Örgütsel Adalet ve Psikolojik Güvenin Çalışan Sessizliği Üzerindeki Etkisinde Psikolojik Güçlendirmenin Aracılık Rolü

Year 2025, Volume: 22 Issue: 3, 800 - 816, 28.12.2025

Melis Soyer

https://doi.org/10.24010/soid.1717432

Abstract

Havacılık gibi güvenlik açısından kritik sektörlerde çalışanların sessizliği, operasyonel güvenlik ve iletişim akışı için önemli riskler oluşturur. Bu nedenle, sessizlik davranışlarının ardındaki psikolojik mekanizmaları anlamak hem akademik hem de yönetimsel bakış açıları için çok önemlidir. Bu çalışma, İstanbul'daki 300 kabin ekibi üyesi arasında örgütsel adalet ve psikolojik güvenliğin çalışan sessizliği üzerindeki etkisinde psikolojik güçlendirmenin rolünü araştırmaktadır. Bulgular, adaletsizlik ve psikolojik güvensizlik algılarının çalışan sessizliğini önemli ölçüde artırdığını ortaya koymaktadır. Psikolojik güçlendirme, çalışanların kendilerini yetkin ve özerk hissettiklerinde endişelerini dile getirme olasılıklarının daha yüksek olduğunu gösteren önemli bir aracı görevi görmektedir. Çalışma, özellikle havacılık gibi güvenlik açısından kritik sektörlerde çalışan katılımını, operasyonel verimliliği ve örgütsel dayanıklılığı teşvik etmek için adil ve psikolojik olarak güvenli çalışma ortamlarına olan ihtiyacı vurgulamaktadır. Bu bulgular, psikolojik güçlendirmenin sessizliği azaltmada önemli bir mekanizma olduğunu vurgulayarak literatüre katkıda bulunmakta ve düzenlenen sektörlerdeki insan kaynakları uygulamaları için eyleme dönüştürülebilir öneriler sunmaktadır.

Keywords

Örgütsel Adalet , Psikolojik Güvenlik , Psikolojik Güçlendirme , Çalışan Sessizliği , Havacılık

Ethical Statement

Ethics approval was obtained from University Ethics Committee with the decision dated 22.04.2025 and numbered 2025-04.

The Mediating Role of Psychological Empowerment in The Effect of Organizational Justice and Psychological Safety on Employee Silence

Abstract

Employe silence, especially in safety-critical industries like aviation, poses significant risks to operational safety and communication flow. Understanding the psychological mechanisms behind silence behaviors is therefore crucial for both academic and managerial perspectives. This research explores how psychological empowerment influences the relationship between organizational justice, psychological safety, and employee silence, based on data from 300 cabin crew members working in İstanbul. Findings reveal that perceptions of unfairness and psychological unsafety significantly increase employee silence. Psychological empowerment serves as a key mediator, showing that when employess feel competent and autonomous, they are more likely to voice concerns. The study emphasizes the need for fair and psychologically safe work enviroments, especially in safety- critical sectors like aviation, to promote employee engagement, operational efficiency, and organizational resilience. These findings contribute to the literature by highlighting psychological empowerment as a key mechanism in reducing silence, and offer actionable insights for human resources practces in regulated sectors.

Keywords

Organizational Justice , Psychological Safety , Psychological Empowerment , Employee Silence , Aviation

Ethical Statement

Ethics approval was obtained from University Ethics Committee with the decision dated 22.04.2025 and numbered 2025-04.

