İYİLEŞTİREN ÖRGÜTLERİN ÖNCÜLLERİ VE ARDILLARI: NİTEL BİR ARAŞTIRMA

Yıl 2024, Cilt: 20 Sayı: 3, 706 - 720

Gül Selin Türkyılmaz , Dilek Işılay Üçok

https://doi.org/10.17130/ijmeb.1451619

Öz

Örgütlerin içinde bulundukları yönetim uygulamalarının pozitif yönlü bir değişime yol açması,
çalışanların yapmış oldukları işlerde daha fazla anlam bulmaları ve her düzeydeki örgüt çalışanının
bir bütün olarak kendilerini gerçekleştirmeleriyle sonuçlanan, onarıcı/dönüştürücü bir iyileşme süreci
olarak tanımlanan “iyileşme (healing)” kavramı, son yıllarda araştırmacıların dikkatini çekmektedir. Bu
çalışmada çalışanına iyi gelen/iyileştiren örgüt uygulamalarının neler olabileceğine dair niteliksel bir saha araştırması gerçekleştirilmiştir. 12 katılımcıyla gerçekleştirilen yapılandırılmış mülakatlarda yöneltilen 3
soru, bu çalışmanın araştırma sorularıdır. Katılımcılara fiziksel, finansal, sosyal, psikolojik, entelektüel ve
mesleki iyi oluşlarına katkıda bulunan örgütsel uygulamaların neler olduğu ve bu uygulamaların çalışan ve
örgüt açısından ne gibi katkıları olduğu sorulmuştur. Toplanan verilerin içerik analizi sonucunda iyileştiren
örgüt uygulamaları iki tema altında derlenmiştir. Kişisel gelişime ve mesleki gelişime destek olan örgütsel
uygulamaların çalışanların örgütsel vatandaşlık davranışları, örgütsel bağlılık, iş/yaşam memnuniyeti,
işle ilgili duyumsanan anlamlılık gibi olumlu katkıları olduğu bulgulanmıştır. Bu çalışmanın, konuyla
ilgili ulusal yazında yapılmış ilk nitel araştırma olması nedeniyle, araştırma sonuçlarının hem bu alanda
çalışan araştırmacılara hem de çalışma hayatında belirleyici bir rolü olan yöneticilere yol gösterici olacağı
düşünülmektedir.

Anahtar Kelimeler

iyileştiren örgütler, nitel araştırma, yapılandırılmış mülakat

ANTECEDENTS AND CONSEQUENCES OF HEALING ORGANISATIONS: A QUALITATIVE STUDY

Öz

The concept of “healing” is defined as a restorative/transformative recovery process that results
in a positive change in the management practices of organizations, employees finding more meaning in
the work they do, and the realization of themselves as a whole by organizational employees at all levels,
has gained popularity in recent years. attracts the attention of researchers. In this study, qualitative
field research is conducted to find out the healing organization practices of the companies. Structured
interviews are conducted with 12 white color employees. Three questions that are asked to the participants
aimed to be the research question of this study. Participants were asked what organizational practices
contribute to their physical, financial, social, psychological, intellectual, and professional well-being
and what contributions these practices have for the employee and the organization. As a result of the
content analysis of the collected data, healing organizational practices were compiled under two themes.
Organizational practices that contribute to personal development and occupational development. It has
been found that organizational practices that support personal and professional development have positive
contributions such as employees’ organizational citizenship behaviors, organizational commitment, work/
life satisfaction, and sense of meaningfulness about work. Since this study is the first qualitative research
on “healing organizations” in the national literature, it is believed that the results of the research will
guide both researchers working on the topic and managers who have a decisive role in worklife.

