The impact of ethical leadership on employee motivation and voice: A study on call center employees in the TRA2 region

Yıl 2024, Cilt: 14 Sayı: 4, 1221 - 1237, 21.12.2024

Turhan Moç

https://doi.org/10.48146/odusobiad.1214980

Öz

The primary aim of the current research was to examine whether ethical leadership behaviors of managers in private call centers located in provinces in the TRA2 region affected employee voice and motivation. In the study, ethical leadership, employee voice, and employee motivation were examined conceptually, and studies in the literature conducted with the variables discussed in this study and their results were included. The hypotheses developed based on the proposed model in accordance with the study's aim were tested by path analysis and interpreted. The study population consisted of private call center employees operating in the TRA2 region. An online survey method via Google Forms was employed as the data collection method. The data acquired from the survey study were analyzed by utilizing the SPSS and YEM AMOS statistical programs. The analysis showed that managers' ethical leadership behaviors significantly affected employee voice and motivation, and employee voice also significantly affected motivation. The difference analysis performed in the research identified significant differences between gender and employee voice and motivation, between marital status and employee voice and motivation, between ethical leadership and education and seniority, and finally, between the province of work and employee voice and motivation.

Anahtar Kelimeler

Ethic, Ethical Leadership, Employee Voice, Employee Motivation, Call Center

Etik liderliğin çalışanların motivasyonuna ve sesliğine etkisi: TRA2 bölgesi çağrı merkezi çalışanları üzerine bir araştırma

Öz

Bu çalışmanın temel amacı TRA2 bölgesindeki illerdeki özel çağrı merkezlerinde yöneticilerin etik liderlik davranışlarının çalışanların sesliği ve motivasyonuna etkisinin olup olmadığının araştırılmasıdır. Çalışmada öncelikle etik liderlik, çalışanların sesliği ve çalışanların motivasyonu kavramsal olarak incelenmiş ve alan yazında çalışmaya konu olan değişkenler ile yapılmış çalışmalara ve sonuçlarına yer verilmiştir. Çalışmanın amacı doğrultusunda önerilen modele dayanılarak oluşturulan hipotezler yol analizi ile test edilmiş ve yorumlanmıştır. Araştırmanın evreninin TRA2 bölgesinde faaliyet gösteren özel çağrı merkezi çalışanlarından oluşmaktadır. Veri toplam yöntemi olarak Google Form üzerinden çevrimiçi anket yöntemi kullanılmıştır. Anket çalışması sonucu elde edilen veriler SPSS ve YEM AMOS istatistik programları ile analiz edilmiştir. Analizleri sonucunda yöneticilerin etik liderlik davranışlarının çalışanların sesliliği ve motivasyonu üzerinde ayrıca çalışanların sesliğinde motivasyon üzerinde anlamlı bir etkisi olduğu sonucuna ulaşılmıştır. Çalışmada yapılan farklılık analizleri sonucunda cinsiyet ile çalışanların sesliliği ve motivasyonu, medeni durum ile çalışanların sesliliği ve motivasyonu, etik liderlik ile eğitim ve kıdem ve son olarak çalışılan il ile çalışanların sesliliği ve motivasyonu arasında anlamlı farklıklar olduğu tespit edilmiştir.

Anahtar Kelimeler

Etik, Etik Liderlik, Çalışanların Sesliliği, Çalışanların Motivasyonu, Çağrı Merkezi, Ethic, Ethical Leadership, Employee Voice, Employee Motivation, Call Center

