GÜÇLENDİRİCİ LİDER DAVRANIŞLARI VE ÖRGÜTSEL VATANDAŞLIK DAVRANIŞI ARASINDAKİ İLİŞKİNİN SOSYAL MÜBADELE KURAMINDAN HAREKETLE İNCELENMESİ

Year 2009, Volume: 12 Issue: 21, 215 - 239, 01.06.2009

Oya İnci Bolat Tamer Bolat Oya Aytemiz Seymen

Abstract

Problem Durumu: Son 20 yıldır akademisyenler örgütsel vatandaşlık davranışının belirleyicileri ve sonuçlarını araştırmaktadır. Bu kapsamda, iş tatmini, örgütsel bağlılık, liderlik vb. değişkenlerin örgütsel vatandaşlık davranışı üzerindeki etkileri incelenmiştir. Buna rağmen, bu alanda güçlendirme ve örgütsel vatandaşlık davranışı ilişkisini inceleyen kuramsal ve görgül çalışmaların çok sınırlı olduğu söylenebilir. Araştırmanın Amacı: Bu çalışmanın amacı, Sosyal Mübadele Kuramından yararlanarak güçlendirici lider davranışlarının örgütsel vatandaşlık davranışı üzerindeki etkilerini incelemektir. Yöntem: Çalışma ile ilgili veriler, Antalya Bölgesi’ndeki 280 otel işgöreninden oluşan bir örneklemden anket aracılığıyla elde edilmiştir. Verilerin analizinde, tanımlayıcı istatistikler, korelasyon ve regresyon analizleri ve bağımsız-örneklem t testi kullanılmıştır. Bulgular ve Sonuç: Güçlendirici lider davranışları genel olarak, örgütsel vatandaşlık davranışı ve boyutlarını etkilemektedir. Bu noktada, güçlendirici lider davranışlarının örgütsel vatandaşlık davranışının önemli belirleyicilerinden biri olduğu söylenebilir. Ayrıca, medeni durum ve cinsiyet örgütsel vatandaşlık davranışını etkileyen önemli değişkenlerdir. Buradan, evli işgörenlerin ve kadınların daha fazla örgütsel vatandaşlık davranışı gösterdikleri anlaşılmaktadır. Öneriler: Güçlendirici lider davranışları, işgörenlerin anlam, öz yeterlilik, hür irade ve etki ile ilgili algılamalarını değiştirme konusunda otel yöneticilerine yararlı olacaktır

Keywords

Güçlendirici lider davranışları, örgütsel vatandaşlık davranışı, Sosyal Mübadele Kuramı

Investigation of Relationship between Empowering Leader Behaviors and Organizational Citizenship Behavior with the Reference of Social Exchange Theory

Abstract

Problem Statement: The scholars have been inquiring into consequences and antecedents of OCB for the last twenty years. In this context the effects of job satisfaction, organizational commitment, leaderships and such variables on the OCB have been investigated. However, it can be said that theoretical and empirical research on the relationship between empowerment and OCB is very limited in that field. Resarch Aims: The aim of this study was to examine the effects of empowering leader behaviors on the organizational citizenship behavior by taking a reference of social exchange theory. Method: Data for the study were obtained from 280 hotel employees in Antalya through questionnaires. Descriptive statistics, correlation and regression analysis and independent samples t test were used to analyze the data. Findings and Results: Empowering leader behaviors generally have a positive effect on organizational citizenship behavior. At this point, it can be said that empowering leader behaviors are one of the antecedents of organizational citizenship behavior. Also, marital status and gender are important variables that influence organizational citizenship behavior. Thus it can be understood that married workers and females exhibit more organizational citizenship behavior. Proposals: Empowering leader behaviors will be useful for hotel managers in changing of workers’s perceptions about meaning, competence, self-determination and impact

Keywords

Empowering leader behaviors, organizational citizenship behavior, Social Exchange Theory.

