Çalışanların Güven Davranışlarının İşlevsiz Davranışları Üzerindeki Etkisinde Yönetimin Olumlu Davranışının Aracı Rolü: Değer Kuramı Analizi

Year 2022, , 1 - 20, 30.06.2022

İbrahim Durmuş

https://doi.org/10.37093/ijsi.951910

Abstract

Değerler kuramının evrensel ilkelerinin yanında çalışanların organizasyon içerisindeki faaliyetlerinde; güven, olumlu davranış ve işlevsiz davranışlar bir bütün olarak araştırılabilir. Daha evvel gerçekleştirilen çalışmalarda organizasyonlarda çalışma arkadaşlarının birbirlerine olan güvenleri (TYC), işlevsiz davranışları (EDB) ve yönetimin çalışanlara olumlu davranışları (PBM) kavramları ayrı ayrı farklı alanlarda incelenmiştir. Araştırmada önceki çalışmalardan farklı olarak bu kavramlar bir bütün halinde farklı organizasyonlarda çalışanlara uygulanmıştır. Araştırma sonuçları çalışanların birbirlerine olan güvenlerinin işlevsiz davranışlarını pozitif ve anlamlı olarak etkilediğini göstermiştir. Çalışanların birbirlerine olan güvenleri yönetimlerinin çalışanlara karşı olumlu davranışlarını pozitif ve anlamlı olarak etkilemiştir. Yönetimin çalışanlarına karşı olumlu davranışları ise çalışanların işlevsiz davranışlarını pozitif ve anlamlı bir şekilde etkilemiştir. Araştırmada ayrıca çalışanların iş yerlerinde birbirlerine olan güvenlerinin işlevsiz davranışları üzerindeki etkisinde yönetimin çalışanlarına karşı olumlu davranışları tam aracı etkiye sahip olmuştur.

Keywords

Değerler Kuramı, Güven, İşlevsiz Davranış, Yönetimin Olumlu Davranışı, Organizasyon

The Effect of Trust Among Employees on Dysfunctional Behavior and the Mediating Role of Management’s Positive Behavior: A Theory of Values Analysis

Abstract

In the activities of the employees in an organization, trust, positive behavior, and dysfunctional behavior can be investigated as a whole, in addition to the universal principles of the theory of values. In previous studies, the concepts of trust among colleagues (TYC), dysfunctional behavior (EDB), and positive behavior of management towards employees (PBM) in organizations were examined separately in different areas. Unlike in previous studies, these concepts were, in this study, applied together to employees in different organizations. In this research, employees’ trust in one another positively and significantly affected their dysfunctional behavior. Employees’ trust in one another also positively and significantly affected their management’s positive behavior towards employees. The positive behavior of the management towards their employees in turn affected the dysfunctional behavior of the employees in a positive and meaningful way. In the study, the positive behavior of the management towards their employees had a full mediator effect on the impact of employees’ trust one another on employees' dysfunctional behaviors.

Keywords

Theory of Values, Trust, Dysfunctional Behavior, Positive Behavior of Management, Organization