Kaynakça

• Alfayad, Z., & Arif, L.S.M. (2017). Employee Voice and Job Satisfaction: An Application of Herzberg's Two-factor Theory. International Review of Management and Marketing, 7(1), 150-156.
• Amabile, T.M. (1993) Motivational Synergy: Toward New Conceptualizations of Intrinsic and Extrinsic Motivation in the Workplace. Human Resource Management Review, 3, 185-201.
• Argyris, C., & Schön, D. (1978). Organizational learning: A theory of action perspective. Reading, Mass: Addison Wesley. https://doi.org/10.1177/017084068000100310.
• Arslan, A., & Yener, S. (2016). İşgören sesliliği ölçeğinin türkçe’ye uyarlanması çalışması [Adaptation study of the employee voice scale to Turkish]. Journal of Management and Economics Research, 14(1), 173-191 . Retrieved from https://dergipark.org.tr/tr/pub/yead/issue/21831/234670.
• Avey, J. B., Wernsing, T. S., & Palanski, M. E. (2012). Exploring the process of ethical leadership: The mediating role of employee voice and psychological ownership. Journal of Business Ethics, 107(1), 21-34.
• Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16 (3) , 315–338. http://dx.doi.org/10.1016/j.leaqua. 2005.03.001.
• Bai, Y., Lin, L., & Liu, J. T. (2019). Leveraging the employee voice: A multilevel social learning perspective of ethical leadership. The International Journal of Human Resource Management, 30(12), 1869-19011-33.
• Baldoni, J. (2005). Motivation Secrets. Great Motivation Secrets of Great Leaders. http://govleaders.org/motivation_secrets.htm. (25.09.2022).
• Bandura, A. (1986). Social foundations of thought and action: A social cognitive theory: A Social Cognitive Theory.. Englewood Cliff, N. J.: Prentice-Hall. 180-210.
• Bandura, A., & Walters, R.H. (1977). Social learning theory (Vol.1). Englewood Cliffs, NJ: Prentice-Hall.
• Bartol, K.M., & Martin, D.C. (1998). Management. McGraw Hill. New York, NY, 268-279.
• Botero, I. C., & Dyne, L. V. (2009). Employee voice behavior: Interactive effects of lmx and power distance in the United States and Colombia. Management Communication Quarterly, 23(1), 84-104. https://doi.org/10.1177/0893318909335415.
• Bouckenooghe, D.; Zafar, A & Raja, U. (2015). How ethical leadership shapes employees' job performance: The mediating roles of goal congruence and psychological capital. J. Bus. Ethics. 129, 251–264.
• Bowen, B.E., & Radhakrishna, R.B. (1991). Job satisfaction of agricultural education faculty: a constant phenomena. Journal of Agricultural Education, 32(2), 16-22.
• Brown, M. E., & Trevino, L. K. (2006). Ethical leadership: A review and future directions. Leadership Quarterly, 17(6), 595–616. http://dx.doi.org/10.1016/j.leaqua.2006.10.004.
• Brown, M. E., Trevino, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97 (2), 117–134. http://dx.doi.org/10.1016/j.obhdp.2005.03.002
• Brown, M.E., & Mitchell, M.S. (2010). Ethical and unethical leadership: Exploring new avenues for future research. Bus. Ethics Q. 20(4), 583–616.
• Büyüköztürk, Ş. (2013). Sosyal bilimler için veri analizi el kitabı: İstatistik, araştırma deseni, SPSS uygulamaları ve yorum [Data analysis manual for social sciences: Statistics, research design, SPSS applications and interpretation]. (18th Edition). Ankara: Pegem Akademi.
• Chen, A. S. Y., & Hou, Y. H. (2016). The effects of ethical leadership, voice behavior and climates for innovation on creativity: A moderated mediation examination. The Leadership Quarterly, 27(1), 1-13.
• Chen, S. (2010). The role of ethical leadership versus institutional constraints: A simulation study of financial misreporting by CEOs. Journal of Business Ethics. 93(Suppl 1), 33-52, http://dx.doi.org/10.1007/s10551-010-0625-8.
• Dannery, F., & Ruswanti, E. (2022). The Influence of Ethical Leadership on Ambiguity, Motivation, Stress, and Performance Employees of PT. Aerospace. 5(3),28603-28616.DOI: https://doi.org/10.33258/birci.v5i3.6961.