References

• Ahearne, M.J. (2000). An examination of the effects of leadership empowerment behaviors and organizational citizenship behaviors on sales team performance. Unpublished phd. thesis, Indiana University, Bloomington.
• Akkoyunlu, B. ve ark. (2005). Bilgisayar öğretmenleri için “bilgisayar öğretmenliği öz yeterlik ölçeği” geliştirme çalışması. [A study on developing teacher self efficacy scale for computer teachers]. Hacettepe Üniversitesi Eğitim Fakültesi Dergisi, 29, 1-8.
• Allen, T.D., & Rush, M.C. (2001). The influence of rate gender on ratings of organizational citizenship behavior, Journal of Applied Social Psychology, 31 (12), 2561-2587.
• Allison, B.J. et al. (2001). Student classroom and career success: the role of organizational citizenship behavior. Journal of Educational for Business, 76 (5), 282-294. Antalya İl Kültür ve Turizm Müdürlüğü, 05 Nisan 2009, http://www.antalyakulturturizm.gov.tr/BelgeGoster.aspx?F6E10F889243 3CFFB0694A5E22DB335544EA474750BABA90.
• Appelbaum, S.H., & Honeggar, K. (1988). Empowerment: a constrasting overview of organizations in general and nursing in particular -an examination of organizational factors, managerial behaviors, job design, and structural power. Empowerment in Organizations, 6 (2), 29-50.
• Aquino, K. (1995). Relationship among pay inequity, perceptions of procedural justice, and organizational citizenship. Employee Responsibilities and Rights Journal, 8 (1), 21-33.
• Arnold, J.A. et al. (2000). The empowering leadership questionnaire: the construction and validation of a new scale for measuring leader behaviors. Journal of Organizational Behavior, 21, 249-269.
• Bogler, Ronit, & Somech, Anit (2004). Influence of teacher empowerment on teacher’s organizational commitment, professional commitment and organizational citizenship behavior in schools. Teaching and Teacher Education, 20, 277-289.
• Burton, C.H. (2003). An empirical investigation of the interrelationships of organizational culture, managerial values, and organizational citizenship behaviors. Unpublished phd. thesis, The George Washington University, Washington.
• Cacioppe, R. (1998). Structured empowerment: an award-winning program at the burswood resort hotel. Leadership & Organization Development Journal, 19 (5), 264-274.
• Conger, J.A., & Kanungo, R.N. (1998). The empowerment process: integrating theory and practice, Academy of Management Review, 13 (3), 471-482.
• Coyle-Shapiro, J.A-M. (2002). A Psychological contract perspective on organizational citizenship behavior”, Journal of Organizational Behavior, 23, 927-946.
• Cropanzano, R. Et al. (2003). The relationship of emotional exhaustion to work attitudes, job performance, and organizational citizenship behaviors. Journal of Applied Psychology, 88 (1), 160-169.
• Cropanzano, R., & Mitchell, M.S. (2005). Social exchange theory: an interdisciplinary review. Journal of Management, 874-900.
• Cushman, J.W. (2000). Empowerment and the moderating effect of organizational citizenship behaviors on personal hygiene practices in the food services industry. Unpublished phd. thesis, Kansas State University, Kansas.
• DiPaola, M.F., & Hoy, W.K. (2005). Organizational citizenship of faculty and achvievement of high school students, The High School Journal, The University of North Caroline Press, Feb/Mar, 35-44.
• Ehigie, B.O., & Otukoya, O.W. (2005). Antecedents of organizational citizenship behaviour in a goverment-owned enterprise in Nigeria. European Journal of Work and Organizational Psychology, 14 (4), 389-399.
• Ehrhart, M.G. (2001). Leadership and justice climate as antecedents of unit-level organizational citizenship behavior. Unpublished phd. thesis, University of Maryland, Maryland.
• Erstad, M. (1997). Empowerment and organizational change. International Journal of Contemporary Hospitality Management, 9(7), 325-333.
• Ertürk, A. et al. (2004). Promoting organizational citizenships behaviors: relative effects of job satisfaction, organizational commitment, and perceived managerial fairness. METU Studies in Development, 31, 189-210.
