The Effect of Motivational Language on Organizational Commitment: An Application in ÇAYKUR

Year 2019, Volume: 5 Issue: 10, 251 - 268, 31.12.2019

Neslihan Latifoğlu , Ali Rıza Saklı

https://doi.org/10.34086/rteusbe.665201

Cited By: 2

Abstract

 It is investigated the
effects of managers' motivational
language use on organizational
commitment of employees in this
article. The study was conducted on
254 people working in the
administrative buildings and nine
tea factories of the General
Directorate of Tea Enterprises
(ÇAYKUR) in Rize. The main purpose
of the study is to reveal the positive
effect of motivational language use,
which is a positive perception, on
organizational commitment. In this
context, the data obtained by simple
random sampling method was
analyzed with SPSS program.
Findings show that motivational
language use (empathic language) is
one of the positive predictors of
increasing organizational
commitment

Keywords

Motivational Language Theory, Empathic Language, Organizational Commitment, Motivation

Motivasyonel Dil Kullanımının Örgütsel Bağlılık Üzerindeki Etkisi: ÇAYKUR’da Bir Uygulama

Abstract

Bu araştırmada yöneticilerin motivasyonel dil kullanımının çalışanların örgütsel bağlılığı üzerindeki etkisi incelenmiştir. Araştırma Rize’de bulunan Çay İşletmeleri Genel Müdürlüğü (ÇAYKUR) ve bağlı dokuz çay fabrikasının idari binalarında çalışan 254 kişi üzerinde yapılmıştır. Araştırmanın temel amacını pozitif bir algı olan motivasyonel dil kullanımının örgütsel bağlılık üzerindeki pozitif etkisini ortaya çıkarma oluşturmaktadır. Bu bağlamda basit tesadüfi örnekleme yöntemi ile elde edilen veri, SPSS programı ile analiz edilmiştir. Elde edilen bulgular göstermektedir ki, motivasyonel dil kullanımı (empatik dil) örgütsel bağlılığı artırıcı pozitif yordayıcılardan biridir.