References

• Appelbaum, S. H., Iaconi, G. D., & Matousek, A. (2007). Positive and negative deviant workplace behaviors: Causes, impacts, and solutions. Corporate Governance: The International Journal of Business in Society, 7(5), 586–598. https://doi.org/10.1108/14720700710827176
• Balthazard, P. A., Cooke, R. A., & Potter, R. E. (2006). Dysfunctional culture, dysfunctional organization: Capturing the behavioral norms that form organizational culture and drive performance. Journal of Managerial Psychology, 21(8), 709–732. https://doi.org/10.1108/02683940610713253
• Bardi, A., & Schwartz, S. H. (2003). Values and behavior: Strength and structure of relations. Personality and Social Psychology Bulletin, 29(10), 1207–1220. https://doi.org/10.1177/0146167203254602
• Baron, R. M., & 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. https://doi.org/10.1037/0022-3514.51.6.1173
• Brown, D. V., & Myers, C. A. (1957). Management’s attitudes toward employees and unions. Monthly Labor Review, 80(2), 157–160.
• Burke, L. A., & Witt, L. A. (2004). Personality and high-maintenance employee behavior. Journal of Business and Psychology, 18(3), 349–363.
• Bysted, R. (2013). Innovative employee behaviour: The moderating effects of mental involvement and job satisfaction on contextual variables. European Journal of Innovation Management, 16(3), 268–284. https://doi.org/10.1108/EJIM-09-2011-0069
• Chen, M. J., & Ayoko, O. B. (2012). Conflict and trust: The mediating effects of emotional arousal and self‐conscious emotions. International Journal of Conflict Management, 23(1), 19–56. https://doi.org/10.1108/10444061211199313
• Cohen, M. A., & Dienhart, J. (2013). Moral and amoral conceptions of trust, with an application in organizational ethics. Journal of Business Ethics, 112(1), 1–13. https://doi.org/10.1007/s10551-012-1218-5
• Cole, M. S., Walter, F., & Bruch, H. (2008). Affective mechanisms linking dysfunctional behavior to performance in work teams: A moderated mediation study. The Journal of Applied Psychology, 93 (5), 945–958. https://doi.org/10.1037/0021-9010.93.5.945
• Colquitt, J. A., Scott, B. A., & LePine, J. A. (2007). Trust, trustworthiness, and trust propensity: A meta-analytic test of their unique relationships with risk taking and job performance. Journal of Applied Psychology, 92(4), 909–927. https://doi.org/10.1037/0021-9010.92.4.909
• Cooper, D., & Fiosh, C. P. C. (2006). The Impact of Management’s Commitment on Employee Behavior: A Field Study. 7th Professional Development Conference & Exhibition. https://www.behavioral-safety.com/articles/Impact_of_Management_Commitment.pdf
• Costa, A. C. (2003). Work team trust and effectiveness. Personnel Review, 32(5), 605–622. https://doi.org/10.1108/00483480310488360
• Costigan, R. D., Insinga, R. C., Berman, J. J., Ilter, S. S., Kranas, G., & Kureshov, V. A. (2006). The effect of employee trust of the supervisor on enterprising behavior: A cross-cultural comparison. Journal of Business and Psychology, 21(2), 273–291. https://doi.org/10.1007/s10869-006-9029-2
• Cruwys, T., Greenaway, K. H., Ferris, L. J., Rathbone, J. A., Saeri, A. K., Williams, E., Parker, S. L., Chang, M. X.-L., Croft, N., Bingley, W., & Grace, L. (2021). When trust goes wrong: A social identity model of risk taking. Journal of Personality and Social Psychology, 120(1), 57–83. https://doi.org/10.1037/pspi0000243
• Dalal, R. S., Bashshur, M. R., & Credé, M. (2011). The forgotten facet: Employee satisfaction with management above the level of immediate supervision. Applied Psychology, 60(2), 183–209. https://doi.org/10.1111/j.1464-0597.2010.00431.x
• Davidov, E., Schmidt, P., & Schwartz, S. H. (2008). Bringing values back in: The adequacy of the European social survey to measure values in 20 countries. Public Opinion Quarterly, 72(3), 420–445. https://doi.org/10.1093/poq/nfn035
