ÖRGÜTSEL GÜÇLENDİRMENİN BAĞLAMSAL VE UYUMCU PERFORMANS ÜZERİNDEKI ETKİSİ: YENİLİKÇİ İŞ DAVRANIŞININ ARACI ROLÜ

Öz

Örgütler, inovasyon yoluyla hayatta kalmak ve gelişmek için sürekli olarak yeni süreçleri, ürünleri ve teknolojileri keşfetmeye çalışmaktadır. Örgütsel güçlendirme, örgütlerdeki çalışanların daha fazla kontrol ve karar verme fırsatları elde ettiği bir proaktif ve katılımcı bir yaklaşımdır (Peterson & Zimmerman, 2004). Güçlendirilmiş çalışanların, işlerine yaklaşımları nedeniyle daha yüksek performans sergileyecekleri düşünülmektedir (Spreitzer, 1995). Güçlendirilmiş sosyal ağlar yoluyla çalışma ortamını ve kurum kültürünü iyileştiren bağlamsal performans, işletmelerin başarısı ve rekabet avantajı için gerekli olan yenilik ve yaratıcılıkla yakından bağlantılıdır. Örgütlerin karmaşık tehditlerle karşı karşıya olduğu gerçeğine rağmen, güçlendirme yaklaşımlarının bağlamsal ve uyumcu performansı iyileştirmedeki etkinliği hakkında çok az çalışma bulunmaktadır. İnsan davranışını birey ve çevre etmenleri arasındaki etkileşime dayanarak açıklayan Sosyal Bilişsel Kuram'a dayanan bu çalışma, örgütsel güçlendirmenin bağlamsal ve uyumcu performans üzerindeki etkilerinde yenilikçi iş davranışının aracı rolünü incelemeyi amaçlamaktadır. Araştırmanın örneklemini 273 beyaz yakalı çalışan oluşturmaktadır. Araştırma hipotezleri, AMOS 21.0 kullanılarak yapısal eşitlik modellemesi (YEM) ile sınanmıştır. Bulgular, örgütsel güçlendirmenin yenilikçi iş davranışları aracılığıyla bağlamsal ve uyumcu performansı olumlu etkilediğini göstermektedir. Araştırma sonuçları bağlamında kurama ve uygulamaya yönelik öneriler sunulmuştur.

Anahtar Kelimeler

• Örgütsel güçlendirme
• Bağlamsal performans
• Uyumcu performans
• Yenilikçi iş davranışları

THE IMPACT OF ORGANIZATIONAL EMPOWERMENT ON CONTEXTUAL AND ADAPTIVE PERFORMANCE: THE MEDIATING ROLE OF INNOVATIVE WORK BEHAVIOR

Öz

Organizations must continually explore new processes, products, and technology to survive and thrive through innovation. Organizational empowerment (OE) is a proactive and participative approach through which people within organizations acquire greater control and decision-making opportunities (Peterson & Zimmerman, 2004), which lead to creativity. Empowered employees would exhibit higher performance due to their more proactive approach to their work (Spreitzer, 1995). Contextual performance (CP), which improves the work environment and organizational culture through strengthened social networks. Differentiated from CP, adaptive performance (AP) is closely linked to innovation and creativity, which are essential to the success and competitive advantage of businesses. Despite the fact that organizations now confront more complex threats, little is known about the effectiveness of empowering approaches in improving contextual and adaptive performance. Based on Social Cognitive Theory (SCT), which explains human behavior from the interaction between environment and cognitive state, this study aims to explore the effect of OE on CP and AP through IWB. The study sample consists of 273 white-collar employees. Research hypotheses were tested with structural equation modeling (SEM) via AMOS 21.0. The findings indicate that OE enhances CP and AP via IWB. Theoretical and practical implications are presented.

Anahtar Kelimeler

• Organizational Empowerment
• Contextual Performance
• Adaptive Performance
• Innovative work behavior