• Evans, B.M. (2001). The influence of perceived procedural justice on organizational citizenship behavior among persons employed in the parks, recreation or leisure services profession. Unpublished phd. thesis, Middle Tennessee State University, Murfreesboro.
• Field, L. (1997). Impediments to empowerment and learning within organizations. The Learning Organization, 4 (4), 149-158.
• Gefen, D., & Ridings, C.M. (2002). Implementation team responsiveness and user evaluation of customer relationship management: a quasi-experimental design study of social exchange theory. Journal of Management Information Systems, 19(1), 47-69.
• Gómez, C., & Rosen, B. (2001). The leader-member exchange as a link between managerial trust and employee empowerment. Group & Organization Management, 26 (1), 53-59.
• Gordon, B.A. (2002). Empowerment performance of pharmaceutical managers as a function of personality type. Unpublished phd. thesis, Capella University, Minneapolis.
• Gürbüz, S. (2006). Örgütsel vatandaşlık davranışı ile duygusal bağlılık davranışı arasındaki ilişkilerin belirlenmesine yönelik bir araştırma. [A research on identifying the relationships between organizational citizenship behaviour and affective commitment]. Ekonomik ve Sosyal Araştırmalar Dergisi, 3(1), 48-75.
• Honold, L. (1997). A review of the literature on employee empowerment. Empowerment in Organizations, 5 (4), 202-212.
• Houston, A.M., & Cowley, S. (2002). An empowerment approach to needs assessment in health visiting practice. Journal of Clinical Nursing, 11, 640-650.
• İşbaşı, J.Ö. (2000). Örgütsel vatandaşlık davranışı: farklı ölçeklerin uygulanabilirliğine ilişkin bir çalışma. [Organizational citizenship behaviour: a study on adaptedness of different scales]. 8. Ulusal Yönetim ve Organizasyon Kongresi, Erciyes Üniversitesi, 359-372.
• Johnson, R.D., & Thurston, E.K. (1997). Achieving empowerment using the empowerment strategy grid. Leadership & Organization Development Journal, 18 (2), 64-73.
• Kalat, J.W. (1993). Introduction to psychology. (3rd ed.). California: Wadsworth Inc.
• Kidder, D.L. (2002). The influence of gender on the performance of organizational citizenship behaviors. Journal of Management, 28 (5), 629-648.
• Koçel, T. (2001). İşletme yöneticiliği. [Business management]. (8. Baskı). İstanbul: Beta Basım Yayım Dağıtım A.Ş.
• Konovksy, M.A., & Pugh, S. D. (1994). Citizenship behavior and social Exchange. Academy of Management Journal, 37 (3), 656-669.
• Konovsky, M.A., & Organ, D.W. (1996). Dispositional and contextual determinants of organizational citizenship behavior. Journal of Organizational Behavior, 17, 253-266.
• Köse, S. ve ark. (2003). Örgütsel vatandaşlık davranışı ve tutuma ilişkin faktörlerle ilişkisi üzerine bir araştırma. [A study on organizational citizenship behaviour and relationship with factors related attitudes]. Erciyes Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 20, Ocak- Haziran, 1-19.
• Lambe, C. J. et al. (2001). Socail exchange theory and research on business-to- business relational exchange, Journal of Business-toBusiness Marketing, 8(3), 1-36.
• Lashley, C. (1995). Towards an understanding of employee empowerment in hospitality services. International Journal of Contemporary Hospitality Management, 7 (1), 27-32.
• Lashley, C., & McGoldrick, J. (1994). The limits of empowerment a critical assessment of human resource strategy for hospitality operations. Empowerment in Organizations, 2 (3), 25-38.
• Lee, M., & Koh, J. (2001). Is empowerment really a new concept?. International Journal of Human Resource Management, 12 (4), 684-695.
• Liao, H. (2002). A cross level analysis of organizational citizenship behavior in work groups. Unpublished phd. thesis, The University of Minnesota, Minneapolis.
• Love, M.S. (2001). The case for the work group: the work group context as an antecedent of organizational citizenship behavior. Unpublished phd. thesis, University of Missouri-Columbia, Columbia.
• Luthans, F. (1995). Organizational behavior. (7th ed.). New York: McGraw-Hill Inc.
• MacKenzie, S.B. et al. (1993). The impact of organizational citizenship behavior on evaluations of salesperson performance. Journal of Marketing, 57 (1), 70-80.
