Üst Yönetime Güvenin ve İş Memnuniyetinin İşyerinde Kalma Niyeti Üzerindeki Etkisi: Çalışan Sesliliğinin Aracı Rolü

Yıl 2022, Cilt: 11 Sayı: 1, 90 - 107, 31.03.2022

Melda Keçeci , Merve Vural Allaham

https://doi.org/10.15869/itobiad.936460

Cited By: 1

Öz

Çalışanların günlük hayatlarının yaklaşık üçte birini geçirdikleri işyerleri, onlar için önemli bir ortamdır. Çalışan sesliliğinin hakim olduğu örgütlerde, örgüt açısından yeni fırsatların yakalanması ve çalışanların örgüte olumlu yönde geri bildirim vermeleri söz konusudur. Çalışanların yaptığı işten tatmin olmaları ve sürdürülebilir bir iş ortamı için işlerine yenilik katmaları ve fikirlerini açıkça ifade etmeleri söz konusudur. Bir örgütte koşulların bozulduğunu gösteren en önemli kanıtlardan biri, iyi çalışanın işten ayrılmasıdır. Yöneticilerine güvenen çalışanlar fikirlerini ifade etmekte tereddüt etmeyecek ve işlerini sürdürmeye devam edecektir. Bu araştırmanın amacı, çalışanların ses davranışının üst yönetime duyulan güven ile iş tatmini ve işyerinde kalma niyeti arasındaki aracılık rolünü analiz etmektir. Araştırmanın örneklem grubu 233 öğretim üyesinden oluşmaktadır ve araştırma İstanbul Gelişim Üniversitesi’nde uygulanmıştır. Değişkenler arasındaki ilişki yapısal eşitlik modellemesi kurularak test edilmiştir ve oluşturulan hipotezler önemli ölçüde desteklenmiştir. Sonuçlar, çalışanların üst yönetimlerine güvendiğinde, açıkça konuşmaya ve fikirlerini açıkça beyan etmeye daha istekli olduğunu ve karşılığında o kuruluşta kalmaya daha istekli olduğunu göstermektedir. Çalışmadan elde edilen diğer bir bulgu, işinden memnun çalışanların daha fazla çalışan ses davranışı sergilediğini göstermektedir. Bu bulgu çalışanların işinden memnun olduklarında organizasyonun refahına katkıda bulunmak isteyecekleri şeklinde açıklanabilir. Üniversiteler, açık fikirlilik, yenilikçilik, birbirinden öğrenme gibi kavramların ortaya çıktığı kurumlardır. Akademik çalışma ortamında yüksek vasıflı çalışma ihtiyacı ile daha fazla özgürlük, özerklik ve yetkilendirme gibi ihtiyaçların zirvede olduğu görülmektedir. Akademik çalışanlar sadece akademik araştırma desteğini yeterli görmemekte, üst yönetimin desteğini ve teşvikini de hissetme ihtiyacı içindedir. Bir akademisyenin işinden doyumu, daha iyi eğitim verme isteği, daha iyi araştırma geliştirme ortamları sağlaması gibi unsurları içerebilir. Bu arzularda akademisyenlerin ses davranışı göstermeleri ve çözüm önermeleri ya da iş ortamında eksik gördüklerini dile getirip iyileştirmelere odaklanmaları mümkündür.

Anahtar Kelimeler

Çalışan Sesliliği, Çalışan Sessizliği, Üst Yönetime Duyulan Güven, İş Tatmini, İşyerinde Kalma Niyeti

The Impact of Trust in Senior Management and Job Satisfaction on Intention to Stay: The Mediating Role of Employee Voice Behavior

Öz

Employees spend approximately one-third of their daily lives at the workplace, it is an important environment for them. In organizations where employee voices are dominant, it is possible to find new opportunities for the organization and take positive feedback to the organization by the employees. As long as employees are satisfied with their work and create a sustainable business environment, they add creativity to their work and express their ideas openly. One of the most important indications that conditions are deteriorating in an organization is the leaving of a good employee. Employees who trust their managers will not hesitate to express their opinions and will continue to carry out their work. The purpose of this research is to analyze the mediating role of employee voice behavior between trust in senior management and job satisfaction, and intention to stay. The sample group consists of 233 faculty members and the research was carried out at Istanbul Gelişim University. The relationship between the variables has been tested by establishing structural equation modeling and the hypotheses have been significantly supported. The results show that when employees trust top management, they are more willing to speak up and express their opinions openly, and as a result, they are more willing to stay in that organization. Another finding from the study shows that employees who are satisfied with their jobs exhibit more employee voice behavior. This finding explains that when employees are satisfied with their jobs, they will want to contribute to the well-being of the organization. Concepts such as open-mindedness, innovation, learning from each other emerge in institutions such as universities. In the academic working environment, it is seen that the need for high-skilled work and the needs such as more freedom, autonomy, and empowerment are significant. Academic staff does not see only academic research support as sufficient, but they also need to feel the support and encouragement of senior management. An academic's job satisfaction supports their desire to provide better education and can mean that they are motivated to do better research and development. Within these desires, it is possible for academicians to show voice behavior and suggest solutions or to express what they see as lacking in the business environment and focus on improvements.