Keywords

Motivasyonel Dil Teorisi, Empatik Dil, Örgütsel Bağlılık, Motivasyon

References

• Afşar, S. T. (2011). Çalışma Yaşam Kalitesinin Örgütsel Bağlılık Düzeyi Üzerindeki Etkisi:Devlet ve Vakıf Üniversitelerinde Çalışan Akademisyenler Üzerine Nicel Bir araştırma. Ankara: Hacettepe Üniversitesi Sosyal Bilimler Enstitüsü Sosyoloji A.B.D (Yayınlanmamış Doktora Tezi).
• Allen, N. J., & Meyer, J. (1990). Organizational Commitment: Evidence of Career Stage Effects. Journal of Business Research, 26 (1), 46-91.
• Allen, N. J., & Meyer, J. P. (1993). Organizational Commitment: Evidence of Career Stage Effects. Journal Business Research, 26 (1), 46-91.
• Balay, R. (2000). Yönetici ve Öğretmenlerde Örgütsel Bağlılık. Ankara: Nobel Yayın Dağıtım.
• Bandura, A. (2001). Social cognitive theory: An agentic perspective. Annual review of psychology, 52(1), 1-26.
• Blau, P. M. (1964). Exchange and power in social life. Transaction Publishers.
• Byrne, B. M. (2010). Structural Equation Modeling with AMOS. New York: Routledge.
• Conger, J. A. (1991). Inspiring Others: The Language of Leadership. Academy of Management, 5 (1), 31-45.
• Collinson, D. (2006), Rethinking followership: A post-structuralist analysis of follower identities. Leadership Quarterly, 17 (2), 179-189.
• Cosmides, L., 1989. The logic of social exchange: Was natural selection shaped how humans reason? Studies with the Wason selection task. Cognition, 31: 187-276.
• Çetin, M. Ö. (2004). Örgüt Kültürü ve Örgütsel Bağlılık. Ankara: Nobel Yayın Dağıtım.
• Dale, K., & Fox, M. L. (2008). Leadership style and organizational commitment: Mediating effect of role stress. Journal of Managerial Issues, 109-130.
• Dansereau, F., Graen, G., & Haga, B. A, (1975), Vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role making process. Organizational Behavior and Human Performance, 13, 46-78.
• DeCotiis, T. A., & Summers, T. P. (1987). A path analysis of a model of the antecedents and consequences of organizational commitment. Human relations, 40(7), 445-470.
• Eisenberg, L. (1995). The social construction of the human brain. American Journal of Psychiatry, 152(11), 1563-1575.
• Gioia, D. A., & Sims, H. P. (1986). Cognition-behavior connections: Attribution and verbal behavior in leader-subordinate interactions. Organizational Behavior and Human Decision Processes, 37(2), 197-229.
• Graen, G. B. 1976. Role making processes within complex organizations. In M. D. Dunnette (Ed.), Handbook of industrial and organizational psychology: 1201–1245. Chicago: Rand-McNally.
• Graen, G., Novak, M. A., & Sommerkamp, P. (1982). The effects of leader—member exchange and job design on productivity and satisfaction: Testing a dual attachment model. Organizational behavior and human performance, 30(1), 109-131.
• Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. The leadership quarterly, 6(2), 219-247.
• Gül, H. (2003). Karizmatik Liderlik ve Örgütsel Bağlılık İlişkisi Üzerine Bir Araştırma. Gebze: Gebze Yüksek Teknoloji Enstitüsü Sosyal Bilimler Enstitüsü (Yayınlanmamış Doktora Tezi).
• Herzberg, F. 1966. Work and the Nature of Man. Cleveland: World Publishing.
• Herzberg, F. (1974). Motivation-hygiene profiles: Pinpointing what ails the organization. Organizational Dynamics, 3(2), 18-29.
• House, R. J. (1971). A path goal theory of leader effectiveness. Administrative science quarterly, 321-339.
• Howell, J. M., & Shamir, B. (2005). The role of followers in the charismatic leadership process: Relationships and their consequences. Academy of Management Review, 30(1), 96-112.
• İnce, M., & Gül, H. (2005). Yönetimde Yeni Bir Paradigma: Örgütsel Bağlılık. Mersin: Çizgi Kitabevi Yayınları. Jing-zhou, P., Xiao-xue, Z., & Xia-qing, Z. (2008). The role of leadership between the employees and the organization: a bridge or a ravine?-an empirical study from China1. Journal of management and marketing research, 5,1.
• Karaaslan, Ö. (2010). Motivasyonel dilin örgütsel vatandaşlık davranışı ile olan ilişkisinde lider üye etkileşimin aracılık etkisinde incelenmesi: Yapısal eşitlik modelinde bir uygulama. Yayınlanmamış Yüksek Lisans Tezi. Harp Akademileri Komutanlığı Stratejik Araştırmalar Enstitüsü, İstanbul.
• Keller, T., & Dansereau, F. (1995). Leadership and empowerment: A social exchange perspective. Human Relations, 48, 127-146.
• Kılıç, G., & Öztürk, Y. (2010). Kariyer Yönetim Sistemi ve Örgütsel Bağlılık Arasındaki İlişki: Beş Yıldızlı Otel İşletmelerinde Bir Araştırma. Ege Akademik Bakış, 10 (3), 981-1011.
• Klein, S. M. (1996). A management communication strategy for change. Journal of organizational change management, 9(2), 32-46.
• Kline, R. B. (2011). Principlesand Practice of Structural Equation Modeling. New York: The Guılford Press.
• Kónya, V., Grubić-Nešić, L., & Matić, D. (2015). The Influence of Leader-Member Communication on Organizational Commitment in a Central European Hospital. Acta Polytechnica Hungarica, 12(3), 109-128.