Anahtar Kelimeler

healing organizations, qualitative research, structured interview

Kaynakça

• Abacıoğlu, M. (2020). Human-centered leadership. Harward Business Review Turkey. Accessed from https://hbrturkiye.com/dergi/insan-odakli-liderlik.Accessed:12.03.2024.
• Aryee, S., Budhwar, P. S., & Chen, Z. X. (2002). Trust as a mediator of the relationship between organizational justice and work outcomes: Test of a social exchange model. Journal of Organizational Behavior, 23(3), 267–285.
• Baptiste, D., Palmer, D., & Archer, J. (2017). Interest in science: A comparative analysis of the aims of school science syllabi. Global Journal of Educational Studies, 3(2), 134. https://doi.org/10.5296/ gjes.v3i2.12107
• Considine, J. Shaban, R. Z., Fry, M., & Curtis, K. (2017). Evidence-based emergency nursing: Designing a research question and searching the literature. International Emergency Nursing, 32, 78-82, https://doi.org/10.1016/j.ienj.2017.02.001.
• Clark, C. M. (2012). Healing from the bitter pill of incivility. Minority Nurse, 32-34.
• DuBose, J., MacAllister, L, & March, K. H. (2018). Exploring the concept of healing spaces. Health Environments Research & Design Journal, 11(1), 43-56.
• Eisenberger, R., Fasolo, P., & Davis-LaMastro, V. (1990). Perceived organizational support and employee diligence, commitment, and innovation. Journal of Applied Psychology, 75(1), 51.
• Eisenberger, R. (2002). Perceived supervisor support: Contributions to perceived organizational support and employee retention. Journal of Applied Psychology, 87(3), 565-573.
• Haas, D., & Deseran, F. (1981). Trust and Symbolic Exchange. Retrieved from www.jstor.org/stable/ 3033857. Social Psychology Quarterly, 44(1), 3–13.
• Lee, H., & Rhee, D. (2021). Exploring the factors of employee subjective well-being amid health threat: Evidence from the U.S. federal government during the covid-19. Sustainability, 14(1), 408. https://doi.org/10.3390/su14010408
• Livne-Tarandach, R., Steckler, E., Leigh, J., & Wheeler-Smith, S. (2021). Cultivating organizations as healing spaces: A typology for responding to suffering and advancing social justice. Humanistic Management Journal, 6, 373-404. https://doi.org/10.1007/s41463-021-00112-2
• Popa, I., Ștefan, S., Olariu, A., Popa, Ș., & Popa, C. (2022). Modelling the covid-19 pandemic effects on employees’ health and performance: A pls-sem mediation approach. International Journal of Environmental Research and Public Health, 19(3), 1865. https://doi.org/10.3390/ijerph19031865
• Porath, C. L., & Pearson, C. M. (2012). Emotional and behavioural responses to workplace incivility and the impact of hierarchical status. Journal of Applied Social Psychology, 42(SUPPL. 1), E326-E357. https://doi.org/10.1111/j.1559-1816.2012.01020.x
• Powley, E. H., & Piderit, S., K. (2008). Tending wounds. Elements of the organisational healing process. The Journal of Applied Behavioural Science, 44(1), 134-149.
• Powley, E. H., & Cameron, K. S. (2006). Organisational healing: Lived virtuousness amidst organisational crisis. Journal of Management, Spirituality, and Religion, 3, 13-33.
• Rhoades, L., & Eisenberger, R. (2002). Perceived organisational support: A review of the literature. Journal of Applied Psychology, 87(4), 698-714. https://doi.org/10.1037/0021-9010.87.4.698 Sağlık Bakanlığı. https://www.saglik.gov.tr/TR,11584/istatistikler-ve-yayinlar.htm.
• Sisodia, R., & Gelb, M. J. (2019). The healing organisation: Awakening the conscience of business to help save the world. Nashville: HarperCollins
• Spence, G., B. (2015). Workplace wellbeing programmes: If you build it they may NOT come...because it’s not what they need. International Journal of Wellbeing, 5(2), 109-124. doi:10.5502/ijw. v5i2.7
• Soemaryani, I., Muizu, W., & Triski, D. (2023). Work environment and health conditions of elementary school teachers during the covid-19 pandemic. Jurnal Manajemen Universitas Bung Hatta, 18(1), 96-107. https://doi.org/10.37301/jmubh.v18i1.20842
• Sonnetag, S., Wölker, J., Wehrt, W. (2024). Good and bad days at work: A descriptive review of daylevel and experience-sampling studies. Journal of Organizational Behavior, 1-20. https://doi. org/10.1002/job.2796
• Sull, D., Sull, C., & Zweig, B. (2022). Toxic culture is driving the great resignation. MIT Sloan Management Review, 63(2), 1-9.
• Susilo, D., & Putranto, T. D. (2018). Indonesian youth on social media: Study on content analysis. Proceedings of the 2017 International Seminar on Social Science and Humanities Research (SSHR 2017). https://doi.org/10.2991/sshr-17.2018.15
• Özdevecioğlu, M. (2016). A research to determine the relationships between perceived organizational support and organizational commitment. Journal of Dokuz Eylül University Faculty of Economics and Administrative Sciences, 18(2), 113-130.
• Porath CL, Pearson CM. (2012). Emotional and behavioral responses to workplace incivility and the impact of hierarchical status. Journal of Applied Social Psychology;42(S1), E326–E357.https:// doi: 10.1111/j.1559-1816.2012.01020.x.
• Page, K. M., & Vella-Brodrick, D. A. (2009). The ‘what’, ‘why’ and ‘how’ of employee well-being: A new model. Social Indicators Research, 90(3), 441-458. https://doi.org/10.1007/s11205-008-9270-3
• Rhoades, L., & Eisenberger, R. (2002). Perceived organisational support: A review of the literature. Journal of Applied Psychology, 87(4), 698-714.
• Tarandach, R., L., Steckler, E., Leigh, J., Wheeler-Smith, S. (2021). Humanist Manag. J. 6(3), 373–404. Whitener, E. M. (2001). Do ‘high commitment’ human resource practices affect employee commitment? Journal of Management, 27, 515–535.
• Yıldırım, A., & Şimşek, H. (2008). Qualitative research methods in social sciences (6th edition). Ankara: Seçkin Publishing.