References

• Alparslan, A. M. (2010). İşgören sessizlik davranışları ölçeği. Yönetim ve Ekonomi Araştırmaları Dergisi, 18(3), 67–84.
• Amah, O. E., & Okafor, C. A. (2008). Relationships among silence climate, employee silence behaviour and work attitudes: The role of self-esteem and locus of control. Asian Journal of Scientific Research, 1(1), 1–11. https://doi.org/10.3923/ajsr.2008.1.11
• Bakan, İ., & Kefe, İ. (2012). The relationship between organizational justice and organizational commitment: Research on the banking sector. Journal of Business Research-Turk, 4(1), 23–42.
• Black, S. A., & Porter, L. J. (1996). Identification of the critical factors of TQM. Decision sciences, 27(1), 1-21.
• Brinsfield, C. T., & Kuechler, J. L. (2020). Employee silence: Integrative review and future research directions. Academy of Management Annals, 14(2), 694–726. https://doi.org/10.4337/9781788971188.00013
• Colbert, A. E., Kristof-Brown, A. L., Bradley, B. H., & Barrick, M. R. (2000). Personality and leadership composition in top management teams: Implications for organizational effectiveness*. Personnel Psychology, 53(1), 1–25. https://doi.org/10.1111/j.1744-6570.2000.tb00189.x
• Cohen, J. (2003). A power primer. https://doi.org/10.1002/0471722227.ch14
• Conger, J. A., & Kanungo, R. N. (1988). The empowerment process: Integrating theory and practice. Academy of Management Review, 13(3), 471–482. https://doi.org/10.2307/258093
• Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31(6), 874–900. https://doi.org/10.1177/0149206305279602
• 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. https://doi.org/10.5465/amj.2007.26279183
• Detert, J. R., & Edmondson, A. C. (2011). Implicit voice theories: Taken-for-granted rules of self-censorship at work. Academy of Management Journal, 54(3), 461–488. https://doi.org/10.5465/amj.2011.61967925
• Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999
• Edmondson, A. C., Kramer, R. M., & Cook, K. S. (2004). Psychological safety, trust, and learning in organizations: A group-level lens. Trust and distrust in organizations: Dilemmas and approaches, 12(2004), 239-272.
• Esen, Ü. B. (2020). The role of perceived organizational justice and job stress on the relationship between job satisfaction and organizational commitment. Third Sector Social Economic Review, 55(1), 282-299. https://doi.org/10.15659/3.sektor-sosyal-ekonomi.20.02.1277
• Greenberg, J. (1986). Determinants of perceived fairness of performance evaluations. Journal of Applied Psychology, 71(2), 340–342. https://doi.org/10.1037//0021-9010.71.2.340
• Hirschman, A. O. (1970). Exit, voice, and loyalty: Responses to decline in firms, organizations, and states (Vol. 25). Harvard University Press.
• Horuz, M., & Taşgit, Y. E. (2020). The impact of organizational justice on organizational silence and the mediating role of psychological safety: Research on accommodation businesses. Business & Management Studies: An International Journal, 8(4), 1510–1531.
• Jiang, Z., Xu, X., & Wang, Z. (2020). Psychological safety and employee voice: A meta-analytic review. Journal of Organizational Behavior, 41(7), 683–696. https://doi.org/10.1002/job.2469
• Jiang, Z., & Zhang, J. (2021). The impact of organizational justice on employee voice: A meta-analytic review. Journal of Vocational Behavior, 128, 103603. https://doi.org/10.1027/2151-2604/a000353
• İşcan, Ö. F., & Sayın, U. (2011). Örgütsel adalet, iş tatmini ve örgütsel güven arasındaki ilişki. Atatürk Üniversitesi İktisadi ve İdari Bilimler Dergisi, 24(4), 195–216.
• İyigün, N. Ö. (2012). Organizational justice: A theoretical approach.
• Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692–724. https://doi.org/10.2307/256287
• Kaya, B., Dalkılıç, N., & Aksoy, H. (2021). The effect of organizational silence on intention to leave: A study on white-collar employees. Journal of Organizational Behavior Research, 6(2), 104–118.
• Kaya, N., Göncü, F. T., & Erarslan, İ. (2021). The effects of managers' toxic leadership behaviors on organizational cynicism and employee silence (A study on the public sector). Journal of Life Economics, 8(1), 111–120.
• Kizilos, M. A. (1990). Employee empowerment and its relationship to performance. Unpublished doctoral dissertation, George Washington University.
• Korsgaard, M. A., & Roberson, L. (1995). Procedural justice in performance evaluation: The role of instrumental and non-instrumental voice in performance appraisal discussions. Journal of management, 21(4), 657-669.
