3 rd International Symposium on Sustainable Development, May 31 - June 01 2012, Sarajevo 82 Analysis Of The Hotel Personnel’s Conceptions Of Organizational Justice, Organizational Silence, Mobbing, Organizational Commitment In Terms Of Demographic Variables Şevket Yirik, Yusuf Yilmaz, Osman Nuri Demirel,Yıldırım Yilmaz, Abdullah Akgün, Hasan Kinay Akdeniz University, Turkey Abstract This study analyses the conceptions of organizational justice, organizational silence, mobbing, organizational commitment in terms of demographic variables in hotel management. Field work is carried out in the 5-star hotels that are active during 12 months in the Manavgat region of Antalya (Turkey). The study is supported by 229 hotel personnel and all responded. The study reveals that factors such as gender, age, educational level, professional rank and position have considerable effects on the conceptions of institutional devotion, mobbing, institutional repose and institutional justice. Keywords: Organizational Justice, Organizational Silence, Mobbing, Organizational Commitment 1.THEORETICAL BACKGROUND 1.1.Organizational Justice Originally, the conception of organizational justice is based on “Equity Theory” of Adams in 1λ65 (Baş and Şentürk, 2011μ 33). Organizational justice is whether there is equity or not comparing what the employees bring in the company according to the contributions the employees made to the company (time, work, earnings). Organizational Justice is examined under three headings; distributive justice, procedural justice and personal interaction justice. (Cohen-Charash and Spector, 2001: 279; St‐Pierre and Holmes, 2010: 1171). 1.2. Organizational Silence Organizational Silence was proposed by Hirschman in 1970; however, it was first used as a definition by Morrison and Milliken in 2000 (Erenler, 2010). Organizational silence can be seen when the employees do not express their views and concerns about the company (Morrison and Milliken, 2000). The employee silence, on the other hand, can be defined as not revealing one’s feelings, not sharing with others and concealing the problems by remaining silent and keeping on working as if nothing happened. There may be many reasons why the employee prefers to remain silent. These can be stated as the behavioural habits, consciousness and decision mechanisms (Blackman and Sadler-Smith, 2009: 571-572). The institutional reasons of the organizational silence are as follows:  Organizational Reasons