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YÖNETİM TARZININ ÜRETKENLİK KARŞITI İŞ DAVRANIŞLARINA ETKİSİNDE İŞE YABANCILAŞMANIN ARACILIK ROLÜ

Year 2014, Issue: 32, 16 - 40, 01.12.2014

Abstract

Bu çalışmada, yönetim tarzının üretkenlik karşıtı iş davranışlarına etkisinde işe yabancılaşmanın aracılık rolünün incelenmesi amaçlanmıştır. Literatürdeki çalışmalarda, örgütsel faktörlerin üretkenlik karşıtı iş davranışlarının öncülü olduğu ileri sürülmektedir. Bu doğrultuda çalışmada üretkenlik karşıtı iş davranışlarının öncülleri olarak nitelendirilen yönetim tarzı ile işe yabancılaşma ele alınmıştır. Araştırma amacı doğrultusunda Çerkezköy ve Antalya Organize Sanayi Bölgelerinde faaliyet gösteren dört işletmenin 215 çalışanından anket tekniği ile veriler toplanmıştır. Elde edilen veriler, açıklayıcı ve doğrulayıcı faktör analizleri, korelasyon analizi, hiyerarşik regresyon analizi ve sobel testi vasıtasıyla değerlendirilmiştir. Araştırma bulgularına göre, demokratik yönetim tarzının üretkenlik karşıtı iş davranışları üzerindeki etkisinde işe yabancılaşmanın kısmı aracılığa sahip olduğu belirlenmiştir. Otokratik yönetim tarzının ise üretkenlik karşıtı iş davranışlarını etkilemediği; işe yabancılaşmayı etkilediği sonucuna ulaşılmıştır. Bu bağlamda, otokratik yönetim tarzı üzerinde işe yabancılaşmanın aracılık etkisinin olmadığı görülmüştür.

