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Hat Yöneticilerin Yönetim Tarzlarını Etkileyen Faktörler: Örgüt Yapısı ve İnsan Kaynakları Departmanının Stratejik Rolleri

Year 2017, Volume: 46 Issue: 1, 84 - 97, 01.05.2017

Abstract

Örgütlerde hat yöneticilerin yönetim tarzları ve etkinliği, örgüte ilişkin faktörlerle ilişkilendirilmektedir. Bu çalışmada, örgütsel faktörler bağlamında hat yöneticilerin yönetim tarzları üzerinde etkili olacağı varsayılan, hat Yöneticiler örgüt yapısı ve insan kaynakları departmanının stratejik rolleri ele alınmıştır. Bu doğrultuda, örgüt yapılarının hat yöneticilerin yönetim tarzları üzerindeki etkisinin incelenmesi ve bu etki üzerinde insan kaynakları departmanının stratejik rollerinin aracılık etkisinin açıklanması amaçlanmıştır. Araştırma kapsamında Antalya’da faaliyet gösteren on adet beş yıldızlı otel işletmesinin 165 hat yöneticisinden anket tekniği ile veriler elde edilmiştir. Elde edilen veriler açıklayıcı ve doğrulayıcı faktör analizleri, korelasyon analizi ve hiyerarşik regresyon analizi vasıtasıyla değerlendirilmiştir. Araştırma bulgularına göre, organik örgüt yapısının hat yöneticilerin (liderlik, politika uygulayıcısı ve koçluk şeklindeki) yönetim tarzlarını pozitif yönde; mekanik örgüt yapısının ise (politika uygulayıcısı ve koçluk şeklindeki) yönetim tarzlarını pozitif yönde etkilediği belirlenmiştir. Bununla birlikte, insan kaynakları departmanının stratejik rollerinin hat yöneticilerin yönetim tarzlarını pozitif yönde etkilediği görülmüştür. Ayrıca, organik örgüt yapısının hat yöneticilerin yönetim tarzları üzerindeki etkisinde insan kaynakları departmanının stratejik rollerinin kısmi aracılık etkisine; mekanik örgüt yapısının hat yöneticilerin yönetim tarzları üzerindeki etkisinde ise insan kaynakları departmanının stratejik rollerinin tam aracılık etkisine sahip olduğu sonucuna ulaşılmıştır.