• Latham, G. P., & Locke, E. A. (1979). Goal setting—A motivational technique that works. Organizational Dynamics, 8(2), 68-80.
• Locke, E. A., Shaw, K. N., Saari, L. M., & Latham, G. P. (1981). Goal setting and task performance: 1969–1980. Psychological bulletin, 90(1), 125.
• Locke, E. A., & Latham, G. P. (1990). Work motivation and satisfaction: Light at the end of the tunnel. Psychological science, 1(4), 240-246.
• Locke, E. A., & Latham, G. P. (2006). New directions in goal-setting theory. Current directions in psychological science, 15(5), 265-268.
• Majovski, I. (2007). Motivating Language--ML as a tool in superior-subordinate relations during organisational change: A case study in Macedonia. CEA Journal of Economics, 2(2), 5-18.
• Markow, F., & Klenke, K. (2005). The effects of personal meaning and calling on organizational commitment: An empirical investigation of spiritual leadership. International Journal of Organizational Analysis, 13(1), 8-27.
• Mayfield, J., & Mayfield, M. (2002). Leader communication strategies: Critical paths for improving employee commitment. American Business Review, 20, 89–95.
• Mayfield, J., Mayfield, M., & Kopf, J. (1995). Motivating language: Exploring theory with scale development. Journal of Business Communication, 32, 329–344.
• Mayfield, J. R., Mayfield, M. R., & Kopf, J. (1998). The effects of leader motivating language on subordinate performance and satisfaction. Human Resource Management, 37, 235–248.
• Mayfield, J., Mayfield, M. (2006). The benefits of leader communication on part-time worker outcomes: a comparison between part-time and full-time employees using motivating language. Journal of Business Strategies, 23 (2), ss. 131-153.
• Mayfield, J., & Mayfield, M. (2007). The effects of leader communication on a worker’s intent to stay: An investigation using structural equation modeling. Human Performance, 20, 85-102.
• Mayfield, M., & Mayfield, J. (2009). The role of leader-follower relationships in leader communication: A test using the LMX and motivating language models. The journal of business inquiry, 8(1), 65-82.
• Mayfield, J., & Mayfield, M. (2012). The relationship between leader motivating language and self-efficacy: A partial least squares model analysis. The Journal of Business Communication (1973), 49(4), 357-376.
• Mayfield, J., Mayfield, M., & Sharbrough III, W. C. (2015). Strategic vision and values in top leaders’ communications: Motivating language at a higher level. International Journal of Business Communication, 52(1), 97-121.
• Mayfield, M., & Mayfield, J. (2016). The effects of leader motivating language use on employee decision making. International Journal of Business Communication, 53(4), 465-484.
• Mert, İ. S., Keskin, N., & Baş, T. (2011). Motivasyonel Dil (MD) Teorisi ve Ölçme Aracının Türkçede Geçerlik ve Güvenilirlik Analizi. Doğuş Üniversitesi Dergisi, 12 (2), 243-255.
• Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human resource management review, 1(1), 61-89.
• Meyer, J. P., & Allen, N. J. (2004). TCM Employee Commitment Survey Academic Users Guide. 1-16. The University of Western Ontario.
• Mowday, R. T., Steers, R. M., & Porter, L. W. (1979). The measurement of organizational commitment. Journal of vocational behavior, 14(2), 224-247.
• Mowday, R. T., Porter, L. W., & Steers, R. M. (1982). Employee-Organization Linkages. New York: Academic Press. Northouse, P. (2010). Leadership: Theory and Practice. California:Sage.
• Özen, H. (2013). Okul Müdürlerine Yönelik Motivasyonel Dil Ölçeği: Türk Kültürüne Uyarlama, Dil Geçerliği ve Faktör Yapısının İncelenmesi. Eğitim Bilimleri Araştırmaları Dergisi, 3 (1), 87-103.
• Saldamlı, A. (2009). İşletmelerde Örgütsel Bağlılık ve İşgören Performansı. Ankara: Detay Yayıncılık.
• Sharbrough, W. C., Simmons, S. A., & Cantrill, D. A. (2006). Motivating language in industry: Its impact on job satisfaction and perceived supervisor effectiveness. Journal of Business Communication, 43, 322-344.
• Sledge, S., Miles, A. K., & Coppage, S. (2008). What role does culture play? A look at motivation and job satisfaction among hotel workers in Brazil. The International Journal of Human Resource Management , 19(9), 1667-1682.
• Sullivan, J. (1988). Three roles of language in motivation theory. Academy of Management Review, 13, 104–115.
• Tetik, S. (2012). Sağlık Çalışanlarının Örgütsel Bağlılık Düzeylerini Belirlemeye Yönelik Bir Araştırma. Sosyal ve Beşeri Bilimler Dergisi, 4 (1), 275-286.
• Wiener, Y. (1982). Commitment in Organization A Normative View. Academy of Management Review, 7 (3), 418-428.
• Yalçın, A., & İplik, F. N. (2005). Beş Yıldızlı Otellerde Çalışanların Demografik Özellikleri ile Örgütsel Bağlılıkları Arasındaki İlişkiyi Belirlemeye Yönelik Bir Araştırma: Adana İli Örneği. Çukurova Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 14 (1), 395-412.
• Yukl, G. (2010). Leadership in organizations. 7nd edition. Englewood Cliffs, NJ: Pearson Education.