References

  • Abu Mansor, N.N.,MinWaib, C., Mohamed, A. ve Md Shah, I. (2012) . The Relationship between Management Style and Employees’ Well-Being: A Case of Non-Managerial Staffs. Procedia – Social and Behavioral Sciences, 40, 521-529.
  • Alias, M.,Rasdi, R.M. ve Ismail, M. (2013). Predictors of workplace deviant behaviour: HRD agenda for Malaysian support personnel, European Journal of Training and Development, 37 (2), 161-182.
  • Agrusa, J. ve Lema, J.D. (2012). An Examination of Mississippi Gulf Coast Casino Management Styles with Implications for Employee Turnover, UNLV Gaming Research& Review Journal, 11 (1), 13-26.
  • Anwar, H. (2013). Impact of Paternalistic Leadership on Employees’ Outcome – A Study on The Banking Sector of Pakistan. Journal of Business and Management, 7 (6), 109-115.
  • Appelbaum, S.H.,Iaconi, G.D. ve Matousek, A. (2007). Positive and negative deviant workplace behaviors: causes, impacts, andsolutions. Corporate Governance, 7 (5), 586-598.
  • Banai, M.,Reisel, W.D. ve Probst, T.M. (2004). Managerial and personal control model: Predictions of work alienation and organizational commitment in Hungary. Journal of International Management, 10 (3), 375-392.
  • Baron, R. M., ve 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, 1173-1182.
  • Bennett, R.J. ve Robinson, S.L. (2000). Development of a Measure of Workplace Deviance. Journal of AppliedPsychology, 85 (3), 349-360.
  • Biron, M. (2010). Negative reciprocity and the association between perceived organizational ethical values and organizational deviance. Human relations, 63(6), 875-897.
  • Ceylan, A. ve Sulu, S. (2010). Work Alienation as a Mediator of the Relationship of Procedural Injustice to Job Stress. International Journal of Business and Management, 5 (8), 65-74.
  • Chiaburu, D.S., Diaz, I. ve De Vos, A. (2013). Employee alienation: relationships with careerism and career satisfaction. Journal of Managerial Psychology, 28 (1), 4-20.
  • Chiaburu, D.S.,Thundiyil, T. ve Wang, J. (2014). Alienation and its correlates: A meta-analysis. European Management Journal, 32, 24-36.
  • Chirasha, V. ve Mahapa, M. (2012). An Analysis of the Causes and Impact of Deviant Behaviour in the Workplace. The Case of Secretaries in State Universities. Journal of Emerging Trends in Economics and Management Sciences, 3 (5), 415-421.
  • Demir, M. ve Türüncü, Ö. (2010). Ağırlama İşletmelerinde Örgütsel Sapma ile İşten Ayrılma Eğilimi Arasındaki İlişki, Anatolia: Turizm Araştırmaları Dergisi, 21 (1), 64-74.
  • Demirel, Y. (2009). Örgütsel Bağlılık ve Üretkenlik Karşıtı Davranışlar Arasındaki İlişkiye Kavramsal Yaklaşım, İstanbul Ticaret Üniversitesi Sosyal Bilimler Dergisi, 8 (15), 115-132.
  • DiPietro, R.B. ve Pizam, A. (2008). Employee Alienatıon in the Quick Service Restaurant Industry. Journal of Hospitality&Tourism Research, 32 (1), 22-39.
  • Everton, W.J.,Jolton, J.A. ve Mastrangelo, P. M. (2007). Be nice and fair or else: understanding reasons for employees’ deviant behaviors. Journal of Management Development, 26 (2), 117-131.
  • Fagbohungbe, B.O.,Akinbode, G.A. ve Ayodeji, F. (2012). Organizational Determinants of Workplace Deviant Behaviours: An Empirical Analysis in Nigeria, International Journal of Business and Management, 7 (5), 207- 221.
  • Faghihi, A. veAllameh, S.M. (2012). Investigating the Influence of Employee Attitude toward Change and Leadership Style on Change Readiness by SEM (Case Study: Isfahan Municipality). International Journal of Academic Research in Business and Social Sciences, 2 (11), 215-227.
  • Farooqui, M.R. (2012). Measuring Organizational Citizenship Behavior (OCB) as a Consequence of Organizational Climate (OC). Asian Journal of Business Management, 4(3), 294-302.
  • Fox, S., Spector, P.E. ve Miles, D. (2001). Counterproductive Work Behavior (CWB) in Response to Job Stressors and Organizational Justice: Some Mediator and Moderator Tests for Autonomy and Emotions. Journal of Vocational Behavior, 59, 291-309.
  • Gücel, C. (2013). Örgütsel Bağlılığın Örgütsel Vatandaşlık Davranışına Etkisi Örgütsel Adaletin Aracılık Rolü: İmalat İşletmelerine Yönelik Bir Araştırma, İşletme Araştırmaları Dergisi, 5 (2), 173-190.
  • Gould, A.E. (2005). Social Differences and Management Styles: A Study of Conformity. Doctor of Philosophy in Political Science. Arizona University. Hafidz, S.W.M. (2012). Individual Differences as Antecedents of Counterproductive Work Behaviour.Asian Social Science, 8 (3), 220-226.
  • Hirschfeld, R.R., Feild, H.S. ve Bedeian, A.G. (2000). Work Alienation as an Individual-Difference Construct for Predicting Workplace Adjustment: A Test in Two Samples‘. Journal of Applied Social Psychology, 30 (9), 1880-1902.
  • Irtwange, S.V. ve Orsaah, S. (2009). Impact of management style on performance indicators of academic staff, Educational Research and Review, 4 (12), 602-615.
  • İyigün, N.Ö. veÇetin, C. (2012). Psikolojik Kontratın Örgütsel Sapma Üzerindeki Etkisi ve İlaç Sektöründe BirAraştırma, 10 (37), 15-29.