References

  • Ağar, C.C. (2012). The Relationship between Organizational Structure and Job Involvement in Labour and Technology-Intensive Industrial Enterprises: A Comparative Analysis Based on a Field Study, International Journal of Business and Commerce, 2 (2), 2-20. Armstrong, M. (2006). A Handbook of Human Resource Management Practice, 10th Edition, UK: Kogan Page. Armstrong, O.E. ve Rasheed, A. (2013). Structural Dimensions and Functions of Structure Influencing Agribusiness Enterprises: Mechanistic Organic Systems Approach, Journal of Business and Management, 6 (6), 1-63. Asadullah, M.A., Marie, P.J., Bourgain, M. ve Najam, U. (2015). Line Managers’ Perception about Quality of HR Function in Pakistan: A Case Study. South Asian Journal of Human Resources Management, 2(2), 189-204. Bhatnagar, J. ve Sharma, A. (2005). The Indian perspective of strategic HR roles and organizational learning Capability. Int. J. of Human Resource Management, 16: 9, 1711-1739. Booselie, J.B. ve Paauwe, J. (2005). Human Resource Function Competencies in European Companies. NY: Cornell University, School of Industrial and Labor Relations, International Programs. Bos-Nehles, A. (2010). The Line Makes The Difference: Line Managers as Effective Hr Partners. Degree of Doctorate, University of Twente. Burns, T. ve Stalker, G. M. (1961). The management of innovation. London: Tavistock. Chang, H. ve Chi, N. (2007). Human resource managers' role consistency and HR performance indicators: the moderating effect of interpersonal trust in Taiwan. The International Journal of Human Resource Management, 18: 4, 665-683. Cowan, R.L. ve Fox , S. 0(2015). Being pushed and pulled: a model of US HR professionals’ rolesmin bullying situations, Personnel Review, Vol. 44, No.1, 119 -139. De Guzman, G.M., Neelankavil, J.M. ve Sengupta, K. (2011). Human resources roles: ideal versus practiced: a cross-country comparison among organizations in Asia. The International Journal of Human Resource Management, 22: 13, 2665-2682. Dust, S.B., Resick C.J. ve Mawritz, M.B. (2013). Transformational Leadership, Psychological Empowerment, and The Moderating Role of Mechanistic–Organic Contexts, Journal of Organizational Behavior, 35 (3), 413-433. Ellinger, A.D., Ellinger, A.E. ve Keller, S.B. (2003). Supervisory Coaching Behavior, Employee Satisfaction, and Warehouse Employee Performance: A Dyadic Perspective in the Distribution Industry. Human Resource Development Quarterly, Vol. 14, No. 4, 435-458. Evans, S. (2015). Juggling on the line, Employee Relations, Vol. 37, No. 4, 459-474. Fallon, L.F. McConnell, C.R. (2007). How Human Resources Fits into an Organization. USA: Jones and Bartlett Publishers. Gelard, P., Emamisaleh, K., Hassanabadi, M. ve Shakouri Rad, M. (2013). Looking into Knowledge Management from Organizational Structure Perspective. International Review of Management and Business Research, Vol. 2, No. 2, 518-529. Gilbert, C., De Winne, S. ve Sels, L. (2011). The influence of line managers and HR department on employees’ affective commitment. The International Journal of Human Resource Management, Vol. 22, No. 8, 1-39. Hadjisolomou, A. (2015). Managing attendance at work: the role of line managers in the UK grocery retail sector, Employee Relations, Vol. 37, No. 4, 442-458. Hales, C. (2005). Rooted in supervision, branching into management: continuity and change in the role of first line manager. Journal of Management Studies, 42: 3, 471-506. Hutchinson, S. ve Purcell, J. (2008). Front Line Managers and the Delivery of Effective People Management. A study of front line managers in the NHS, Working Paper, September 2008, 1-113. Hutchinson, S. (2008). The Role of Front Line Managers in Bringing Policies to Life. CESR Review, 1-5. Kanten, P. (2006). Konaklama İşletmelerinde Hat Yöneticilerin İnsan Kaynakları Yönetimindeki Stratejik Rolü ve Bir Araştırma. Yayımlanmamış Yüksek Lisans Tezi, Çanakkale Onsekiz Mart Üniversitesi, Sosyal Bilimler Enstitüsü, Turizm İşletmeciliği Anabilim Dalı, Çanakkale. Kanten, P. (2014). İşyeri