• Devos, T., Spini, D., & Schwartz, S. H. (2002). Conflicts among human values and trust in institutions. British Journal of Social Psychology, 41(4), 481-494. https://doi.org/10.1348/014466602321149849
• Elangovan, A. R., & Shapiro, D. L. (1998). Betrayal of trust in organizations. Academy of Management Review, 23(3), 547–566. https://doi.org/10.5465/amr.1998.926626
• Flores, F., & Solomon, R. C. (1998). Creating trust. Business Ethics Quarterly, 8(2), 205–232. https://doi.org/10.2307/3857326
• Goldman, A. (2008). Company on the couch: Unveiling toxic behavior in dysfunctional organizations. Journal of Management Inquiry, 17(3), 226–238. https://doi.org/10.1177/1056492608318157
• Griffin, R. W., & Lopez, Y. P. (2005). “Bad behavior” in organizations: A review and typology for future research. Journal of Management, 31(6), 988–1005. https://doi.org/10.1177/0149206305279942
• Hair, J., Hollingsworth, C. L., Randolph, A. B., & Chong, A. Y. L. (2017). An updated and expanded assessment of PLS-SEM in information systems research. Industrial Management & Data Systems, 117(3), 442–458. https://doi.org/10.1108/IMDS-04-2016-0130
• Hirst, M. K. (1983). Reliance on accounting performance measures, task uncertainty, and dysfunctional behavior: Some extensions. Journal of Accounting Research, 21(2), 596–605. https://doi.org/10.2307/2490793
• Holste, J. S., & Fields, D. (2010). Trust and tacit knowledge sharing and use. Journal of Knowledge Management, 14(1), 128–140. https://doi.org/10.1108/13673271011015615
• Hopkins, S. M., & Weathington, B. L. (2006). The relationships between justice perceptions, trust, and employee attitudes in a downsized organization. The Journal of Psychology, 140(5), 477–498. https://doi.org/10.3200/JRLP.140.5.477-498
• Hwan Choi, N., Dixon, A. L., & Jung, J. M. (2004). Dysfunctional behavior among sales representatives: The effect of supervisory trust, participation, and information controls. Journal of Personal Selling & Sales Management, 24(3), 181–198. https://doi.org/10.1080/08853134.2004.10749030
• Hyde, A. (1993). Ownership, contract, and politics in the protection of employees against risk. The University of Toronto Law Journal, 43(3), 721–749. https://doi.org/10.2307/825728
• Khuzaini, Zainul, M., & Zamrudi, Z. (2019). Organizational citizenship and employee performance: The role of spirituality. Pakistan Administrative Review, 3(1), 16–26. https://nbn-resolving.org/urn:nbn:de:0168-ssoar-62777-7
• Klaas, B. S. (1989). Determinants of grievance activity and the grievance system’s impact on employee behavior: An integrative perspective. Academy of Management Review, 14(3), 445–458. https://doi.org/10.5465/amr.1989.4279079
• Leana, C. R., & Van Buren, H. J. (1999). Organizational social capital and employment practices. Academy of Management Review, 24(3), 538–555. https://doi.org/10.5465/amr.1999.2202136
• Lee, M. T., & Raschke, R. L. (2016). Understanding employee motivation and organizational performance: Arguments for a set-theoretic approach. Journal of Innovation & Knowledge, 1(3), 162–169. https://doi.org/10.1016/j.jik.2016.01.004
• Liang, J., Farh, C. I. C., & Farh, J.-L. (2012). Psychological antecedents of promotive and prohibitive voice: A two-wave examination. Academy of Management Journal, 55(1), 71–92. https://doi.org/10.5465/amj.2010.0176
• MacKenzie, C., Garavan, T. N., & Carbery, R. (2011). Understanding and preventing dysfunctional behavior in organizations: Conceptualizing the contribution of human resource development. Human Resource Development Review, 10(4), 346–380. https://doi.org/10.1177/1534484311417549
• Marleno, R., Surjokusumo, S., Oetomo, W., Setiawan, M. I., & Abdullah, D. (2018). The influence of stakeholder factors affecting the success of construction projects in Indonesia. Journal of Physics: Conference Series, 1114, 1–14. https://doi.org/10.1088/1742-6596/1114/1/012135