  • Kanten, P. ve Ülker, P. (2013). Yönetim Tarzının Üretkenlik Karşıtı İş Davranışlarına Etkisinde İşe Yabancılaşmanın Aracılık Rolü. 21. Ulusal Yönetim ve Organizasyon Kongresi, Kütahya.
  • Karimi, F., Hosseinzadeh, D. ve Azizi, G. (2011). Relationship between Management Style and Productivity of Employees in Islamic Azad University - Islamshahr Unit.World Applied Sciences Journal, 12 (10), 1685-1690.
  • Khetarpal, I. ve Srivastava, R.C. (2000). Management styles grounded in interpersonal roles: focus on heads of school in India. The International Journal of Educational Management, 14 (2), 74-83.
  • Klotz, A.C. ve Buckley, M.R. (2013). A historical perspective of counterproductive work behavior targeting the organization, Journal of Management History, 19 (1), 114 -132.
  • Le Roy, J., Bastounis, M. ve Minibas-Poussard, J. (2012). Interactional Justice and Counterproductive Work Behaviors: The Mediating Role of Negative Emotions, Social Behavior and Personality, 40(8), 1341-1356.
  • Le, K., Donnellan, M.B., Spilman, S.K., Garcia, O.P. ve Conger, R. (2014). Workers behaving badly: Associations between adolescent reports of the Big Five and counterproductive work behaviors in adulthood. Personality and Individual Differences, 61-62, 7–12.
  • Lian, H., Ferris, D.L. ve Brown, D.J. (2012). Does taking the good with the bad make things worse? How abusive supervision and leader–member exchange interact to impact need satisfaction and organizational deviance. Organizational Behavior and Human Decision Processes, 117, 41-52.
  • Litzky, B.E., Eddleston, K.A. ve Kidder, D.L. (2006). The Good, the Bad, and the Misguided: How Managers in advertently Encourage Deviant Behaviors, Academy of Management Perspectives, 91-103.
  • Mann, S.L., Budworth, M. ve Ismaila, A.S. (2012). Ratings of counterproductive performance: the effect of source and rater behavior. International Journal of Productivity and Performance Management, 61 (2), 142-156.
  • Maqsood, S., Bilal, H., Nazir, S. ve Baig, R. (2013). Manager’s Leadership Styles and Employee’s Job Satisfaction.Human and Social Science Research, 1 (2), 139-144.
  • Marshall, O.I. (2012). Employee Attitude to Management Style case: International equitable association Nigeria Limited. Degree programme in Business Administration, Seinäjoki University of Applied Sciences.
  • Mikhailitchenko, A. ve Lundstrom, W.J. (2006). Inter-organizational relationship strategies and management styles in SMEs. Leadership & Organization Development Journal, 27 (6), 428-448.
  • Mohanty, J. veRath, B.P. (2012). Influence of Organizational Culture on Organizational Citizenship Behavior: A Three-Sector Study. Global Journal of Business Research, 6 (1), 65-76.
  • Mukhtar, A., Sial, M.A., Imran, A. ve Jilani, A. (2012). Impact of HR Practices on Organizational Citizenship Behavior and Mediating Effect of Organizational Commitment in NGOs of Pakistan. World Applied Sciences Journal, 18 (7), 901-908.
  • Mulki, J.P., Jaramillo, F. ve Locander, W.B. (2006). Emotional exhaustion and organizational deviance: Can the right job and a leader's style make a difference?.Journal of Business Research, 59, 1222-1230.
  • Nair, N. ve Vohra, N. (2010). An exploration of factors predicting work alienation of knowledge workers. Management Decision, 48 (4), 600-615.
  • Nair, N. ve Vohra, N. (2012). The concept of alienation: towards conceptual clarity. International Journal of Organizational Analysis, 20 (1), 25-50.
  • Nasurdin, A.M., Hemdi, M.A. ve Guat, L.P. (2008). Does Perceived Organizational Support Mediate the Relationship between Human Resource Management Practices and Organizational Commitment?. Asian Academy of Management Journal, 13 (1), 15-36.
  • Ogunola, A.A., Kalejaiye, P.O. ve Abrifor, C.A. (2013). Management style as a correlate of job performance of employees of selected Nigerian brewing industries. African Journal of Business Management, 7 (36), 1-8.
  • Özbek, M.F. (2011). Örgüt İçerisindeki Güven ve İşe Yabancılaşma İlişkisinde Örgüte Uyum Sağlamanın Aracı Rolü . Süleyman Demirel Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 16 (1), 231-248.
  • Özgür, B. (2011). Yönetim Tarzları ve Etkileri. Maliye Dergisi, Sayı 161, 215- 230. Poon, P.S.,Evangelista, F.U. ve Albaum, G. (2005). A comparative study of the management styles of marketing managers in Australia and the People’s Republic of China, International Marketing Review, 22 (1), 34-47.
  • Pop, M.T. ve Pop, D. (2008). Types of Managers and Management Styles, Fascicle of Management and Technological Engineering, 7 (17), 2604- 2610.
  • Priesemuth, M.,Arnaud, A. ve Schminke, M. (2013). Bad Behavior in Groups: The Impact of Overall Justice Climate and Functional Dependence on Counterproductive Work Behavior in Work Units. Group & Organization Management, 38 (2), 230-257.
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The Effect of Management Style on Counterproductive Behaviors: Mediating Role of Work Alienation