Nezaketsizliğinin Sosyal Kaytarma Davranışı ve İşten Ayrılma Niyeti Üzerindeki Etkisinde Duygusal Tükenmenin Aracılık Rolü, Aksaray Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 6(1), 11-26. Kanten, P., Kanten, S. ve Gürlek, M. (2015). The Effects of Organizational Structures and Learning Organization on Job Embeddedness and Individual Adaptive Performance. Procedia Economics and Finance, 23, 1358 -1366. Khang, L.T.N. (2012). Training Management Skills for First-Line Managers Bachelor’s Thesis Degree Program in Business Management. Mikkeli University of Applied Sciences. Kilroy, J ve Dundon, T. (2015). The multiple faces of front line managers. Employee Relations, Vol. 37, No.4, 410- 427. Kuvaas, B., Dysvik, A. ve Buch, R. (2014). Antecedents and Employee Outcomes of Line Managers’ Perceptions of Enabling HR Practices. Journal of Management Studies, 51:6, 845-868. Lombard, C.N. ve Crafford, A. (2003). Competency Requirements for First-Line Managers to Deal with Resistance to Change. SA Journal of Human Resource Management, (1), 42-52. Long, C.S. Wan Ismail, W.K. ve Amin, S. M. (2011). Internal consultation skill and linkage with the critical strategic roles of HR practitioners in Malaysia. Journal of Management Development, Vol. 30 No. 2, s. 160-174. Mari´a Marti´nez-Leo´n, I. ve Marti´nez-Garci´a, C.A. (2011). The influence of organizational structure on organizational learning, International Journal of Manpower, Vol. 32 No. 5/6, 537-566. MacNeil, C.M. (2003). Line managers: facilitators of knowledge sharing in teams. Employee Relations, Vol. 25 Iss 3, 294-307. Øgaard, T., Marnburg, E. & Larsen, S. (2008). Perceptions of Organizational Structure in the Hospitality Industry: Consequences for Commitment, Job Satisfaction and Perceived Performance, Tourism Management, 29, 661–671. Özçelik, A. (2006). Türkiye ve ABD’deki İşletmelerde İnsan Kaynakları Departmanlarının Stratejik Rolüne İlişkin Karşılaştırmalı Bir Çalışma. Yönetim Bilimleri Dergisi, Cilt 4, Sayı 1, 69-97. Özçelik, G. ve Uyargil, C. (2015). A Conceptual Framework for Line Managers’ HRM Implementation Effectiveness: Integrating Social Context and Amo Theories, Journal of Business, Economics & Finance, Vol.4, No.2, 289-301. Purcell, J. ve Hutchinson, S. (2007). Front-line managers as agents in the HRM performance causal chain: theory, analysis and evidence, Human Resource Management Journal, Vol 17, No 1, 3-20. Raub, S., Alvarez, L. ve Khanna, R. (2006). The different roles of corporate and unit level human resources managers in the hospitality industry. International Journal of Contemporary Hospitality Management, Vol. 18 No. 2, 135-144. Shipton, H., Sanders, K., Atkinson, C. ve Frenke, S. (2016). Sense-giving in health care: The relationship between the HR roles of line managers and employee commitment. Human Resource Management Journal, Vol. 26, No. 1, 29-45. Sikora, D.M. ve Ferris, G.R. (2014). Strategic human resource practice implementation: The critical role of line management. Human Resource Management Review, 24, 271-281. Stritesky, M. (2014). New HR organizational structures in Czech and Slovak organizations. Procedia - Social and Behavioral Sciences, 110, 130-139. Tran, Q. ve Tian, Y. (2013). Organizational Structure: Influencing Factors and Impact on a Firm, American Journal of Industrial and Business Management, 3, 229-236. Townsend, K. ve Loudoun, R. (2015). The front-line manager’s role in informal voice pathways. Employee Relations, Vol. 37, No. 4, 475-486. Ulrich, D. (1997). Human Resource Champions, Harvard Business School, Boston, MA. Yukl, G., Gordon, A. ve Taber, A. (2002). Hierarchical Taxonomy of Leadership Behavior: Integrating a Half Century of Behavior Research. Journal of Leadership ve Organizational Studies, Vol.9, No.1, 15-32. Yusoff, Y.M. ve Abdullah, H.S. (2010). The Antecedents of Empowerment of the Line Managers in Human Resource Activities: An Empirical Study in Large Malaysian Firms. The International Journal of Interdisciplinary Social Sciences, Vol. 5, No: 2, 97-111.