• McCarthy, A., Darcy, C., & Grady, G. (2010). Work-life balance policy and practice: Understanding line manager attitudes and behaviors. Human Resource Management Review, 20(2), 158–167. https://doi.org/10.1016/j.hrmr.2009.12.001
• McDaniel, C., Shoeps, N., & Lincourt, J. (2001). Organizational ethics: Perceptions of employees by gender. Journal of Business Ethics, 33(3), 245–256. https://doi.org/10.1023/A:1017593508147
• Mishra, A. K., & Spreitzer, G. M. (1998). Explaining how survivors respond to downsizing: The roles of trust, empowerment, justice, and work redesign. Academy of Management Review, 23(3), 567–588. https://doi.org/10.5465/amr.1998.926627
• Mitchell, M. S., & Ambrose, M. L. (2012). Employees’ behavioral reactions to supervisor aggression: An examination of individual and situational factors. Journal of Applied Psychology, 97(6), 1148–1170. https://doi.org/10.1037/a0029452
• Morrison, E. W., & Phelps, C. C. (1999). Taking charge at work: Extrarole efforts to initiate workplace change. Academy of Management Journal, 42(4), 403–419. https://doi.org/10.5465/257011
• Nafei, W. (2014). Assessing employee attitudes towards organizational commitment and change: The Case of King Faisal Hospital in Al-Taif Governorate, Kingdom of Saudi Arabia. Journal of Management and Sustainability, 4(1), 204–219. https://doi.org/10.5539/jms.v4n1p204
• Nikandrou, I., Papalexandris, N., & Bourantas, D. (2000). Gaining employee trust after acquisition: Implications for managerial action. Employee Relations, 22(4), 334–355. https://doi.org/10.1108/01425450010340344
• Özdamar, K. (2003). Modern Bilimsel Araştırma Yöntemleri [Modern Scientific Research Methods]. Kaan Kitabevi.
• Podsakoff, P. M., MacKenzie, S. B., & Bommer, W. H. (1996). Transformational leader behaviors and substitutes for leadership as determinants of employee satisfaction, commitment, trust, and organizational citizenship behaviors. Journal of Management, 22(2), 259–298. https://doi.org/10.1177/014920639602200204
• Podsakoff, P. M.& Mackenzie, S. B. (1997). Impact of organizational citizenship behavior on organizational performance: A review and suggestion for future research. Human Performance, 10(2), 133–151. https://doi.org/10.1207/s15327043hup1002_5
• Rahimnia, F., & Sharifirad, M. S. (2015). Authentic leadership and employee well-being: The mediating role of attachment insecurity. Journal of Business Ethics, 132(2), 363–377. https://doi.org/10.1007/s10551-014-2318-1
• Ramaswami, S. N. (1996). Marketing controls and dysfunctional employee behaviors: A test of traditional and contingency theory postulates. Journal of Marketing, 60(2), 105–120. https://doi.org/10.2307/1251934
• Robertson, P. J., & Tang, S.-Y. (1995). The role of commitment in collective action: Comparing the organizational behavior and rational choice perspectives. Public Administration Review, 55(1), 67–80. https://doi.org/10.2307/976829
• Robinson, S. L. (1996). Trust and breach of the psychological contract. Administrative Science Quarterly, 41(4), 574–599. https://doi.org/10.2307/2393868
• Roccas, S., Sagiv, L., Schwartz, S. H., & Knafo, A. (2002). The Big Five personality factors and personal values. Personality and Social Psychology Bulletin, 28(6), 789–801. https://doi.org/10.1177/0146167202289008
• Sagiv, L., & Schwartz, S. H. (2000). Value priorities and subjective well-being: Direct relations and congruity effects. European Journal of Social Psychology, 30 (2), 177–198. https://doi.org/10.1002/(SICI)1099-0992(200003/04)30:2<177::AID-EJSP982>3.0.CO;2-Z
• Sagiv, L., & Schwartz, S. H. (2007). Cultural values in organisations: Insights for Europe. European Journal of International Management, 1 (3), 176–190. https://doi.org/10.1504/EJIM.2007.014692