• Den Hartog, D.N. (2015). Ethical leadership. Annu. Rev. Organ. Psychol. Organ. Behav. 2 (Volume publication date April 2015), 409–434. https://doi.org/10.1146/annurev-orgpsych-032414-111237.
• Detert, J. R., & Burris, E. R. (2007). Leadership behavior and employee voice: Is the door really open? Academy of Management Journal, 50(4), 869–884.
• Drucker, P. F., Collins, J., Kotler, P., Kouzes, J., Rodin, J., & Rangan, V. K. (2008). The five most important questions you will ever ask about your organization (3rd ed.). San Francisco: Jossey-Bass.
• Dwomoh, G. (2012), The relationship between employee voice and organizational performance at electricity company of Ghana. European Journal of Business and Management, 4(6), 1-6.
• Farndale, E., Van Ruiten, J., Kelliher, C., & Hope-Hailey, V. (2011). The influence of perceived employee voice on organizational commitment: An exchange perspective. Human Resource Management, 50 (1), 113-129. https://doi.org/10.1002/hrm.20404.
• Fast, N. J., Burris, E. R., & Bartel, C. A. (2014). Managing to stay in the dark: Managerial self-efficacy, ego defensiveness, and the aversion to employee voice. Academy of Management Journal, 57(4), 1013– 1034.
• Fornell, C., & Larcker, D. F. (1981). Structural Equation Models with Unobservable Variables and Measurement Error: Algebra and Statistics. Journal of Marketing Research, 18, 382-388. http://dx.doi.org /10.2307/3150980
• George, D., & Mallery P.,(2003). SPSS for Windows step by step: A simple guide and reference. 11.0 update (4th ed.). Boston: Allyn and Bacon.
• Han, T. S., Chiang, H. H., & Chang, A. (2010). Employee participation in decision making, psychological ownership and knowledge sharing: Mediating role of organizational commitment in Taiwanese high-tech organizations. The International Journal of Human Resource Management, 21(12), 2218-2233. https://doi.org/10.1080/09585192.2010.509625.
• Hannah, S. T., Avolio, B. J., & May, D. R. (2011). Moral Maturation and Moral Conation: A Capacity Approach to Explaining Moral Thought and Action. Academy of Management Review, 36(4), 663–685.
• Hassan, S. (2015). The importance of ethical leadership and personal control in promoting improvement-centered voice among government employees. Journal of Public Administration Research and Theory, 25(3), 697-719.
• Heathfield, S. M. (2017). You Need to Know What Motivation Is – Really. The Balance. WWW document. Updated 3 July 2017. Available at: https://www.thebalance.com/what-is-employee-motivation-1918108.(25.09.2022).
• Herzberg, F., Mausner, B., & Snyderman, B. (1959). The Motivation to Work. New York: John Willey & Sons.
• Hirschman, A.O. (1970). Exit, Voice, and Loyalty: Responses to Decline in Firms, Organizations, and States. Cambridge, MA: Harvard University Press.
• Holland, P., Pyman, A., Cooper, B., & Teicher, J. (2011). Employee voice and job satisfaction in Australia: The centrality of direct voice. Human Resource Management, 50(1), 95-111. https://doi.org/10.1002/hrm.20406.
• Hox, J. J.,& Bechger, T. M. (1998). An introduction to structural equation modeling. Family Science Review, 11(4). 354-373.
• Kalimullah, A. R., Yaghoubi, N. M., & Maloudi, J. (2010). Survey of Relationship between Organizational Justice and Empowerment. European Journal of Economics, Finance and Administrative Sciences, 24(26), 165-171.
• Keser, A. (2006). Çağrı merkezi çalışanlarında iş yükü düzeyi ile iş doyumu ilişkisinin araştırılması [Investigation of the relationship between workload level and job satisfaction in call center employees]. Kocaeli Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 11(1,) 100-119.
• Khan, S.R., Bauman, D.C. and Javed, U. (2020), "A study on the effect of ethical leadership on teachers’ moral motivation at schools in Pakistan", International Journal of Educational Management, 34(6), 965-985. https://doi.org/10.1108/IJEM-06-2019-0198