Factors Affecting Line Managers’ Management Styles: Organizational Structure and Strategic Role of the Human Resource Department

Year 2017, Volume: 46 Issue: 1, 84 - 97, 01.05.2017

Abstract

This study aims to examine the effect of organizational structure on line managers’ management styles by investigating the mediating role of the strategic roles of human resource department. Within the scope of the study, data has been collected via survey method from 165 line managers who are working in ten hotel establishments located in Antalya. The data obtained from line managers has been examined by the exploratory and confirmatory factor analysis, correlation and hierarchical regression analysis. Based on the findings, it is observed that organic organizational structure has positive and significant effect on line managers (leadership, policy implementation and coaching) management styles and it is found that mechanic organizational structure has positive and significant effect on line managers (policy implementation and coaching) management styles. However, it is observed that human resource department strategic roles have a positive and significant effect on line managers’ management styles. Moreover, it is found that human resource department strategic roles have a partial mediating effect in the relationships between organic organizational structure and line managers’ managements styles, whereas human resource department strategic roles have a full mediating effect in the relationships between mechanic organizational structure and line managers’ managements styles.

References

  • Ağar, C.C. (2012). The Relationship between Organizational Structure and Job Involvement in Labour and Technology-Intensive Industrial Enterprises: A Comparative Analysis Based on a Field Study, International Journal of Business and Commerce, 2 (2), 2-20. Armstrong, M. (2006). A Handbook of Human Resource Management Practice, 10th Edition, UK: Kogan Page. Armstrong, O.E. ve Rasheed, A. (2013). Structural Dimensions and Functions of Structure Influencing Agribusiness Enterprises: Mechanistic Organic Systems Approach, Journal of Business and Management, 6 (6), 1-63. Asadullah, M.A., Marie, P.J., Bourgain, M. ve Najam, U. (2015). Line Managers’ Perception about Quality of HR Function in Pakistan: A Case Study. South Asian Journal of Human Resources Management, 2(2), 189-204. Bhatnagar, J. ve Sharma, A. (2005). The Indian perspective of strategic HR roles and organizational learning Capability. Int. J. of Human Resource Management, 16: 9, 1711-1739. Booselie, J.B. ve Paauwe, J. (2005). Human Resource Function Competencies in European Companies. NY: Cornell University, School of Industrial and Labor Relations, International Programs. Bos-Nehles, A. (2010). The Line Makes The Difference: Line Managers as Effective Hr Partners. Degree of Doctorate, University of Twente. Burns, T. ve Stalker, G. M. (1961). The management of innovation. London: Tavistock. Chang, H. ve Chi, N. (2007). Human resource managers' role consistency and HR performance indicators: the moderating effect of interpersonal trust in Taiwan. The International Journal of Human Resource Management, 18: 4, 665-683. Cowan, R.L. ve Fox , S. 0(2015). Being pushed and pulled: a model of US HR professionals’ rolesmin bullying situations, Personnel Review, Vol. 44, No.1, 119 -139. De Guzman, G.M., Neelankavil, J.M. ve Sengupta, K. (2011). Human resources roles: ideal versus practiced: a cross-country comparison among organizations in Asia. The International Journal of Human Resource Management, 22: 13, 2665-2682. Dust, S.B., Resick C.J. ve Mawritz, M.B. (2013). Transformational Leadership, Psychological Empowerment, and The Moderating Role of Mechanistic–Organic Contexts, Journal of Organizational Behavior, 35 (3), 413-433. Ellinger, A.D., Ellinger, A.E. ve Keller, S.B. (2003). Supervisory Coaching Behavior, Employee Satisfaction, and Warehouse Employee Performance: A Dyadic Perspective in the Distribution Industry. Human Resource Development Quarterly, Vol. 14, No. 4, 435-458. Evans, S. (2015). Juggling on the line, Employee Relations, Vol. 37, No. 4, 459-474. Fallon, L.F. McConnell, C.R. (2007). How Human Resources Fits into an Organization. USA: Jones and Bartlett Publishers. Gelard, P., Emamisaleh, K., Hassanabadi, M. ve Shakouri Rad, M. (2013). Looking into Knowledge Management from Organizational Structure Perspective. International Review of Management and Business Research, Vol. 2, No. 2, 518-529. Gilbert, C., De Winne, S. ve Sels, L. (2011). The influence of line managers and HR department on employees’ affective commitment. The International Journal of Human Resource Management, Vol. 22, No. 8, 1-39. Hadjisolomou, A. (2015). Managing attendance at work: the role of line managers in the UK grocery retail sector, Employee Relations, Vol. 37, No. 4, 