Year 2014, Issue: 32, 16 - 40, 01.12.2014

Abstract

This study investigates the effect of management style on counterproductive behaviors and the mediating role of work alienation. In the literature, studies suggest that organizational factors as determinants or antecedents of counterproductive behaviors. Accordingly, study aims to investigate some of the organizational factors called as a management style and work alienation which is expected to affect counterproductive behaviors. For the purpose of the study, data has been collected via survey method from the 215 employees who are working in four establishments located in Çerkezköy and Antalya organized industrial zones. In this respect, exploratory and confirmatory factor analysis, correlation and hierarchical regression analysis and sobel test applied to the data obtained from employees in establishments. Based on the findings, effect of democratic management style on counterproductive behaviors, it is observed that work alienation has a partial mediating affect. However, autocratic management style has no effect on counterproductive behaviors but it effects work alienation. Moreover, it has been found that there is no mediating effect of work alienation on autocratic management style.

References

  • Abu Mansor, N.N.,MinWaib, C., Mohamed, A. ve Md Shah, I. (2012) . The Relationship between Management Style and Employees’ Well-Being: A Case of Non-Managerial Staffs. Procedia – Social and Behavioral Sciences, 40, 521-529.
  • Alias, M.,Rasdi, R.M. ve Ismail, M. (2013). Predictors of workplace deviant behaviour: HRD agenda for Malaysian support personnel, European Journal of Training and Development, 37 (2), 161-182.
  • Agrusa, J. ve Lema, J.D. (2012). An Examination of Mississippi Gulf Coast Casino Management Styles with Implications for Employee Turnover, UNLV Gaming Research& Review Journal, 11 (1), 13-26.
  • Anwar, H. (2013). Impact of Paternalistic Leadership on Employees’ Outcome – A Study on The Banking Sector of Pakistan. Journal of Business and Management, 7 (6), 109-115.
  • Appelbaum, S.H.,Iaconi, G.D. ve Matousek, A. (2007). Positive and negative deviant workplace behaviors: causes, impacts, andsolutions. Corporate Governance, 7 (5), 586-598.
  • Banai, M.,Reisel, W.D. ve Probst, T.M. (2004). Managerial and personal control model: Predictions of work alienation and organizational commitment in Hungary. Journal of International Management, 10 (3), 375-392.
  • Baron, R. M., ve 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, 1173-1182.
  • Bennett, R.J. ve Robinson, S.L. (2000). Development of a Measure of Workplace Deviance. Journal of AppliedPsychology, 85 (3), 349-360.
  • Biron, M. (2010). Negative reciprocity and the association between perceived organizational ethical values and organizational deviance. Human relations, 63(6), 875-897.
  • Ceylan, A. ve Sulu, S. (2010). Work Alienation as a Mediator of the Relationship of Procedural Injustice to Job Stress. International Journal of Business and Management, 5 (8), 65-74.
  • Chiaburu, D.S., Diaz, I. ve De Vos, A. (2013). Employee alienation: relationships with careerism and career satisfaction. Journal of Managerial Psychology, 28 (1), 4-20.
  • Chiaburu, D.S.,Thundiyil, T. ve Wang, J. (2014). Alienation and its correlates: A meta-analysis. European Management Journal, 32, 24-36.
  • Chirasha, V. ve Mahapa, M. (2012). An Analysis of the Causes and Impact of Deviant Behaviour in the Workplace. The Case of Secretaries in State Universities. Journal of Emerging Trends in Economics and Management Sciences, 3 (5), 415-421.
  • Demir, M. ve Türüncü, Ö. (2010). Ağırlama İşletmelerinde Örgütsel Sapma ile İşten Ayrılma Eğilimi Arasındaki İlişki, Anatolia: Turizm Araştırmaları Dergisi, 21 (1), 64-74.
