus. These factors can be significant barriers to an individual’s intention to leave their job.

The second hypothesis (Hypothesis 2) anticipated that the information dimension would reduce turnover intention, and this was confirmed in both sectors. In the realm of information sharing, employees gained new insights about their colleagues. As a result, the intimacy and friendships developed through relationship building were also strengthened during the process of acquiring this information. Gossip serves as a tool for learning important information in the workplace. Obtaining information about colleagues within the organization fulfills employees’ need for knowledge and enhances friendship ties during the exchange of information, thereby reinforcing positive feelings (Estévez et al., Reference Estévez, Wittek, Giardini, Ellwardt and Krause2022). Research has shown that positive gossip helps individuals bond with group members, provides entertainment, facilitates information exchange, allows emotional expression, and upholds social order (Alshehre, Reference Alshehre2017; Dai et al., Reference Dai, Zhuo, Hou and Lyu2022; Dores Cruz et al., Reference Dores Cruz, Balliet, Sleebos, Beersma, Van Kleef and Gallucci2019; Ugwu, Onyishi, Anozie & Ugwu, Reference Ugwu, Onyishi, Anozie and Ugwu2022). When viewed as a constructive action, gossip can foster cooperation among employees and enhance adherence to community and group norms (Akgeyik, Reference Akgeyik2015; Dai et al., Reference Dai, Zhuo, Hou and Lyu2022; Dores Cruz, Reference Dores Cruz2024; Dores Cruz et al., Reference Dores Cruz, Balliet, Sleebos, Beersma, Van Kleef and Gallucci2019; Testori, Giardini, Cruz & Beersma, Reference Testori, Giardini, Cruz and Beersma2023). Furthermore, in terms of information gathering, it allows for learning private information about someone disliked through gossip (Akgeyik, Reference Akgeyik2015).

The third hypothesis of the research (Hypothesis 3) posited that the organizational harm dimension of gossip increases turnover intention in the private sector, but not in the public sector; however, this hypothesis was not confirmed in either sector. Thus, the organizational harm dimension of gossip does not discourage employees in the public sector from leaving their jobs, as the organizational harm dimension of gossip increases, employees’ turnover intentions decrease. This may occur because harmful gossip relies on mutual trust and has a relationship-enhancing aspect. Research conducted by Grosser et al. (Reference Grosser, Kidwell and Labianca2012) indicates that negative gossip tends to occur among individuals who share friendship ties. In contrast, employees who maintain only business relationships are likely to avoid engaging in negative gossip due to a lack of mutual trust. When there is genuine communication and closeness among employees, they may feel comfortable participating in negative gossip. Consequently, it can be inferred that engaging in harmful gossip within an organization can strengthen relationships, suggesting that a solid friendship bond already exists among those involved. However, this same effect is not observed in the private sector. Negative gossip at work does not seem unlikely to prompt private-sector employees to seek new employment. Many individuals place more excellent value on the benefits and rights provided by their current workplace. This is because of the challenges associated with job hunting. The competitive landscape and employability in the private sector necessitate that employees safeguard their current positions. According to the ‘Labor Force Statistics, IV. Quarter: October–December 2023’ report published by the Turkish Statistical Institute (TURKSTAT), the number of people not included in the labor force has reached 30 million 588 thousand. This figure was 30 million 179 thousand in the previous quarter and 29 million 937 thousand in the same period of October–December 2022. Because unemployment rates increase each year, employees do not consider leaving their jobs due to the difficulties they face at the organizational level. In summary, both positive and negative gossip behaviors are evident among individuals who have friendships and business relationships (Grosser et al., Reference Grosser, Lopez-Kidwell and Labianca2010; Kim, Gabriel, Kim, Moon & Rosen, Reference Kim, Gabriel, Kim, Moon and Rosen2023). This may arise from obtaining information through informal channels, such as gossip, which can create a more confident perception of the organization’s stability. Encouraging open communication can help address any uncertainties.