442-458. Hales, C. (2005). Rooted in supervision, branching into management: continuity and change in the role of first line manager. Journal of Management Studies, 42: 3, 471-506. Hutchinson, S. ve Purcell, J. (2008). Front Line Managers and the Delivery of Effective People Management. A study of front line managers in the NHS, Working Paper, September 2008, 1-113. Hutchinson, S. (2008). The Role of Front Line Managers in Bringing Policies to Life. CESR Review, 1-5. Kanten, P. (2006). Konaklama İşletmelerinde Hat Yöneticilerin İnsan Kaynakları Yönetimindeki Stratejik Rolü ve Bir Araştırma. Yayımlanmamış Yüksek Lisans Tezi, Çanakkale Onsekiz Mart Üniversitesi, Sosyal Bilimler Enstitüsü, Turizm İşletmeciliği Anabilim Dalı, Çanakkale. Kanten, P. (2014). İşyeri Nezaketsizliğinin Sosyal Kaytarma Davranışı ve İşten Ayrılma Niyeti Üzerindeki Etkisinde Duygusal Tükenmenin Aracılık Rolü, Aksaray Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 6(1), 11-26. Kanten, P., Kanten, S. ve Gürlek, M. (2015). The Effects of Organizational Structures and Learning Organization on Job Embeddedness and Individual Adaptive Performance. Procedia Economics and Finance, 23, 1358 -1366. Khang, L.T.N. (2012). Training Management Skills for First-Line Managers Bachelor’s Thesis Degree Program in Business Management. Mikkeli University of Applied Sciences. Kilroy, J ve Dundon, T. (2015). The multiple faces of front line managers. Employee Relations, Vol. 37, No.4, 410- 427. Kuvaas, B., Dysvik, A. ve Buch, R. (2014). Antecedents and Employee Outcomes of Line Managers’ Perceptions of Enabling HR Practices. Journal of Management Studies, 51:6, 845-868. Lombard, C.N. ve Crafford, A. (2003). Competency Requirements for First-Line Managers to Deal with Resistance to Change. SA Journal of Human Resource Management, (1), 42-52. Long, C.S. Wan Ismail, W.K. ve Amin, S. M. (2011). Internal consultation skill and linkage with the critical strategic roles of HR practitioners in Malaysia. Journal of Management Development, Vol. 30 No. 2, s. 160-174. Mari´a Marti´nez-Leo´n, I. ve Marti´nez-Garci´a, C.A. (2011). The influence of organizational structure on organizational learning, International Journal of Manpower, Vol. 32 No. 5/6, 537-566. MacNeil, C.M. (2003). Line managers: facilitators of knowledge sharing in teams. Employee Relations, Vol. 25 Iss 3, 294-307. Øgaard, T., Marnburg, E. & Larsen, S. (2008). Perceptions of Organizational Structure in the Hospitality Industry: Consequences for Commitment, Job Satisfaction and Perceived Performance, Tourism Management, 29, 661–671. Özçelik, A. (2006). Türkiye ve ABD’deki İşletmelerde İnsan Kaynakları Departmanlarının Stratejik Rolüne İlişkin Karşılaştırmalı Bir Çalışma. Yönetim Bilimleri Dergisi, Cilt 4, Sayı 1, 69-97. Özçelik, G. ve Uyargil, C. (2015). A Conceptual Framework for Line Managers’ HRM Implementation Effectiveness: Integrating Social Context and Amo Theories, Journal of Business, Economics & Finance, Vol.4, No.2, 289-301. Purcell, J. ve Hutchinson, S. (2007). Front-line managers as agents in the HRM performance causal chain: theory, analysis and evidence, Human Resource Management Journal, Vol 17, No 1, 3-20. Raub, S., Alvarez, L. ve Khanna, R. (2006). The different roles of corporate and unit level human resources managers in the hospitality industry. International Journal of Contemporary Hospitality Management, Vol. 18 No. 2, 135-144. Shipton, H., Sanders, K., Atkinson, C. ve Frenke, S. (2016). Sense-giving in health care: The relationship between the HR roles of line managers and employee commitment. Human Resource Management Journal, Vol. 26, No. 1, 29-45. Sikora, D.M. ve Ferris, G.R. (2014). Strategic human resource practice implementation: The critical role of line management. Human Resource Management Review, 24, 271-281. Stritesky, M. (2014). New HR organizational structures in Czech and Slovak organizations. Procedia - Social and Behavioral Sciences, 110, 130-139. Tran, Q. ve Tian, Y. (2013). Organizational Structure: Influencing Factors and Impact on a Firm, American Journal of Industrial and Business Management, 3, 229-236. Townsend, K. ve Loudoun, R. (2015). The front-line manager’s role in informal voice pathways. Employee Relations, Vol. 37, No. 4, 475-486. Ulrich, D. (1997). Human Resource Champions, Harvard Business School, Boston, MA. Yukl, G., Gordon, A. ve Taber, A. (2002). Hierarchical Taxonomy of Leadership Behavior: Integrating a Half Century of Behavior Research. Journal of Leadership ve Organizational Studies, Vol.9, No.1, 15-32. Yusoff, Y.M. ve Abdullah, H.S. (2010). The Antecedents of Empowerment of the Line Managers in Human Resource Activities: An Empirical Study in Large Malaysian Firms. The International Journal of Interdisciplinary Social Sciences, Vol. 5, No: 2, 97-111.
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Details