  • Demirel, Y. (2009). Örgütsel Bağlılık ve Üretkenlik Karşıtı Davranışlar Arasındaki İlişkiye Kavramsal Yaklaşım, İstanbul Ticaret Üniversitesi Sosyal Bilimler Dergisi, 8 (15), 115-132.
  • DiPietro, R.B. ve Pizam, A. (2008). Employee Alienatıon in the Quick Service Restaurant Industry. Journal of Hospitality&Tourism Research, 32 (1), 22-39.
  • Everton, W.J.,Jolton, J.A. ve Mastrangelo, P. M. (2007). Be nice and fair or else: understanding reasons for employees’ deviant behaviors. Journal of Management Development, 26 (2), 117-131.
  • Fagbohungbe, B.O.,Akinbode, G.A. ve Ayodeji, F. (2012). Organizational Determinants of Workplace Deviant Behaviours: An Empirical Analysis in Nigeria, International Journal of Business and Management, 7 (5), 207- 221.
  • Faghihi, A. veAllameh, S.M. (2012). Investigating the Influence of Employee Attitude toward Change and Leadership Style on Change Readiness by SEM (Case Study: Isfahan Municipality). International Journal of Academic Research in Business and Social Sciences, 2 (11), 215-227.
  • Farooqui, M.R. (2012). Measuring Organizational Citizenship Behavior (OCB) as a Consequence of Organizational Climate (OC). Asian Journal of Business Management, 4(3), 294-302.
  • Fox, S., Spector, P.E. ve Miles, D. (2001). Counterproductive Work Behavior (CWB) in Response to Job Stressors and Organizational Justice: Some Mediator and Moderator Tests for Autonomy and Emotions. Journal of Vocational Behavior, 59, 291-309.
  • Gücel, C. (2013). Örgütsel Bağlılığın Örgütsel Vatandaşlık Davranışına Etkisi Örgütsel Adaletin Aracılık Rolü: İmalat İşletmelerine Yönelik Bir Araştırma, İşletme Araştırmaları Dergisi, 5 (2), 173-190.
  • Gould, A.E. (2005). Social Differences and Management Styles: A Study of Conformity. Doctor of Philosophy in Political Science. Arizona University. Hafidz, S.W.M. (2012). Individual Differences as Antecedents of Counterproductive Work Behaviour.Asian Social Science, 8 (3), 220-226.
  • Hirschfeld, R.R., Feild, H.S. ve Bedeian, A.G. (2000). Work Alienation as an Individual-Difference Construct for Predicting Workplace Adjustment: A Test in Two Samples‘. Journal of Applied Social Psychology, 30 (9), 1880-1902.
  • Irtwange, S.V. ve Orsaah, S. (2009). Impact of management style on performance indicators of academic staff, Educational Research and Review, 4 (12), 602-615.
  • İyigün, N.Ö. veÇetin, C. (2012). Psikolojik Kontratın Örgütsel Sapma Üzerindeki Etkisi ve İlaç Sektöründe BirAraştırma, 10 (37), 15-29.
  • Kanten, P. ve Ülker, P. (2013). Yönetim Tarzının Üretkenlik Karşıtı İş Davranışlarına Etkisinde İşe Yabancılaşmanın Aracılık Rolü. 21. Ulusal Yönetim ve Organizasyon Kongresi, Kütahya.
  • Karimi, F., Hosseinzadeh, D. ve Azizi, G. (2011). Relationship between Management Style and Productivity of Employees in Islamic Azad University - Islamshahr Unit.World Applied Sciences Journal, 12 (10), 1685-1690.
  • Khetarpal, I. ve Srivastava, R.C. (2000). Management styles grounded in interpersonal roles: focus on heads of school in India. The International Journal of Educational Management, 14 (2), 74-83.
  • Klotz, A.C. ve Buckley, M.R. (2013). A historical perspective of counterproductive work behavior targeting the organization, Journal of Management History, 19 (1), 114 -132.
  • Le Roy, J., Bastounis, M. ve Minibas-Poussard, J. (2012). Interactional Justice and Counterproductive Work Behaviors: The Mediating Role of Negative Emotions, Social Behavior and Personality, 40(8), 1341-1356.
  • Le, K., Donnellan, M.B., Spilman, S.K., Garcia, O.P. ve Conger, R. (2014). Workers behaving badly: Associations between adolescent reports of the Big Five and counterproductive work behaviors in adulthood. Personality and Individual Differences, 61-62, 7–12.