• Kline, RB. (2005). Principles and Practice of Structural Equation Modeling. New York: Guilford Press. 154-186.
• Kulualp, H.G. (2016). Çalışan Sesliliği ile Bazı Kişisel ve Örgütsel Özellikler Arasındaki İlişkinin Belirlenmesi: Öğretim Elemanları Üzerine Bir Araştırma [Determining the Relationship Between Employee Voice and Some Personal and Organizational Characteristics: A Study on Instructors], Ege Akademik Bakış Dergisi, 16(4), 745-761.
• Lindner, R.J. (1998). Understanding Employee Motivation. Journal of Extension, 36 (3). (http://www.ioe.org/ioe/1998iune/rb3.htmlf. (07.10.2022),
• Liu, W., Zhu, R., & Yang, Y. (2010). I warn you because I like you: Voice behavior, employee identifications, and transformational leadership. The Leadership Quarterly, 21(1), 189-202.
• Lucas, P.A. (2014). The Brand Immortal: How Communication Keeps Brands Alive. Communication Annual. 70.
• Malthouse, E. (2001). How high or low must loadings be to keep or delete a scale item? Journal of Consumer Psychology, 10(1/2), 81-82.
• Mayer, D. M., Aquino, K., Greenbaum, R. L., & Kuenzi, M. (2012). Who displays ethical leadership, and why does it matter? An examination of antecedents and consequences of ethical leadership. Academy of Management Journal, 55(1), 151–171. http://dx.doi.org/10.5465/amj.2008.0276.
• Morrison, E. F.,& Milliken, F. J. (2000). Organizational silence: A barrier to change and development in a pluralistic academy of management. The Academy of Management Review, 25(4), 706-725. https://doi.org/10.2307/259200
• Morrison, E. W. (2011). Employee voice behavior: Integration and directions for future research. The Academy of Management Annals, 5(1), 373-412. https://doi.org/10.5465/19416520.2011.574506
• Morrison, E. W. (2014). Employee voice and silence. Annual Review of Organizational Psychology and Organizational Behavior, 1, 173-197. https://doi.org/10.1146/annurev-orgpsych-031413-091328.
• Mottaz J. C. (1985), The Relative Importance of Intrinsic and Extrinsic Rewards as Determinants of Work Satisfaction, The Sociological Quarterly, 26, No: 3, 365-385.
• Nemeth, C. J. (1985). Dissent, group process, and creativity. Advances in Group Processes, 2, 57-75.
• Newman, A., Kiazad, K., Miao, Q. & Cooper, B. (2014). Examining the cognitive and affective trust-based mechanisms underlying the relationship between ethical leadership and organisational citizenship: A case of the head leading the heart?, J. Bus. Ethics, 123(1). 113–123.
• Ouakouak, M. L., Zaitouni, M. G., & Arya, B. (2020). Ethical leadership, emotional leadership, and quitting intentions in public organizations: Does employee motivation play a role? Leadership and Organization Development Journal, 41(2), 257–279. https://doi.org/10.1108/LODJ-05-2019-0206
• Premeaux, S. F., & Bedeian, A. G. (2003). Breaking the silence: the moderating effects of self-monitoring in predicting speaking up in the workplace. Journal of Management Studies, 40(6), 1537-1562. https://doi.org/10.1111/1467-6486.00390.
• Purcell, J. (2014). “Time to focus on employee voice as a prime antecedent of engagement: rediscovering the black box’box”, in D. Robinson and J. Gifford (eds), The Future of Engagement Thought Piece Collection, Engage for Success Peer-Reviewed Thought Leadership Series, London: Engage for Success.
• Qi, Y.,& Ming-Xia, L. (2014). Ethical leadership, organizational identification and employee voice: Examining moderated mediation process in the Chinese insurance industry. Asia Pacific Business Review, 20(2), 231-248.
• Rees, C., Alfes, K., & Gatenby, M. (2013). Employee voice and engagement: Connections and consequences. The International Journal of Human Resource Management, 24(14), 2780-2798. https://doi.org/10.1080/09585192.2013.763843