Journal Section Makaleler
Authors

Pelin Kanten

Cavide Uyargil

Selahattin Kanten

Publication Date May 1, 2017
Published in Issue Year 2017 Volume: 46 Issue: 1

Cite

APA Kanten, P., Uyargil, C., & Kanten, S. (2017). Hat Yöneticilerin Yönetim Tarzlarını Etkileyen Faktörler: Örgüt Yapısı ve İnsan Kaynakları Departmanının Stratejik Rolleri. İstanbul Üniversitesi İşletme Fakültesi Dergisi, 46(1), 84-97.
AMA Kanten P, Uyargil C, Kanten S. Hat Yöneticilerin Yönetim Tarzlarını Etkileyen Faktörler: Örgüt Yapısı ve İnsan Kaynakları Departmanının Stratejik Rolleri. İstanbul Üniversitesi İşletme Fakültesi Dergisi. May 2017;46(1):84-97.
Chicago Kanten, Pelin, Cavide Uyargil, and Selahattin Kanten. “Hat Yöneticilerin Yönetim Tarzlarını Etkileyen Faktörler: Örgüt Yapısı Ve İnsan Kaynakları Departmanının Stratejik Rolleri”. İstanbul Üniversitesi İşletme Fakültesi Dergisi 46, no. 1 (May 2017): 84-97.
EndNote Kanten P, Uyargil C, Kanten S (May 1, 2017) Hat Yöneticilerin Yönetim Tarzlarını Etkileyen Faktörler: Örgüt Yapısı ve İnsan Kaynakları Departmanının Stratejik Rolleri. İstanbul Üniversitesi İşletme Fakültesi Dergisi 46 1 84–97.
IEEE P. Kanten, C. Uyargil, and S. Kanten, “Hat Yöneticilerin Yönetim Tarzlarını Etkileyen Faktörler: Örgüt Yapısı ve İnsan Kaynakları Departmanının Stratejik Rolleri”, İstanbul Üniversitesi İşletme Fakültesi Dergisi, vol. 46, no. 1, pp. 84–97, 2017.
ISNAD Kanten, Pelin et al. “Hat Yöneticilerin Yönetim Tarzlarını Etkileyen Faktörler: Örgüt Yapısı Ve İnsan Kaynakları Departmanının Stratejik Rolleri”. İstanbul Üniversitesi İşletme Fakültesi Dergisi 46/1 (May 2017), 84-97.
JAMA Kanten P, Uyargil C, Kanten S. Hat Yöneticilerin Yönetim Tarzlarını Etkileyen Faktörler: Örgüt Yapısı ve İnsan Kaynakları Departmanının Stratejik Rolleri. İstanbul Üniversitesi İşletme Fakültesi Dergisi. 2017;46:84–97.
MLA Kanten, Pelin et al. “Hat Yöneticilerin Yönetim Tarzlarını Etkileyen Faktörler: Örgüt Yapısı Ve İnsan Kaynakları Departmanının Stratejik Rolleri”. İstanbul Üniversitesi İşletme Fakültesi Dergisi, vol. 46, no. 1, 2017, pp. 84-97.
Vancouver Kanten P, Uyargil C, Kanten S. Hat Yöneticilerin Yönetim Tarzlarını Etkileyen Faktörler: Örgüt Yapısı ve İnsan Kaynakları Departmanının Stratejik Rolleri. İstanbul Üniversitesi İşletme Fakültesi Dergisi. 2017;46(1):84-97.