Upon examining Hypotheses 4a, 4b, and 4c of the study, it was found that the mediating role of affective organizational commitment was confirmed for employees in the public sector, but not for those in the private sector. In the public sector, it was observed that as gossip increases in the dimension of developing relationships, employees’ affective organizational commitment also increases, leading to a decrease in their intentions to leave the organization. We propose in Hypothesis 1 that this outcome is due to the strengthening of relationships, which reduces turnover intentions, while the gossip related to these developing relations dimension fosters sincere and warm friendships. In an organization characterized by genuine relationships, employees are more likely to feel a sense of belonging and unity, resulting in a stronger commitment to the organization (Begemann, Lehmann-Willenbrock & Stein, Reference Begemann, Lehmann-Willenbrock and Stein2023; Dai et al., Reference Dai, Zhuo, Hou and Lyu2022). In these circumstances, employees who exhibit greater emotional organizational commitment will align themselves with the organization and willingly choose to remain within it (Carmeli, Reference Carmeli2003). In Hypothesis 4b, it is suggested that an increase in gossip within the information dimension leads to higher levels of affective organizational commitment and lower turnover intentions. This hypothesis has been confirmed because being informed about people and events within the organization gives employees a sense of satisfaction regarding organizational engagement. While eliminating uncertainty and the desire to understand the organization due to knowledge can activate positive emotions in employees, it can also enhance their sense of belonging to the organization (Allen, Kern, Rozek, McInerney & Slavich, Reference Allen, Kern, Rozek, McInerney and Slavich2021). Raza, Wisetsri, Chansongpol, Somtawinpongsai and Ramírez-Asís (Reference Raza, Wisetsri, Chansongpol, Somtawinpongsai and Ramírez-Asís2020) noted in their study that employees develop interpersonal relationships or redefine their relational boundaries to obtain essential information. In Hypothesis 4c, it was anticipated that the organizational harm dimension of gossip would lead to a decrease in affective organizational commitment and an increase in employees’ intentions to leave their jobs. This hypothesis was confirmed for the public sector. Gossip, which refers to negative or unconstructive conversations among employees, can create the perception of an unsafe environment within the organization (Kuo et al., Reference Kuo, Chang, Quinton, Lu and Lee2014). Gossip can be destructive and damaging, leading to insecurity and unhappiness among employees. Over time, this may undermine the intimacy and cooperation expected in developing organizational relationships. According to AET, the ongoing presence of negative situations can result in negative emotions for employees (Weiss & Beal, Reference Weiss, Beal, Ashkanasy, Härtel and Zerbe2005; Weiss & Cropanzano, Reference Weiss and Cropanzano1996). Low-trust organizational relationships among employees negatively impact interpersonal communication and coordination. Consequently, employees may feel less connected to the organization and develop turnover intentions. The surprising finding is that in Hypothesis 3, as gossip in the organizational harm dimension increases, turnover intention decreases. However, when the mediating role of affective organizational commitment is introduced, the outcome changes. When we look into the reasons for this outcome, we discover that negative gossip, much like other types of gossip, depends on intimate relationships. Engaging in negative gossip suggests that there is at least one individual within the organization with whom we share a close connection (Jaeger, Skelder & Rosnow, Reference Jaeger, Skelder, Rosnow, Spitzberg and Cupach2013). Negative gossip among two or three trusted individuals can nurture relationships and enhance employee retention (Sun et al., Reference Sun, Schilpzand and Liu2023). When negative gossip is prevalent in the organization, it undermines employees’ trust in the organization’s integrity and reliability, ultimately diminishing their affective commitment (Agina et al., Reference Agina, Khairy, Abdel Fatah, Manaa, Abdallah, Aliane, Afaneh and Al-Romeedy2023). When effective organizational commitment decreases, turnover intention increases as well (Wong & Wong, Reference Wong and Wong2017). Negative gossip may foster a sense of closeness and solidarity among employees, but it also entails destructive elements such as displeasure, condemnation, and unfounded rumors (Adkins, Reference Adkins2017). While this may offer temporary relief or enjoyment, such social interactions can ultimately create an unsafe and toxic organizational environment (Brown, Reference Brown2023). This behavior undermines affective organizational commitment, which may lead employees to consider leaving their jobs. Despite the significance of job security, it is noteworthy that public employees think about leaving their positions when their affective organizational commitment declines. This is an important point that should be emphasized. All employees, including public employees, need intrinsic motivation to meet their emotional and psychological needs (Dysvik & Kuvaas, Reference Dysvik and Kuvaas2010). However, organizational factors like gossip can create a toxic atmosphere and negatively impact on the work environment (Khan, Li, Akram & Akram, Reference Khan, Li, Akram and Akram2023; Srivastava, Saxena, Kapoor & Qadir, Reference Srivastava, Saxena, Kapoor and Qadir2024). Even job security may not be sufficient to prevent employees from wanting to leave their positions.