Kaynakça

1. Abukhait, R. M., Bani-Melhem, S. & Zeffane, R. (2019). Empowerment, knowledge sharing and innovative behaviours: Exploring gender differences. International Journal of Innovation Management, 23(01), 1950006.
2. Afsar, B., Masood, M. & Umrani, W. A. (2019). The role of job crafting and knowledge sharing on the effect of transformational leadership on innovative work behavior. Personnel Review, 48(5), 1186-1208.
3. Afsar, B., Shahjehan, A. & Shah, S.I. (2018). Frontline employees’ high-performance work practices, trust in supervisor, job-embeddedness and turnover intentionsin hospitality industry. International Journal of Contemporary Hospitality Management, 30(3), 1436–1452.
4. Amabile, T. M. (1988). A model of creativity and innovation in organizations. Research in Organizational Behavior, 10(1), 123-167.
5. Bagozzi, R. P. & Edwards, J. R. (1998). A general approach for representing constructs in organizational research. Organizational Research Methods, 1(1), 45-87.
6. Bandura, A. (1989). Human agency in social cognitive theory. American Psychologist, 44(9), 1175–1184.
7. Bandura, A. & Locke, E. A. (2003). Negative self-efficacy and goal effects revisited. Journal of Applied Psychology, 88(1), 87.
8. Batt, R. (2002). Managing customer services: Human resource practices, quit rates, and sales growth. Academy of Management Journal, 45(3), 587-597.

