Orta Düzey Yönetici Eylemlerinden Kaynaklı Rol Çatışmasının İşten Ayrılma Niyeti ve Performans Üzerine Etkisi

Year 2020, Issue: 43, 368 - 379, 01.02.2020

Şükran Gökce Ahmet Diken Ümran Münire Kahraman

Abstract

Bu çalışma, orta düzey yönetici eylemlerinden kaynaklanan rol çatışması ve rol belirsizliğinin işten ayrılma niyeti ve iş performansı üzerindeki etkisini ortaya koymayı amaçlamaktadır. Çalışmanın bir diğer amacı ise özellikle ülkemizde orta düzey yönetim ve yöneticilere dair mevcut sınırlı literatüre incelenen değişkenler yoluyla katkı sağlamaktır. Çalışmada ankete dayalı bir yöntem kullanılmıştır. Hazırlanan anket formu iki kamu üniversitesinde orta düzey yönetici olarak görev yapan akademik ve idari personele gönderilmiştir. Çalışmada kullanılan madde formu farklı ölçeklerden elde edilen soruların bir araya getirilmesi ile oluşturulmuştur. Yapı geçerliliğini araştırmak üzere açıklayıcı faktör analizi uygulanarak maddelerin faktör yapısı ortaya çıkarılmıştır. Ölçeğin güvenilirliğini belirlemek için ise Alpha modeli kullanılmıştır. Örgütteki konumlarından dolayı birçok birim ve bireyle etkileşime giren orta düzey yöneticilerin eylemlerinin rol çatışmasını etkileyip etkilemeyeceği konusunda anlamlı bir kanıt bulunamamıştır. Rol belirsizliği için ise, çalışma hipotezinde iddia edildiği gibi orta düzey yönetici eylemlerinin rol belirsizliğini artırıcı yönde etkisinin olduğu görülmektedir. Çalışmanın üçüncü ve dördüncü hipotezinde rol çatışmasının sırasıyla işten ayrılma niyetine ve örgütsel performansa etkisi araştırılmıştır. Buna göre rol çatışması işten ayrılma niyetine pozitif yönde etki etmektedir. Ancak rol çatışmasının performansa olan etkisi konusunda anlamlı bir kanıt bulunamamıştır. Araştırma sonucu rol çatışmasının performans üzerinde doğrudan bir etkisinin olmadığının görülmesi ilginç bir bulgudur. Bundan çıkan anlam şudur ki iş performansını artırmak için rol çatışmasını düşürmeden önce orta düzey yönetici eylemleri hakkında bilgilendirilme yoluna gidilmelidir. Çünkü rol çatışmasını azaltmak doğrudan performansı artırmamaktadır. Rol belirsizliği işten ayrılma niyetini olumlu; örgütsel performansı ise olumsuz yönde etkilemektedir. Yapılan çalışma rol çatışması ve rol belirsizliğinin işten ayrılma niyetini artırdığı, artan işten ayrılma niyetinin ise davranışa dönüşerek devamsızlık ve işi bırakma davranışının bir sonucu olan işgücü devir oranının artışına neden olduğu ortaya konmuştur. Günümüz örgütlerinin stratejik kaynağı olarak gösterilen bireylerin kaybı örgüte fazlaca ek maliyetler yükleyecektir. Bu anlamda rol çatışması ve rol belirsizliğinin olumsuz sonuçlarının ortadan kaldırılması veya azaltılması için örgüt içerisinde iletişim kanallarının maksimum düzeyde kullanılması, verilen mesajlarda açık ve net ifadelerin yer alması, orta düzey yönetici kademelerinin karar alma süreçlerine olabildiğince yakınlaştırılması oldukça önemlidir

Keywords

Orta düzey yönetici, Rol çatışması, Rol belirsizliği, İşten ayrılma niyeti, Performans.

The Impact of Role Conflict Originating from Mid-Level Manager Actions on Intention to Leaving the Job and Performance

Abstract

This study aims to reveal the effect of role conflict and role ambiguity arising from mid-level manager actions on the turnover intension and job performance. Another aim of the study is to contribute to the limited literature available on med-level management and managers especially in our country through the variables examined. A survey-based method was used in the study. The prepared questionnaire was sent to academic and administrative staff working as mid-level managers at two public universities. The item form used in the study was created by bringing together questions from different scales. The explanatory factor analysis was applied to investigate the construct validity and the factor structure of the items was revealed. Alpha model was used to determine the reliability of the scale. No significant evidence has been found as to whether the actions of mid-level managers interacting with many units and person due to their position in the organization will affect the role conflict. For role ambiguity, as claimed in the study hypothesis, mid-level manager actions have an increasing effect on role uncertainty. In the third and fourth hypothesis of the study, the effect of role conflict on the turnover intention and organizational performance, respectively, was investigated. Accordingly, role conflict positively affects turnover intention. However, there is no significant evidence for the effect of role conflict on performance. It is an interesting finding that the role conflict has no direct effect on performance as a result of the research. The implication is that to improve business performance, it is necessary to be informed about mid-level manager actions before reducing role conflict. Because reducing role conflict does not directly increase performance. Role ambiguity positively affects to turnover intension; it affects business performance negatively. It has been demonstrated that the role conflict and role ambiguity increased the turnover intention, while the increasing turnover intention has turned into behavior, resulting in an increase in the turnover rate, which is the result of absenteeism and walk-out. The loss of individuals, who are shown as the strategic source of today's organizations, will add extra costs to the organization. In this sense, in order to eliminate or reduce the negative consequences of role conflict and role ambiguity, it is very important to use communication channels within the organization at the maximum level, to include clear expressions in the given messages, and to bring the mid-level managers as close as possible to the decision-making processes

Keywords

Mid-level Manager, Role Conflict, Role Ambiquity, Turnover Intention, Performance

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