THE EFFECT OF HIGH-PERFORMANCE WORK SYSTEMS ON SELF-LEADERSHIP

Year 2021, Volume: 20 Issue: 77, 188 - 200, 03.01.2021

Sevgin Batuk

Abstract

Self-leadership has emerged as a substitute for classical leadership approaches that treat external supervision as a requirement and focus on the leader rather than the employee. It is treated as a way of coping with the instability of the business environment, because organizations should utilize every single employee to be more lateral and adaptive. Self-leadership is a concept which asserts that every single employee can direct herself/ himself when given the opportunity. In literature, self-leadership is majorly considered as an outcome of personality factors. In this paper, the effects of some contextual factors- sub-practices of high-performance work systems (HPWS)- on self-leadership are investigated through a survey conducted on a sample of 212 participants. According to results, participation in decision making,job security, selective staffing and results-oriented appraisal have positive contributions to self-leadership, whereas, contrary to expectations, extensive training is found to affect self-leadership negatively. Internal mobility, incentive rewards and job descriptions have no significant effect on self-leadership.

Keywords

training, participation in decision making, high-performance work systems, Self-leadership

Supporting Institution

Türk-Alman Üniversitesi

Project Number

2019BI018

Thanks

This study was supported by Turkish – German University Scientific Research Projects Commission under the grant no: 2019BI018.

THE EFFECT OF HIGH-PERFORMANCE WORK SYSTEMS ON SELF-LEADERSHIP

Abstract

Öz-liderlik,
dışsal denetimi bir gereklilik olarak gören ve çalışandan çok lidere odaklanan
klasik liderlik yaklaşımlarına bir ikame olarak ortaya çıkmıştır. İş çevresinin
değişkenliği ile başa çıkma yöntemlerinden biri olarak değerlendirilmektedir,
çünkü, organizasyonların daha yatay ve adaptif olmak için her çalışandan
faydalanması gerekmektedir. Öz-liderlik, şans verildiğinde, her çalışanın
kendini yönlendirebiliceğini öne süren bir kavramdır. Literatürde, öz-liderlik
çoğunlukla kişilik özelliklerinin bir sonucu olarak ele alınmaktadır. Bu
çalışmada, 212 kişilik bir örnekleme uygulanan bir anket çalışması aracılığıyla
bazı bağlamsal faktörlerin- yüksek performanslı iş sistemleri (YPİS) alt
uygulamalarının- öz-liderlik üzerindeki etkileri araştırılmaktadır. Sonuçlara
göre, başta kararlara katılım olmak üzere iş güvenliği, seçici işe alım ve
sonuç odaklı ödüllendirme öz-liderliğe pozitif katkı sağlamaktadır, fakat,
beklentilerin aksine, yoğun eğitimin öz-liderliği olumsuz yönde etkilediği görülmektedir.
İç mobilitenin, teşvik ödüllerinin ve iş tanımlarının öz-liderlik üzerinde
anlamlı bir etkisi bulunmamaktadır.

Keywords

Self-leadership, high-performance work systems, participation in decision making, training

Project Number

2019BI018

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