The absence of a mediating role for affective organizational commitment among private-sector employees may be attributed to their ability to cultivate and maintain workplace relationships outside the office. The private sector operates under intense market competition, which creates stress at both organizational and individual levels. As employees face high workloads, their stress levels rise due to the competitive pressure they experience. This environment transforms the employee–organization relationship into a transactional one, leading individuals to evaluate their roles more rationally (Kumar, Reference Kumar, Malone, Mohan and Raghavan2015). Consequently, this can hinder affective commitment between employees and the organization. The organization’s competitive environment may pressure employees to perform at high levels consistently. This expectation can be exhausting and may lead to feelings of worthlessness among employees. When employees are continuously pushed to excel, and their efforts go unrecognized or unrewarded, it can harm their commitment to the organization. Even if employees do not feel a strong emotional connection to their workplace, the benefits and material conditions they have secured may discourage them from seeking a new job. Consequently, while gossiping can help foster relationships and facilitate information sharing among employees, it does not necessarily create a sense of affective commitment to the organization (Tebbutt & Marchington, Reference Tebbutt and Marchington1997). The relationships employees build at work foster a positive environment, and through gossip, they create social bonds that enhance communication (Dai et al., Reference Dai, Zhuo, Hou and Lyu2022). Employees enjoy their work and can have a good time through gossip, which strengthens the relationship between employees. While individuals who have a psychologically comfortable work environment do not intend to leave their jobs, all the dynamics that develop during communication may not increase the employee’s affective commitment to the organization because gossip strengthens the relationship between employees (Alshehre, Reference Alshehre2017; Ellwardt et al., Reference Ellwardt, Steglich and Wittek2012; Wax, Rodriguez & Asencio, Reference Wax, Rodriguez and Asencio2022). This information clarifies Hypotheses 4a, 5a, and 6a.

When the sub-hypotheses (Hypotheses 5a, 5b, and 5c) of quantitative study were examined, the effect of gossip with all its dimensions on turnover intention was investigated through the feeling of emotional deprivation, which is one of the subdimensions of loneliness in the workplace. Emotional deprivation mediates the relationship between the two variables for public-sector employees, but it does not play a mediating role for private-sector employees. When examining the relationships among public-sector employees, the literature consistently shows that gossip helps alleviate feelings of emotional deprivation in their social interactions (Dai et al., Reference Dai, Zhuo, Hou and Lyu2022). The social connections and emotional bonds employees develop through gossip indicate that they do not lack intimate relationships within the workplace (Farley et al., Reference Farley, Timme and Hart2010). As relationships develop, gossip, social support, and sharing among employees increase, providing emotional satisfaction from these connections (Bencsik & Juhasz, Reference Bencsik and Juhasz2020). Employees who do not experience loneliness due to emotional deprivation are likely to have low or no turnover intentions. Conversely, emotional deprivation acts as a mediator between having information and turnover intentions. In this context, gossip facilitates the flow of information among employees, meeting their need to learn and making them feel more ‘involved’. When employees feel like they are part of the organization, they develop a strong sense of belonging (Foster & Rosnow, Reference Foster, Rosnow, Honeycutt and Cantrill2013). In terms of organizational harm, gossip can be destructive. As the frequency and intensity of gossip increase, negative emotions spread throughout the workplace, as mentioned in AET (Kuo et al., Reference Kuo, Chang, Quinton, Lu and Lee2014). Over time, this leads to decreased mutual trust among employees, causing individuals to distance themselves from these negative feelings (Cheng et al., Reference Cheng, Duan, Wu and Lu2023). Ultimately, an employee who feels alienated from their work environment may isolate themselves further. As a result, the employee may begin to consider turnover intention. However, for employees in the private sector, emotional deprivation does not play a mediating role in established relationships. Due to the highly competitive environment in the private sector as mentioned before, employees may come to accept informal forms of communication as normal. Similar to positive gossip, negative gossip is recognized as a part of workplace relationships. This negative gossip is perceived as a reality of the workplace and is often tolerated, ignored, or accepted as natural behavior.

