Vardiyalı Çalışma ve Sessiz İstifa Arasındaki İlişkide Aracı Olarak Algılanan Örgütsel Destek

Abstract

Bu çalışmanın amacı, sosyal mübadele teorisi ve psikolojik sözleşme teorisi çerçevesinde, algılanan örgütsel desteğin, çalışma sistemi türü (vardiyalı ve vardiyasız) ile sessiz istifa arasındaki ilişkide aracılık rolü oynayıp oynamadığını incelemektir. Toplam 332 kamu çalışanı (198 vardiyalı, 134 vardiyasız) algılanan örgütsel destek ve sessiz istifa eğilimlerini değerlendiren ölçekleri doldurmuştur. Cinsiyet ve kıdem değişkenlerinin kontrol edildiği hiyerarşik regresyon analizleri, vardiyalı çalışanların vardiyasız çalışanlara kıyasla daha yüksek düzeyde sessiz istifa ve daha düşük algılanan örgütsel destek bildirdiklerini göstermiştir. Algılanan örgütsel destek ile sessiz istifa arasında negatif yönlü bir ilişki bulunmuş, aracılık analizleri, algılanan örgütsel desteğin çalışma sistemi ile sessiz istifa arasındaki ilişkide istatistiksel düzeyde anlamlı bir aracı değişken olduğunu ortaya koymuştur. Bulgular, vardiya sistemleri gibi yapısal çalışma koşullarının, sessiz istifayı büyük ölçüde çalışanların örgütsel desteği algılama düzeyleri üzerinden etkilediğini göstermektedir. Bu sonuç, özellikle vardiyalı çalışma ortamlarında örgütsel desteğin artırılmasının, kamu sektöründe sessiz istifayı azaltmada ve sürdürülebilir çalışan bağlılığını teşvik etmede etkili bir strateji olabileceğine işaret etmektedir.

Keywords

• Sessiz istifa
• algılanan örgütsel destek
• vardiyalı çalışma
• kamu sektörü

Perceived Organizational Support as a Mediator Between Shift Work and Quiet Quitting

Abstract

The aim of this study was to examine whether perceived organizational support mediates the relationship between work schedule type (shift versus non-shift) and quiet quitting among public-sector employees, within the frameworks of social exchange theory and psychological contract theory. A total of 332 employees (198 shift workers, 134 nonshift workers) completed the measures of perceived organizational support and quiet quitting tendencies. Hierarchical regression analyses controlling for gender and tenure showed that shift workers reported higher quiet quitting and lower perceived organizational support than nonshift workers. Perceived organizational support was negatively correlated with quiet quitting, and mediation analyses indicated that perceived organizational support served as a statistically significant mediator in the relationship between work schedule and quiet quitting. These findings demonstrate that structural work conditions, such as shift systems, influence quiet quitting largely through employees’ perceptions of organizational support. This result indicates that enhancing organizational support, particularly in shift-based work environments, may be an effective strategy to reduce quiet quitting and promote sustainable employee engagement in the public sector.

Keywords

• Quiet quitting
• perceived organizational support
• shift work
• public sector

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