• Ruck, K., Welch, M., & Menara, B. (2017). Employee voice: An antecedent to organizational engagement?,Public Relations Review, 43(5), 904-914. http://doi.org/10.1016/j.pubrev.2017.04.008.
• Senge, P. M. (1990). The fifth discipline: the art and practice of the learning organization. New York: Doubleday Business.
• Sevinç, H. (2015). Kamu Çalışanlarının Motivasyonunda Kullanılan Araçlar [Tools Used in Motivation of Public Employees]. Uluslararası Sosyal Araştırmalar Dergisi, 8(39). 944-964.
• Smith, G.P. (1994). Motivation. In W.R. Tracey (Ed.), Human resources management and development handbook (2nd ed., pp. 248-261). New York, NY: AMACOM.
• Spencer, D. G. (1986). Employee voice and employee retention. Academy of Management Journal, 29(3), 488-502.
• Şimşek, Ö. F., (2007). Yapısal Eşitlik Modellemesine Giriş, Temel Ilkeler ve LİSREL Uygulamaları [Introduction to Structural Equation Modeling, Basic Principles, and LISREL Applications]. Ankara: Ekinoks Eğitim ve Danışmanlık Hizmetleri, Siyasal Basın ve Dağıtım.
• Tahmaz, Z. (2020). Personel Güçlendirme Ve İşgören Motivasyonu İlişkisi: Otel İşletmelerinde Çalışanlar Üzerine Bir Araştırma [The Relationship Between Employee Empowerment and Employee Motivation: A Study on Employees in Hotel Businesses]. Master’s Thesis (No:625297), İstanbul: Nişantaşı Üniversitesi Sosyal Bilimler Enstitüsü,
• Tangirala, S. & Ramanujam, R. (2008). Exploring nonlinearity in employee voice: The effects of personal control and organizational identification. Academy of Management Journal, 51(6), 1189-1203.
• Tuna, M. , Bircan, H. & Yeşiltaş, M. (2012). Etik liderlik ölçeği’nin geçerlilik ve güvenilirlik çalışması: antalya örneği [Validity and reliability study of the ethical leadership scale: The case of Antalya]. Atatürk Üniversitesi İktisadi ve İdari Bilimler Dergisi, 26(2), 143-155, Retrieved from https://dergipark.org.tr/tr/pub/atauniiibd/issue/2705/35705.
• Ufartiene, L.J. & Fominiene, V.B. (2017). The Role Of Leader’s Ethics Motivating Employees In The Tourism Organizations. 4th International Multidisciplinary Scientific Conferences on Social Sciences, (1041-1049) DOI: 10.5593/sgemsocial2017/15/S05.135
• Ural, A.,& Kılıç, İ. (2021). Bilimsel araştırma süreci ve SPSS ile veri analizi [Scientific research process and data analysis with SPSS]. Ankara: Detay Yayıncılık.
• Van Dyne , L.& LePine , J.A. (1998). Helping and voice extra-role behaviors: evidence of construct and predictive validity, The Academy of Management Journal, 41( 1 ), pp. 108 – 119.
• Walumbwa, F. O.,& Schaubroeck, J. (2009). Leader personality traits and employee voice behavior: Mediating roles of ethical leadership and work group psychological safety. Journal of Applied Psychology, 94(5), 1275–1286. http://dx.doi.org/10.1037/a0015848
• Walumbwa, F.O., Mayer, D.M., Wang, P., Wang, H., Workman, K., & Christensen, A.L. (2011). Linking ethical leadership to employee performance: The roles of leader–member exchange, self-ecacy, and organizational identification. Organ. Behav. Hum. Decis. Process. 115(2), 204–213.
• Wood, S.,& De Menezes, L. M. (2011). High involvement management, high performance work systems and well-being. The International Journal of Human Resource Management, 22(7), 1586-1610. https://doi.org/10.1080/09585192.2011.561967.
• Yousaf, K., Abid, G., Butt, T.H., Ilyas, S., &Ahmed, S. (2019). Impact of ethical leadership and thriving at work on psychological well-being of employees: Mediating role of voice behaviour. Bus. Manag. Educ. 17(2), 194–217.
• Zengin, Y. (2019). Karanlık liderliğin örgütsel seslilik ve iş tatmini üzerindeki etkisi. Kafkas Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 10(19), 310-337.
• Zhu, W. (2008). The effect of leadership on follower moral identity: The mediating role of psychological empowerment. Leadership Review, 8(-), 62–73.