As expected, the relationships proposed in this area of loneliness at work align with the predictions. Trust-based workplace relationships enhance social connections (Fischer & Walker, Reference Fischer and Walker2022). Since the public sector’s management structure reflects an organizational culture characterized by a strong emphasis on authority, hierarchy, and discipline, sharing the pressure among employees (Lane, Reference Lane2000) can foster social and emotional support. Loneliness can be more prevalent in the public sector due to its organizational structure, which is largely defined by formal relationships. Developing a genuine and supportive organizational environment can be challenging within a hierarchical and authoritarian framework. However, informal interactions and gossip can help soften this rigid structure, allowing for more sincere relationships to form among employees. Enhancing communication and interaction through gossip is essential for socialization and fosters a sense of belonging within an organization. This factor also significantly contributes to employees’ motivation to remain at work. Additionally, gossip serves as a means of exchanging information and inherently involves mutual interaction (Bencsik & Juhasz, Reference Bencsik and Juhasz2020). Employees can maintain their morale and motivation by sharing information through gossip. This exchange helps to build trust, which ultimately strengthens social relationships within the workplace. Additionally, gossip can fulfill the need for information and foster social support among employees. This support plays a crucial role in managing work-related stress, which employees may experience in their work environment. Effectively managing this work stress can also enhance employees’ attitudes toward staying with the organization.

The findings of Hypothesis 6a, 6b, and 6c analysis underline the importance of considering sectoral differences in organizational research. The distinct dynamics in the public and private sectors – particularly in relation to job security and organizational culture – can significantly alter the effects of gossip on employees’ attitudes and behaviors.

The findings of Hypothesis 6a can be attributed to the hierarchical structure of the workplace and its impact on work relationships, as discussed in the previous hypotheses, alongside the pressures and expectations specific to each sector. It indicates that employees in the public sector experience a work environment characterized by stronger social ties, which may partially influence their intention to remain with the organization. In contrast, the private sector’s work environment, being more competitive and individual-focused, suggests that social camaraderie does not significantly affect employees’ intentions to leave their jobs. This result has important theoretical and practical implications for understanding how the nature of the work environment shapes employees’ relational dynamics and their impact on their intention to leave.

The findings for Hypothesis 6c underscore that the organizational harm dimension of gossip has a notable negative direct effect on turnover intention in the public sector. Negative gossip within public organizations can lead to dissatisfaction, stress, and ultimately higher turnover intentions. This effect may be exacerbated in public-sector environments where hierarchies and formal structures often make addressing interpersonal conflicts more challenging. Interestingly, the private sector did not exhibit significant effects for organizational harm on turnover intention, suggesting that private-sector employees might be less sensitive to negative interpersonal dynamics or that the competitive environment minimizes the long-term impact of such harms. This distinction offers valuable insights into how the type of organizational setting may modulate the effects of negative gossip.

Although gossiping employees can cultivate a sense of trust within their group, negative gossip can erode overall confidence in the organization and foster distrust towards employees outside their in-group (Cheng et al., Reference Cheng, Duan, Wu and Lu2023). Over time, such negative gossip may generate harmful emotions within employees, as emphasized on AET, leading to a decline in organizational unity and trust. This environment can result in individuals feeling isolated or forming small cliques, ultimately reinforcing feelings of loneliness within the Social Companionship dimension. Consequently, employees who feel insecure and experience diminished connections with their colleagues may seek a healthier and more trusting work environment.

Some sources suggest that sincere relationships are necessary for harmful gossip to occur (Ellwardt et al., Reference Ellwardt, Steglich and Wittek2012; Peters & Kashima, Reference Peters and Kashima2015); however, the gossip’s nature can make the intimacy between employees superficial rather than deepening their connections (Begemann et al., Reference Begemann, Lehmann-Willenbrock and Stein2023). In an environment where harmful gossip is prevalent, employees may become anxious about being the subject of gossip themselves. This fear of being judged can lead to insecurity. Furthermore, employees might hesitate to share personal information, worried that it could become gossip material (Grosser et al., Reference Grosser, Lopez-Kidwell and Labianca2010). The resulting lack of trust can cause employees to isolate themselves, leading to feelings of loneliness. Harmful gossip can make employees feel isolated and anxious, even in a crowded workplace.