  • Lian, H., Ferris, D.L. ve Brown, D.J. (2012). Does taking the good with the bad make things worse? How abusive supervision and leader–member exchange interact to impact need satisfaction and organizational deviance. Organizational Behavior and Human Decision Processes, 117, 41-52.
  • Litzky, B.E., Eddleston, K.A. ve Kidder, D.L. (2006). The Good, the Bad, and the Misguided: How Managers in advertently Encourage Deviant Behaviors, Academy of Management Perspectives, 91-103.
  • Mann, S.L., Budworth, M. ve Ismaila, A.S. (2012). Ratings of counterproductive performance: the effect of source and rater behavior. International Journal of Productivity and Performance Management, 61 (2), 142-156.
  • Maqsood, S., Bilal, H., Nazir, S. ve Baig, R. (2013). Manager’s Leadership Styles and Employee’s Job Satisfaction.Human and Social Science Research, 1 (2), 139-144.
  • Marshall, O.I. (2012). Employee Attitude to Management Style case: International equitable association Nigeria Limited. Degree programme in Business Administration, Seinäjoki University of Applied Sciences.
  • Mikhailitchenko, A. ve Lundstrom, W.J. (2006). Inter-organizational relationship strategies and management styles in SMEs. Leadership & Organization Development Journal, 27 (6), 428-448.
  • Mohanty, J. veRath, B.P. (2012). Influence of Organizational Culture on Organizational Citizenship Behavior: A Three-Sector Study. Global Journal of Business Research, 6 (1), 65-76.
  • Mukhtar, A., Sial, M.A., Imran, A. ve Jilani, A. (2012). Impact of HR Practices on Organizational Citizenship Behavior and Mediating Effect of Organizational Commitment in NGOs of Pakistan. World Applied Sciences Journal, 18 (7), 901-908.
  • Mulki, J.P., Jaramillo, F. ve Locander, W.B. (2006). Emotional exhaustion and organizational deviance: Can the right job and a leader's style make a difference?.Journal of Business Research, 59, 1222-1230.
  • Nair, N. ve Vohra, N. (2010). An exploration of factors predicting work alienation of knowledge workers. Management Decision, 48 (4), 600-615.
  • Nair, N. ve Vohra, N. (2012). The concept of alienation: towards conceptual clarity. International Journal of Organizational Analysis, 20 (1), 25-50.
  • Nasurdin, A.M., Hemdi, M.A. ve Guat, L.P. (2008). Does Perceived Organizational Support Mediate the Relationship between Human Resource Management Practices and Organizational Commitment?. Asian Academy of Management Journal, 13 (1), 15-36.
  • Ogunola, A.A., Kalejaiye, P.O. ve Abrifor, C.A. (2013). Management style as a correlate of job performance of employees of selected Nigerian brewing industries. African Journal of Business Management, 7 (36), 1-8.
  • Özbek, M.F. (2011). Örgüt İçerisindeki Güven ve İşe Yabancılaşma İlişkisinde Örgüte Uyum Sağlamanın Aracı Rolü . Süleyman Demirel Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 16 (1), 231-248.
  • Özgür, B. (2011). Yönetim Tarzları ve Etkileri. Maliye Dergisi, Sayı 161, 215- 230. Poon, P.S.,Evangelista, F.U. ve Albaum, G. (2005). A comparative study of the management styles of marketing managers in Australia and the People’s Republic of China, International Marketing Review, 22 (1), 34-47.
  • Pop, M.T. ve Pop, D. (2008). Types of Managers and Management Styles, Fascicle of Management and Technological Engineering, 7 (17), 2604- 2610.
  • Priesemuth, M.,Arnaud, A. ve Schminke, M. (2013). Bad Behavior in Groups: The Impact of Overall Justice Climate and Functional Dependence on Counterproductive Work Behavior in Work Units. Group & Organization Management, 38 (2), 230-257.
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There are 65 citations in total.