9. Bhatnagar, J. (2012). Management of innovation: Role of psychological empowerment, work engagement and turnover intention in the Indian context. The International Journal of Human Resource Management, 23(5), 928-951.
10. Bhatnagar, J. (2014). Mediator analysis in the management of innovation in Indian knowledge workers: The role of perceived supervisor support, psychological contract, reward and recognition and turnover intention. The International Journal of Human Resource Management, 25(10), 1395- 1416.
11. Borman, W. C. & Motowidlo, S. J. (1997). Task performance and contextual performance: The meaning for personnel selection research. Human Performance, 10(2), 99-109.
12. Browne, M. W. & Cudeck, R. (1993). Alternative ways of assessing model fit. In K. A. Bollen, J. S. Long (Eds.), Testing structural equation models (pp. 136–162). USA: Sage.
13. Butts, M. M., Vandenberg, R. J., DeJoy, D. M., Schaffer, B. S. & Wilson, M. G. (2009). Individual reactions to high involvement work processes: Investigating the role of empowerment and perceived organizational support. Journal of Occupational Health Psychology, 14(2), 122.
14. Byrne, B. M. (2013). Structural equation modeling with Mplus: Basic concepts, applications, and programming. New York: Routledge.
15. Chang, C. (2022). Seeking scientific health information for empowerment: Empowered-get-moreempowered effects. Science Communication, 44(2), 169-199.
16. Charbonnier-Voirin, A. & El Akremi, A. (2011). The effect of empowerment on employees’ adaptive performance. Relations Industrielles/Industrial Relations, 66(1).
17. Charbonnier-Voirin, A. & Roussel, P. (2012). Adaptive performance: A new scale to measure individual performance in organizations. Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de l’Administration, 29(3), 280-293.
18. Charbonnier-Voirin, A.,El Akremi, A.&Vandenberghe,C.(2010). Amultilevelmodel oftransformational leadership and adaptive performance and the moderating role of climate for innovation. Group & Organization Management, 35(6), 699-726.
19. Conger, J. A. & Kanungo, R. N. (1988). The empowerment process: Integrating theory and practice. Academy of Management Review, 13(3), 471-482.
20. Cronshaw, S. F.&Jethmalani, S.(2005). The structure of workplace adaptive skill in a careerinexperienced group. Journal of Vocational Behavior, 66(1), 45-65.
21. Dainty, A. R., Bryman, A. & Price, A. D. (2002). Empowerment with in the UK construction sector. Leadership & Organization Development Journal, 23(6), 333-342.
22. De Jong, J. P. & Den Hartog, D. N. (2007). How leaders influence employees’ innovative behaviour. European Journal of Innovation Management, 10(1), 41-64.
23. De Jong, J. P. & Den Hartog, D. N. (2008). Innovative work behavior: Measurement and validation. EIM Business and Policy Research, 8(1), 1-27.
24. De Jong, J. & Den Hartog, D. (2010). Measuring innovative work behaviour. Creativity and Innovation m-Management, 19(1), 23-36.
25. El-Kassar, A. N., Dagher, G. K., Lythreatis, S. & Azakir, M. (2022). Antecedents and consequences of knowledge hiding: The roles of HR practices, organizational support for creativity, creativity, innovative work behavior, and task performance. Journal of Business Research, 140, 1-10.
26. Fernandez, S. & Moldogaziev, T. (2013). Using employee empowerment to encourage innovative behavior in the public sector. Journal of Public Administration Research and Theory, 23(1), 155- 187.
27. García-Juan, B., Escrig-Tena, A. B. & Roca-Puig, V. (2019). Empowerment in the public sector: Testing the influence of goal orientation. Public Personnel Management, 48(4), 443-470.
28. Gilson, L. L., Mathieu, J. E., Shalley, C. E. & Ruddy, T. M. (2005). Creativity and standardization: Complementary or conflicting drivers of team effectiveness?. Academy of Management Journal, 48(3), 521-531.
29. Han, T. Y. & Williams, K. J. (2008). Multilevel investigation of adaptive performance: Individual-and team-level relationships. Group & Organization Management, 33(6), 657-684.
30. Huntsman, D., Greer, A., Murphy, H. & Haynes, S. (2021). Enhancing adaptive performance in emergency response: Empowerment practices and the moderating role of tempo balance. Safety Science, 134, 105060.
31. Janssen, O. (2000). Job demands, perceptions of effort-reward fairness and innovative work behaviour. Journal of Occupational and Organizational Psychology, 73(3), 287-302.
32. Janssen, O., Van de Vliert, E. & West, M. (2004). The bright and dark sides of individual and group innovation: A special issue introduction. Journal of Organizational Behavior, 25(2), 129-145.
33. Javed, S. A., Syed, A. M. & Javed, S. (2018). Perceived organizational performance and trust in project manager and top management in project-based organizations: Comparative analysis using statistical and grey systems methods. Grey Systems: Theory and Application, 8(3), 230-245.
34. Jiang, Y., Li, P., Wang, J. & Li, H. (2019). Relationships between kindergarten teachers’ empowerment, job satisfaction, and organizational climate: A Chinese model. Journal of Research in Childhood Education, 33(2), 257-270.
35. Jundt, D. K., Shoss, M. K. & Huang, J. L. (2015). Individual adaptive performance in organizations: A review. Journal of Organizational Behavior, 36(S1), 53-71.
36. Kanter, R. M. (1977). Men and women of the corporation. New York: Basic Books.
37. Kleysen, R. F. & Street, C. T. (2001). Toward a multi-dimensional measure of individual innovative behavior. Journal of Intelectual Capital, 2(3), 284-296.
38. Li, Y., Wei, F., Ren, S. & Di, Y. (2015). Locus of control, psychological empowerment and intrinsic motivation relation to performance. Journal of Managerial Psychology. 30(4), 422-438.
39. Ma, E., Zhang, Y., Xu, F. Z., Wang, D. & Kim, M. S. (2021). Feeling empowered and doing good? A psychological mechanism of empowerment, self-esteem, perceived trust, and OCBs. Tourism Management, 87, 104356.
40. Marques-Quinteiro, P., Ramos-Villagrasa, P. J., Passos, A. M. & Curral, L. (2015). Measuring adaptive performance in individuals and teams. Team Performance Management. 21(7/8), 339-360.