• Kim, M., & Beehr, T. A. (2018). Empowering leadership: Leading people to be present through affective organizational commitment? The International Journal of Human Resource Management, 31(16), 2056–2081. https://doi.org/10.1080/09585192.2018.1424017
• Lee, C., & Koh, D. (2001). Is empowerment really a new concept? International Journal of Human Resource Management, 12(4), 684–695. https://doi.org/10.1080/713769649
• Lee, J., Pillutla, M., & Law, K. S. (2004). Power distance, gender and organizational justice. Journal of Management, 30(4), 553–573. https://doi.org/10.1177/014920630002600405
• Morrison, E. W., & Milliken, F. J. (2000). Organizational silence: A barrier to change and development in a pluralistic world. Academy of Management Review, 25(4), 706–725. https://doi.org/10.2307/259200
• Najafi, S., Noruzy, A., Azar, H. K., Nazari-Shirkouhi, S., & Dalvand, M. R. (2011). Investigating the relationship between organizational justice, psychological empowerment, job satisfaction, organizational commitment and organizational citizenship behavior: An empirical model. African Journal of Business Management, 5(13), 5241.
• Newman, A., Donohue, R., & Eva, N. (2017). Psychological safety: A systematic review of the literature. Human Resource Management Review, 27(3), 521–535. https://doi.org/10.1016/j.hrmr.2017.01.001
• Niehoff, B. P., & Moorman, R. H. (1993). Justice as a mediator of the relationship between methods of monitoring and organizational citizenship behavior. Academy of Management Journal, 36(3), 527–556. https://doi.org/10.2307/256591
• Park, E. M., & Seo, J. H. (2019). Effects of shared leadership, psychological empowerment and organizational justice on organizational commitment. Journal of Digital Convergence, 17(6), 177–184.
• Parker, R. J., & Kohlmeyer, J. M. (2005). Organizational justice and turnover in public accounting firms: A research note. Accounting, Organizations and Society, 30(4), 357–369. https://doi.org/10.1016/j.aos.2004.05.001
• Pinder, C. C., & Harlos, K. P. (2001). Employee silence: Quiescence and acquiescence as responses to perceived injustice. Research in Personnel and Human Resources Management, 20, 331–369. https://doi.org/10.1016/s0742-7301(01)20007-3
• Pfeffer, J., & Langton, N. (1993). The effect of wage dispersion on satisfaction, productivity, and working collaboratively: Evidence from college and university faculty. Administrative science quarterly, 382-407.
• Podsakoff, P. M., MacKenzie, S. B., Paine, J. B., & Bachrach, D. G. (2000). Organizational citizenship behaviors: A critical review of the theoretical and empirical literature and suggestions for future research. Journal of management, 26(3), 513-563.
• Rodwell, J. J., Kienzle, R., & Shadur, M. A. (1998). The relationship among work‐related perceptions, employee attitudes, and employee performance: The integral role of communications. Human Resource Management: Published in Cooperation with the School of Business Administration, The University of Michigan and in alliance with the Society of Human Resources Management, 37(3‐4), 277-293.
• Senge, K. (2013). The ‘new institutionalism’in organization theory: Bringing society and culture back in. The American Sociologist, 44(1), 76-95.
• Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of management Journal, 38(5), 1442-1465. https://doi.org/10.2307/256865
• St-Pierre, I., & Holmes, D. (2010). The relationship between organizational justice and workplace aggression. Journal of Advanced Nursing, 66(5), 1169–1182. https://doi.org/10.1111/j.1365-2648.2010.05281.x
• 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. https://doi.org/10.5465/amj.2008.35732719
• Thomas, K. W., & Velthouse, B. A. (1990). Cognitive elements of empowerment: An “interpretive” model of intrinsic task motivation. Academy of management review, 15(4), 666-681 https://doi.org/10.5465/amr.1990.4310926
• Walumbwa, F. O., Muchiri, M. K., Misati, E., Wu, C., & Meiliani, M. (2018). Inspired to perform: A multilevel investigation of antecedents and consequences of thriving at work. Journal of Organizational Behavior, 39(3), 249–261. https://doi.org/10.1002/job.2216
• Wang, Y., Jiang, N., Zhang, H., & Liu, Z. (2021). Organizational justice, burnout, and turnover intention of social workers in China. Journal of Social Work, 21(3), 456-475.