• Sania, U., Kalpina, K., & Javed, H. (2015). Diversity, employee morale and customer satisfaction: The three musketeers. Journal of Economics, Business and Management, 3 (1), 11–18. https://doi.org/10.7763/JOEBM.2015.V3.147
• Schwartz, S. H. (2007). Universalism values and the inclusiveness of our moral universe. Journal of Cross-Cultural Psychology, 38 (6), 711–728. https://doi.org/10.1177/0022022107308992
• Schwartz, S. (2012). An overview of the Schwartz theory of basic values. Online Readings in Psychology and Culture, 2 (1), 1–20. https://doi.org/10.9707/2307-0919.1116
• Schwartz, S. H. (2014). Functional theories of human values: Comment on Gouveia, Milfont, and Guerra (2014). Personality and Individual Differences, 68, 247–249. https://doi.org/10.1016/j.paid.2014.03.024
• Schwartz, S. H., & Boehnke, K. (2004). Evaluating the structure of human values with confirmatory factor analysis. Journal of Research in Personality, 38 (3), 230–255. https://doi.org/10.1016/S0092-6566(03)00069-2
• Schwartz, S. H., Cieciuch, J., Vecchione, M., Davidov, E., Fischer, R., Beierlein, C., Ramos, A., Verkasalo, M., Lönnqvist, J.-E., Demirutku, K., Dirilen-Gumus, O., & Konty, M. (2012). Refining the theory of basic individual values. Journal of Personality and Social Psychology, 103(4), 663–688. https://doi.org/10.1037/a0029393
• Schwartz, S. H., & Sagie, G. (2000). Value consensus and importance: A cross-national study. Journal of Cross-Cultural Psychology, 31(4), 465–497. https://doi.org/10.1177/0022022100031004003
• Schwartz, S. H., Sagiv, L., & Boehnke, K. (2000). Worries and values. Journal of Personality, 68(2), 309–346. https://doi.org/10.1111/1467-6494.00099
• Schwartz, S. H., & Sagiv, L. (1995). Identifying culture-specifics in the content and structure of values. Journal of Cross-Cultural Psychology, 26(1), 92–116. https://doi.org/10.1177/0022022195261007
• Schwartz, S. H., & Bilsky, W. (1987). Toward a universal psychological structure of human values. Journal of Personality and Social Psychology, 53(3), 550–562. https://doi.org/10.1037/0022-3514.53.3.550
• Sidle, S. D. (2011). Personality disorders and dysfunctional employee behavior: How can managers cope? Academy of Management Perspectives, 25(2), 76–77. https://doi.org/10.5465/amp.25.2.76
• Spencer, D. G. (1986). Employee voice and employee retention. Academy of Management Journal, 29(3), 488–502. https://doi.org/10.5465/256220
• Tepper, B. J., Duffy, M. K., Hoobler, J., & Ensley, M. D. (2004). Moderators of the relationships between coworkers’ organizational citizenship behavior and fellow employees’ attitudes. Journal of Applied Psychology, 89(3), 455–465. https://doi.org/10.1037/0021-9010.89.3.455
• Thomas, C. W. (1998). Maintaining and restoring public trust in government agencies and their employees. Administration & Society, 30(2), 166–193. https://doi.org/10.1177/0095399798302003
• Thompson, J. W. (1996). Employee attitudes, organizational performance, and qualitative factors underlying success. Journal of Business and Psychology, 11(2), 171–196. https://doi.org/10.1007/BF02193858
• Tsui, A. S., Pearce, J. L., Porter, L. W., & Tripoli, A. M. (1997). Alternative approaches to the employee-organization relationship: Does investment in employees pay off? Academy of Management Journal, 40(5), 1089–1121. https://doi.org/10.5465/256928
• Van Fleet, D. D., & Griffin, R. W. (2006). Dysfunctional organization culture: The role of leadership in motivating dysfunctional work behaviors. Journal of Managerial Psychology, 21(8), 698–708. https://doi.org/10.1108/02683940610713244
• Weaver, G. R. (2004). Ethics and employees: Making the connection. Academy of Management Perspectives, 18(2), 121–125. https://doi.org/10.5465/ame.2004.13836241