Araştırma Makalesi
BibTex RIS Kaynak Göster

Demokratik ve Otokratik Liderlik Tarzlarının Üretkenlik Karşıtı İş Davranışına Etkisinde İşe Yabancılaşmanın Aracı Rolü: Ankara OSTİM Sanayi Bölgesinde Bir Araştırma

Yıl 2021, Cilt: 17 Sayı: 34, 873 - 902, 28.02.2021
https://doi.org/10.26466/opus.839136

Öz

Yanlış örgütsel yönetim algısı, özellikle iş yaşamında işe yabancılaşma ile birleşince önemli çalışma faaliyetleri sorunlarına yol açabilmektedir. Bu araştırmanın temel amacı, örgütlerde yönetim biçimleri olan demokratik liderlik ile otokratik liderlik tarzlarının sebep olabileceği üretkenlik karşıtı iş davranışına etkisinde “işe yabancılaşmanın” aracı bir işlev görüp görmediğini belirlemektir. Araştırmada “demokratik ve otokratik liderlik tarzlarının üretkenlik karşıtı iş davranışında “işe yabancılaşma” algısının aracı bir rolü var mıdır” sorusu cevaplandırılmaya çalışılmıştır. Araştırma yöntemi nicel araştırma yöntemine göre tasarlanmış ve genel tarama modellerinden yola çıkılarak ilişkisel tarama modeline doğru desenlenen bir araştırmadır. Araştırma verileri basit tesadüfi örnekleme yöntemine göre Ankara OSTİM Sanayi Bölgesindeki ağır makine üretim faaliyetleri gösteren dört işletmeden toplanmıştır. Elde edilen veriler SPSS ve AMOS programlarıyla analiz edilmiştir. Verilerin analizinde betimsel analizlerin yanında fark ve ilişki testleri yapılmıştır. Araştırma verilerinin analizinden elde edilen bulgulara göre demokratik liderliği işe yabancılaşma üzerinde pozitif yönlü etkisi bulunurken, üretkenlik karşıtı iş davranışına etkisi bulunmamıştır. Otokratik liderliğin işe yabancılaşma ve üretkenlik karşıtı iş davranışına etkisi bulunmuştur. Demokratik liderliğin üretkenlik karşıtı iş davranışına etkisinde işe yabancılaşmanın aracı etkisi bulunurken otokratik liderliğin üretkenlik karşıtı iş davranışına etkisinde işe yabancılaşmanın aracı etkisi bulunamamıştır. Katılımcı ve serbestlik tarzıyla yönetilen çalışanlarda olumlu örgütsel davranışlar beklenirken, baskıcı ve katılımı sağlamayan yönetimlerin çalışanlarında işe karşı olumsuz davranışları teşvik ederek çalışanların işlerine yabancılaşmalarına yol açabilmektedir.

Kaynakça

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The Mediating Role of Work Alienation in the Effect of Democratic and Autocratic Leadership Styles on Counterproductive Behaviors: A Study in Ankara OSTİM Industrial Zone

Yıl 2021, Cilt: 17 Sayı: 34, 873 - 902, 28.02.2021
https://doi.org/10.26466/opus.839136

Öz

Incorrect perception of organizational management, especially when combined with work alienation in business life, can lead to essential work activities problems. This study's primary purpose is to determine whether "alienation from work" functions as a mediator in the effect of counterproductive behavior that can be caused by the forms of democratic leadership and autocratic leadership in organizations. In the research, "do democratic and autocratic leadership styles have a mediating role in the perception of work alienation in counterproductive behaviors." The question has been tried to be answered. The research method is designed according to the quantitative research method, and it is research patterned towards the relational scanning model based on general scanning models. According to the simple random sampling method, research data were collected from four enterprises operating heavy machinery production in Ankara OSTIM Industrial Zone. The obtained data were analyzed with SPSS and AMOS programs. In the analysis of the data, besides descriptive analysis, difference and relationship tests were performed. According to the findings obtained from the research data analysis, while democratic leadership has a positive effect on work alienation, it has not affected counterproductive behavior. Autocratic leadership has been found to have an impact on work alienation and counterproductive behavior. While work alienation had a mediating effect on the effect of democratic leadership on counterproductive behavior, no mediating effect of work alienation was found in the effect of autocratic leadership on counterproductive behavior. While positive organizational behaviors are expected from employees who are managed with a participatory and liberal style, oppressive and non-participatory management encourages negative behaviors towards their employees, leading to alienation from their jobs