• MacKenzie, S.B. et al. (1999). Do citizens’ behaviors matter more for managers than for salespeople?. Journal of the Academy of Marketing Science, 27 (4), 396-410.
• Minett, S., & Ellis, S. (1997). Using empowerment to turn employees into entrepreneurs-an internalization too far?. Training for Quality, 5 (2), 78- 83.
• Organ, D.W. (1988). Organizational citizenship behavior: the good soldier syndrome. Lexington, MA: Lexington Books.
• Organ, D.W., & Lingl, A. (1995). Personality, satisfaction, and organizational citizenship behavior. The Journal of Social Psychology, 135 (3), 339-350.
• Organ, D.W., & Ryan, K. (1995). A meta-analytic review of attitudinal and dispositional predictors of organizational citizenship behavior. Personel Psychology, 48, 775-802.
• Ormond, W.E. (1998). Electronic performance monitoring and organizational citizenship behavior: a procedural justice perspective. Unpublished master’s thesis, The University of Calgary, Capella University, Alberta.
• Özdevecioğlu, M. (2003). Örgütsel vatandaşlık davranışı ile üniversite öğrencilerinin bazı demografik özellikleri ve akademik başarıları arasındaki ilişkilerin belirlenmesine yönelik bir araştırma. [A research on determination of relationships between organizational citizenship behaviour and some demographical characterictics and academical success of university students]. Erciyes Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 20, Ocak-Haziran, 117-135.
• Podsakoff, P. M. et al. (2000). Organizational citizenship behaviors: a critical review of the theoretical and empirical literature and suggestions for future research. Journal of Management, 26 (3), 513-563.
• Podsakoff, P.M., & MacKenzie, S.B. (1994). Organizational citizenship behaviors and sales unit effectiveness. Journal of Marketing Research, 31, 351-363.
• Psoinos, A. et al. (2000). An exploratory study of information systems in support of employee empowerment. Journal of Information Technology, 15, 211- 230.
• Rafiq, M., &, Ahmed, P.K. (1998). A contingency model for empowering customer-contact services employees. Management Decision, 36(10), 686-693.
• Randolph, A.W., & Sashkin, M. (2002). Can organizational empowerment work in multinational settings? Academy of Management Executive,16 (1), 102- 115.
• Reis, M.J. (2002). The effects of supervisor feedback behavior on employee organizational citizenship behaviors: the role of perceived supervisor fairness in the social exchange process. Unpublished phd. thesis, Claremont Graduate University, Claremont.
• Spreitzer, G.M. (1995). Psychology empowerment in the workplace: dimensions, measurement, and validation. Academy of Management Journal, 38 (5), 1442-1465.
• Stamper, C.L., & Dyne, L.V. (2001). Work status and organizational citizenship behavior: a field study of restaurant employees. Journal of Organizational Behavior, 22, 517-536.
• Sthyre, A. (2001). Kaizen, ethics, and care of the operations: management after empowerment. Journal of Management Studies, 38 (6), 795-810.
• Tang, T.L-P., & Ibrahim, A.H.S. (1998). Antecedents of organizational citizenship behavior revisited: public personel in the united states and in the middle east. Public Personnel Management, 27 (4), 529-550.
• Thomas, K.W., & Velthouse, B.A. (1990). Cognitive elements of empowerment: an ‘interpretive’ model of intrinsic task motivation. Academy of Management Review, 15 (4), 666-681.
• Tompson, H.B., & Werner, J.M. (1997). The impact of role conflict/facilitation on core and discretionary behaviors: testing a mediated model. Journal of Management, 23 (4), 583-601.
• Wat, D., & Shaffer, M.A. (2005). Equity and relationship quality influences on organizational citizenship behaviors the mediating role of trust in the supervisor and empowerment. Personel Review, 34 (4), 406-422.
• Williams, S. et al. (2002). Justice and organizational citizenship behavior intentions: fair rewards versus fair treatment. The Journal of Social Psychology, 142 (1), 33-44.
• Williams, S., & Shiaw, W.T. (1999). Mood and organizational citizenship behavior: the effects of positive affect on employee organizational citizenship behavior intentions. The Journal of Psychology, 133 (6), 656- 668.