Hypotheses 3a, 3b, and 3c are not supported for private-sector employees. One primary reason may be the goal-oriented work behaviors typical of these employees. The competitive nature of the private-sector drives employees to maintain high performance continuously, leading them to view gossip as an irrelevant issue outside of their work responsibilities. Moreover, private-sector employees often experience frequent and rapid job changes, meaning their relationships with colleagues are generally more superficial or temporary. This situation hinders the development of strong commitments to their coworkers and the organization. From another perspective, employees who do not place value on gossip tend to view it as impersonal. In fact, they often see exchanging information through gossip as advantageous.

Theoretical implications

The present study highlights the impact of gossip on employees’ turnover intentions. It demonstrates that the relationship between gossip and turnover intention varies depending on the sector in which the employee works. The differences between public- and private-sector dynamics play a crucial role in shaping the atmosphere within organizations. Therefore, gossip and its content can be critical to this atmosphere. This intriguing finding highlights the need for a deeper examination of the consequences of gossip within organizations.

This study explored gossip in all dimensions and its direct impact on employees’ intention to leave their jobs. In addition, the research included how gossip influences employees’ emotions and attitudes. The findings confirmed that fostering relationships and engaging in constructive gossip enhances the bond between the organization and employees while reducing feelings of loneliness. Additionally, it was found that gossip, which facilitates information exchange and social networking, positively affects affective organizational commitment and reduces feelings of employee loneliness, ultimately lowering the likelihood of employees leaving their jobs.

Conversely, harmful gossip damages these aspects, triggering the behavior of leaving the job. This finding aligns with existing literature on the subject for the public sector. However, the study’s most remarkable finding is that harmful gossip does not influence private-sector employees’ turnover intention, nor does it affect this relationship through mediating variables.

Practical implications

In workplace relationships, gossip functions as an informal organizational communication tool. Therefore, gossip is crucial in how the organizational atmosphere is perceived as constructive or destructive. While gossip can serve as a means of gathering information and fostering relationships, ultimately affecting turnover intention, it is noted that employees in the private sector tend to have lower intentions of leaving compared to those in the public sector, depending on the constructive side of gossip. On the other hand, gossip in the public sector is a mechanism that strengthens relationships. This is more prevalent in the public sector than in the private sector.

When gossip is examined as a source of information, it is seen that it significantly contributes to the low turnover intention. While employees in the private sector perceive gossip as a means of providing information, the satisfaction of the need to receive information explains that the rate of their intention to stay at work is higher than that of public-sector employees. However, the impact of harmful gossip on employees’ turnover intentions was much different than expected, clearly showing how public- and private-sector dynamics influence employees’ attitudes and behaviors.

Future research directions

Future studies should further explore gossip as a multidimensional construct, considering both its constructive and destructive aspects, as well as its positive and negative effects. The qualitative findings from this study suggest that important mediating and moderating variables exist, which could influence how gossip affects emotions, attitudes, and behaviors. Investigating these variables could deepen our understanding of the phenomenon.

Additionally, future research should examine gossip dynamics at various levels, including individual, team, and organizational, to uncover different insights across these contexts. The impact of gossip could vary depending on the organizational level, and exploring these differences may yield valuable results. Lastly, it is important for future studies to account for the differences between public- and private-sector dynamics when designing research models and selecting samples, as these differences significantly shape workplace behavior and attitudes.

Limitations

This study is primarily limited by its focus on Istanbul, Turkey, a specific geographical and cultural context that may affect the generalizability of the findings. The sociocultural, economic, and political dynamics of the region play a significant role in shaping nature and interpretation of workplace gossip. To address this limitation, a comparison between public- and private-sector employees was made, as sectoral differences can significantly influence organizational behavior. The qualitative findings revealed that employees’ responses to gossip differ across these sectors, providing a more nuanced understanding of the phenomenon.

Furthermore, the quantitative phase employed a cross-sectional design, which restricts the ability to make causal interpretations. To draw more reliable causal conclusions, future research would benefit from using longitudinal designs. Despite these limitations, the mixed-method approach, combining both qualitative and quantitative data, enhanced the internal validity of the findings.