Details

Other ID JA52MD89ZT
Journal Section Articles
Authors

Pelin Kanten This is me

Funda Ülker This is me

Publication Date December 1, 2014
Published in Issue Year 2014 Issue: 32

Cite

APA Kanten, P., & Ülker, F. (2014). YÖNETİM TARZININ ÜRETKENLİK KARŞITI İŞ DAVRANIŞLARINA ETKİSİNDE İŞE YABANCILAŞMANIN ARACILIK ROLÜ. Muğla Üniversitesi Sosyal Bilimler Enstitüsü Dergisi(32), 16-40.
AMA Kanten P, Ülker F. YÖNETİM TARZININ ÜRETKENLİK KARŞITI İŞ DAVRANIŞLARINA ETKİSİNDE İŞE YABANCILAŞMANIN ARACILIK ROLÜ. İLKE. December 2014;(32):16-40.
Chicago Kanten, Pelin, and Funda Ülker. “YÖNETİM TARZININ ÜRETKENLİK KARŞITI İŞ DAVRANIŞLARINA ETKİSİNDE İŞE YABANCILAŞMANIN ARACILIK ROLÜ”. Muğla Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, no. 32 (December 2014): 16-40.
EndNote Kanten P, Ülker F (December 1, 2014) YÖNETİM TARZININ ÜRETKENLİK KARŞITI İŞ DAVRANIŞLARINA ETKİSİNDE İŞE YABANCILAŞMANIN ARACILIK ROLÜ. Muğla Üniversitesi Sosyal Bilimler Enstitüsü Dergisi 32 16–40.
IEEE P. Kanten and F. Ülker, “YÖNETİM TARZININ ÜRETKENLİK KARŞITI İŞ DAVRANIŞLARINA ETKİSİNDE İŞE YABANCILAŞMANIN ARACILIK ROLÜ”, İLKE, no. 32, pp. 16–40, December 2014.
ISNAD Kanten, Pelin - Ülker, Funda. “YÖNETİM TARZININ ÜRETKENLİK KARŞITI İŞ DAVRANIŞLARINA ETKİSİNDE İŞE YABANCILAŞMANIN ARACILIK ROLÜ”. Muğla Üniversitesi Sosyal Bilimler Enstitüsü Dergisi 32 (December 2014), 16-40.
JAMA Kanten P, Ülker F. YÖNETİM TARZININ ÜRETKENLİK KARŞITI İŞ DAVRANIŞLARINA ETKİSİNDE İŞE YABANCILAŞMANIN ARACILIK ROLÜ. İLKE. 2014;:16–40.
MLA Kanten, Pelin and Funda Ülker. “YÖNETİM TARZININ ÜRETKENLİK KARŞITI İŞ DAVRANIŞLARINA ETKİSİNDE İŞE YABANCILAŞMANIN ARACILIK ROLÜ”. Muğla Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, no. 32, 2014, pp. 16-40.
Vancouver Kanten P, Ülker F. YÖNETİM TARZININ ÜRETKENLİK KARŞITI İŞ DAVRANIŞLARINA ETKİSİNDE İŞE YABANCILAŞMANIN ARACILIK ROLÜ. İLKE. 2014(32):16-40.