Kaynakça

  • Adekeye, D. S. and Ajayi, O. A. (2020). Work environment and workplace deviant behavior in Nigerian Public Hospitals. Rev. Universitara Sociologie, 24-326.
  • Agarwal, S. (1993). Influence of formalization on role stress, organizational commitment, and work alienation of salespersons: A cross-national comparative study. Journal of International Business Studies, 24(4), 715- 739.
  • Al Hosani, Y.Jabeen, R, Paul, J. and Stachowicz-Stanusch, A. (2020), "Antecedents of employee alienation and its impact on individual work performance during post-merger integration (PVII)", Journal of Organizational Change Management, 33(6), 1085-1110.
  • Allafchi, N. (2017). Effect of democratic leadership style on management of communication with customers in Melli Banks of Hamedan. Uluslararası Kültürel ve Sosyal Araştırmalar Dergisi (UKSAD), 3(2), 168-179.
  • Amarat, M., Akbolat, M., Ünal, Ö. and Güneş Karakaya, B. (2019). The mediating role of work alienation in the effect of workplace loneliness on nurses' performance. Journal of nursing management, 27(3), 553-559.
  • Appelbaum, S. H., Iaconi, G. D. and Matousek, A. (2007). Positive and negative deviant workplace behaviors: causes, impacts, and solutions. Corporate Governance: The international journal of business in society.
  • Bademci, V. (2001). Türkiye’deki okullar ne işe yarar. Düzenleyen: Ankara Türk Telekom Anadolu Teknik L. Ankara: Başkent Öğretmenevi Konferans Salonu, 9.
  • Bajaj, P. (1982). Alienation as related to perception of organizational climate. Indian Journal of Industrial Relations, 17(4), 563-572.
  • Bakan, İ. ve Büyükbeşe, T. (2010). Liderlik “türleri” ve “güç kaynakları” na ilişkin mevcut-gelecek durum karşılaştırması: eğitim kurumu yöneticilerinin algılarına dayalı bir alan araştırması. KMÜ Sosyal ve Ekonomi̇k Araştırmalar Dergi̇si, 12(19), 73-84, 2010 ISSN: 1309-9132
  • Banai, M., Reisel, W. D. and Probst, T. M. (2004). A managerial and personal control model: predictions of work alienation and organizational commitment in Hungary. Journal of International Management, 10(3), 375-392.
  • Baron, R. M. and Kenny, D. A. (1986). The moderator–mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of personality and social psychology, 51(6), 1173-1182.
  • Baş, T. (2003). Anket: anket nasıl hazırlanır?: anket nasıl uygulanır?: anket nasıl uygulanır? : Seçkin Yayıncılık. Ankara.
  • Bennett, R. J. and Robinson, S. L. (2000). Development of a measure of workplace deviance. Journal of applied psychology, 85(3), 349.
  • Bentler, P. M. and Bonett, D. G. (1980). Significance tests and goodness of fit in the analysis of covariance structures. Psychological bulletin, 88(3), 588-606.
  • Bolino, M. C., Turnley, W. H. and Anderson, H. J. (2016). The dark side of proactive behavior: When being proactive may hurt oneself, others, or the organization. In Proactivity at work (p. 517-547): Routledge.
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  • Cheng, B. S., Chou, L. F., Wu, T. Y., Huang, M. P. and Farh, J. L. (2004). Paternalistic leadership and subordinate responses: Establishing a leadership model in Chinese organizations. Asian Journal of Social Psychology, 7(1), 89-117.
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  • Karimi, F., Hosseinzadeh, D. and Azizi, G. (2011). Relationship between management style and productivity of employees in Islamic Azad University-Islamshahr Unit. World Applied Sciences Journal, 12(10), 1685-1690.
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  • Kline, P. (2014). An easy guide to factor analysis: Routledge.
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  • Li, S. and Chen, Y. (2018). The relationship between psychological contract breach and employees' counterproductive work behaviors: the mediating effect of organizational cynicism and work alienation. Frontiers in Psychology, 9, 1273, 1-9.