41. Mathieu, J. E., Gilson, L. L. & Ruddy, T. M. (2006). Empowerment and team effectiveness: An empirical test of an integrated model. Journal of Applied Psychology, 91, 97–108.
42. Matthews, R. A., Diaz, W. M. & Cole, S. G. (2003). The organizational empowerment scale. Personnel Review. 32(3), 297-318.
43. Maynard, M. T., Gilson, L. L. & Mathieu, J. E. (2012). Empowerment—fad or fab? A multilevel review of the past two decades of research. Journal of Management, 38, 1231–1281.
44. Mazzei, M. J., Flynn, C. B. & Haynie, J. J. (2016). Moving beyond initial success: Promoting innovation in small businesses through high-performance work practices. Business Horizons, 59(1), 51–60.
45. Motowidlo, S. J. & Van Scotter, J. R. (1994). Evidence that task performance should be distinguished from contextual performance. Journal of Applied Psychology, 79(4), 475.
46. Narzary, G. & Palo, S. (2020). Structural empowerment and organisational citizenship behaviour: The mediating–moderating effect of job satisfaction. Personnel Review, 49(7), 1435-1449.
47. Peterson, N. A. & Zimmerman, M. A. (2004). Beyond the individual: Toward a nomological network of organizational empowerment. American Journal of Community Psychology, 34(1-2), 129-145.
48. Pulakos, E. D., Arad, S., Donovan, M. A. & Plamondon, K. E. (2000). Adaptability in the workplace: Development of a taxonomy of adaptive performance. Journal of Applied Psychology, 85(4), 612.
49. Randolph, W. A. (1995). Navigating the journey to empowerment. Organizational Dynamics, 23(4), 19-32.
50. Randolph, W. A. (2000). Re-thinking empowerment: Why is it so hard to achieve?. Organizational Dynamics, 29, 94–107.
51. Rehman, W. U., Ahmad, M., Allen, M. M., Raziq, M. M. & Riaz, A. (2019). High involvement HR systems and innovative work behaviour: The mediating role of psychological empowerment, and the moderating roles of manager and co-worker support. European Journal of Work and Organizational Psychology, 28(4), 525-535.
52. Scarbrough, H. (2003). Knowledge management, HRM and the innovation process. International Journal of Manpower, 24(5), 501-516.
53. Seibert, S. E., Silver, S. R. & Randolph, W. A. (2004). Taking empowerment to the next level: A multiplelevel model of empowerment, performance, and satisfaction. Academy of Management Journal, 47(3), 332-349.
54. Seibert, S. E., Wang, G. & Courtright, S. H. (2011). Antecedents and consequences of psychological and team empowerment in organizations: A meta-analytic review. Journal of Applied Psychology, 96(5), 981.
55. Shoss, M. K., Witt, L. A. & Vera, D. (2012). When does adaptive performance lead to higher task performance?. Journal of Organizational Behavior, 33(7), 910-924.
56. Si, S. & Wei, F. (2012). Transformational and transactional leaderships, empowerment climate, and innovation performance: A multilevel analysis in the Chinese context. European Journal of Work and Organizational Psychology, 21(2), 299-320.
57. Singh, M. & Sarkar, A. (2012). The relationship between psychological empowerment and innovative behavior: A dimensional analysis with job involvement as mediator. Journal of Personnel Psychology, 11(3), 127.
58. Sinha, S., Priyadarshi, P. & Kumar, P. (2016). Organizational culture, innovative behaviour and work related attitude: Role of psychological empowerment. Journal of Workplace Learning, 28(8), 519- 535.
59. Spreitzer,G.M.(1995). Psychological empowerment in thework place:Construct definition,measurement, and validation. Academy of Management Journal, 38, 1442–1465.
60. Spreitzer, G. M. (1997). Toward a common ground in defining empowerment. In W. A. Pasmore, R. W. Woodman (Eds.), Research in organizational change and development, An annual series featuring advances in theory, methodology, and research (pp. 31–62). Amsterdam: Elsevier Science/JAI Press.
61. Spreitzer, G. M. (2008). Taking stock: A review of more than twenty years of research on empowerment at work. In H. L. Cooper, K. Barling (Eds.), Handbook of organizational behavior (pp. 54-72). USA: Sage.
62. 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.
63. Thurlings, M., Evers, A. T. & Vermeulen, M. (2015). Toward a model of explaining teachers’ innovative behavior: A literature review. Review of Educational Research, 85(3), 430-471.
64. Turnipseed, D. L. & VandeWaa, E. A. (2020). The little engine that could: The impact of psychological empowerment on organizational citizenship behavior. International Journal of Organization Theory & Behavior, 23(4), 281-296.
65. Tutar, H., Altınöz, M. & Cakiroglu, D. (2011). The effects of employee empowerment on achievement motivation and the contextual performance of employees. African Journal of Business Management, 5(15), 6318-6329.
66. Tuuli, M. M. & Rowlinson, S. (2009). Performance consequences of psychological empowerment. Journal of Construction Engineering and Management, 135(12), 1334-1347.
67. Van de Schoot, R., Lugtig, P. & Hox, J. (2012). A checklist for testing measurement invariance. European Journal of Developmental Psychology, 9(4), 486–492.
68. Vandenberg, R.J. & Lance, C. E. (2000). A review and synthesis of the measurement invariance literature: Suggestions, practices, and recommendations for organizational research. Organizational Research Methods, 3(1), 4–70.
69. Wall, T. D., Cordery, J. L. & Clegg, C. W. (2002). Empowerment, performance, and operational uncertainty: A theoretical integration. Applied Psychology, 51(1), 146-169.
70. Wat, D. & Shaffer, M. A. (2005). Equity and relationship quality influences on organizational citizenship behaviors: The mediating role of trust in the supervisor and empowerment. Personnel Review. 4(4), 406-422.
71. Williams, J. & MacKinnon, D. P. (2008). Resampling and distribution of the product methods for testing indirect effects in complex models. Structural Equation Modeling: A Multidisciplinary Journal, 15(1), 23-51.
72. Zhang, X. & Bartol, K. M. (2010). The influence of creative process engagement on employee creative performance and overall job performance: A curvilinear assessment. Journal of Applied Psychology, 95(5), 862.