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  • Liao, E. Y., Wang, A. Y. and Zhang, C. Q. (2020). Who influences employees' dark side: A multi-foci meta- analysis of counterproductive workplace behaviors. Organizational Psychology Review, 1-47.
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  • Liu, X., Wang, X., Zhao, Y., Xia, N. and Guo, S. (2020). Solving Workplace Deviant Behavior in Construction by Leader–Member Exchange and Leader–Member Guanxi. Journal of Construction Engineering and Management, 146(6), 04020061.
  • Luqman, R., Fatima, S., Ahmed, S., Khalid, I. and Bhatti, A. (2019). The Impact of Autocratic Leadership Style on Counterproductive Work Behavior: The Mediating role of Employee Commitment and Moderating role of Emotional Exhaustion. Pollster j. acad.res. 06(01), 22-47.
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  • MacKinnon, D. P., Fairchild, A. J. and Fritz, M. S. (2007). Mediation analysis. Annu. Rev. Psychol., 58, 593-614.
  • Malik, S. Z., Saleem, M. and Naeem, R. (2016). Effect of leadership styles on organizational citizenship behavior in employees of telecom sector in Pakistan. Pakistan Economic and Social Review, 54(2), 385-406.
  • Mansor, N. A., Wai, C. M., Mohamed, A. and Shah, I. M. (2012). The relationship between management style and employees' well-being: A case of non-managerial staffs. Procedia-Social and Behavioral Sciences, 40, 521-529.
  • Marsh, H. W. and Hocevar, D. (1985). Application of confirmatory factor analysis to the study of self-concept: First-and higher order factor models and their invariance across groups. Psychological bulletin, 97(3), 562- 582.
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  • Penney, L. M., Hunter, E. M. and Perry, S. J. (2011). Personality and counterproductive work behavior: Using conservation of resources theory to narrow the profile of deviant employees. Journal of Occupational and Organizational Psychology, 84(1), 58-77.
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  • Puni, A., Agyemang, C. B. and Asamoah, E. S. (2016). Leadership styles, employee turnover intentions and counterproductive work behaviors. International Journal of innovative research and development, 5(1), 1-7.
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  • Tutar, H. ve Erdem, A. T. (2020). Örnekleriyle bilimsel araştirma yöntemleri ve spss uygulamaları. Seçkin Yayncılık, Ankara.
  • Üstün, F. (2020). Örgütsel özdeşleşmenin üretkenlik karşıtı iş davranışları üzerine etkisi: Psikolojik iyi oluşun aracı rolü. İzmir İktisat Dergisi, 35(2), 357-374.
  • Üzüm, B. ve Şenol, L. (2019). Yabancılaşma ve üretim karşıtı iş davranışları: Sağlık kurumlarında bir araştırma. Beykoz Akademi Dergisi, 2019, 7(2), 65-80.
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  • Yıldız, B. ve Alpkan, L. (2015). A theoretical model on the proposed predictors of destructive deviant workplace behaviors and the mediator role of alienation. Procedia-Social and Behavioral Sciences, 210, 330-338.
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Toplam 90 adet kaynakça vardır.

Ayrıntılar

Birincil Dil İngilizce
Konular Yöneylem
Bölüm Makaleler
Yazarlar

Ahmet Tuncay Erdem 0000-0003-4573-8415

Yayımlanma Tarihi 28 Şubat 2021
Kabul Tarihi 19 Ocak 2021
Yayımlandığı Sayı Yıl 2021 Cilt: 17 Sayı: 34

Kaynak Göster

APA Erdem, A. T. (2021). The Mediating Role of Work Alienation in the Effect of Democratic and Autocratic Leadership Styles on Counterproductive Behaviors: A Study in Ankara OSTİM Industrial Zone. OPUS International Journal of Society Researches, 17(34), 873-902. https://doi.org/10.26466/opus.839136