Anahtar Kelimeler

Employee voice, Employee silence, Trust in senior management, Job satisfaction, Intention to stay

Kaynakça

• Abubakar, A. M., & Ilkan, M. (2016). Impact of online WOM on destination trust and intention to travel: A medical tourism perspective. Journal of Destination Marketing & Management, 5(3), 192-201.
• Alfayad, Z., & Arif, L. S. M. (2017). Employee voice and job satisfaction: An application of Herzberg two-factor theory. International Review of Management and Marketing, 7(1), 150-156.
• Bentler, P. M., & Bonett, D. G. (1980). Significance tests and goodness of fit in the analysis of covariance structures. Psychological Bulletin, 88(3), 588-606
• Bilgiç, R. (1999). A different way of testing the interaction between core job dimensions and growth need strength (GNS). In Conference on TQM and Human Factors (pp. 210-215).
• Browne, M. W., & Cudeck, R. (1992). Alternative ways of assessing model fit. Sociological methods & research, 21(2), 230-258.
• Chaudhry, N. I., Roomi, M A., Eugien, M. & Chaudhry, J. I. (2021). Treating top management team conflicts through employee voice for reducing intentions to quit: moderating role of union instrumentality. International Journal of Conflict Management. Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/IJCMA-03-2021-0035
• Colquitt, J. A., Scott, B. A., & LePine, J. A. (2007). Trust, trustworthiness, and trust propensity: A meta-analytic test of their unique relationships with risk taking and job performance. Journal of applied psychology, 92(4), 909-927
• Cronbach, L. J. (1951). Coefficient alpha and the internal structure of tests. psychometrika, 16(3), 297-334.
• Çetin, Ş., & Çakmakçı, C. (2012). Çalışan sesliliği ölçeğini Türkçeye uyarlama çalışması. Kara Harp Okulu Bilim Dergisi, 22(2), 1-20.
• Derin, N. (2017). İşyerinde kişiler arası güven ile işgören sesliliği arasındaki ilişkide psikolojik rahatlığın aracılık rolü. Yönetim Bilimleri Dergisi, 15(30), 51-68.
• 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.
• Dirks, K. T., & Ferrin, D. L. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of applied psychology, 87(4), 611-628
• Edmondson, A. C. (2003). Speaking up in the operating room: How team leaders promote learning in interdisciplinary action teams. Journal of management studies, 40(6), 1419-1452.
• Farndale, E., Van Ruiten, J., Kelliher, C., & Hope‐Hailey, V. (2011). The influence of perceived employee voice on organizational commitment: An exchange perspective. Human Resource Management, 50(1), 113-129.
• Fornell, C., & Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of marketing research, 18(1), 39-50.
• Gao, L., Janssen, O., & Shi, K. (2011). Leader trust and employee voice: The moderating role of empowering leader behaviors. The Leadership Quarterly, 22(4), 787-798.
• Gellatly, I. R., Meyer, J. P., & Luchak, A. A. (2006). Combined effects of the three commitment components on focal and discretionary behaviors: A test of Meyer and Herscovitch’s propositions. Journal of vocational behavior, 69(2), 331-345.
• Griffeth, R. W., Hom, P. W., & Gaertner, S. (2000). A meta-analysis of antecedents and correlates of employee turnover: Update, moderator tests, and research implications for the next millennium. Journal of management, 26(3), 463-488.
• Hackman, J. R., & Oldham, G. R. (1975). Development of the job diagnostic survey. Journal of Applied psychology, 60(2), 159-170
• Hair, J. F., Black, W. C., Babin, B. J., Anderson, R. E., & Tatham, R. (2006). Multivariate data analysis . Uppersaddle River.
• Hirshman, A. O. (1970). Exit, voice and loyalty. Cambridge, Massachusetts.
• Ka, Z. & Aboobaker, N. (2021), "Spiritual leadership and intention to stay: examining the mediating role of employee voice behaviour", Journal of Management Development, 40(5), 352-364. https://doi.org/10.1108/JMD-05-2019-0182
• Karadeniz, D. (2010). Examination of organizational culture in terms of organizational commintment and staying intentions in organization (Yüksek lisans tezi, Abant İzzet Baysal Üniversitesi, Bolu). Erişim adresi: http://tez2.yok.gov.tr/
• Kim, J., MacDuffie, J. P., & Pil, F. K. (2010). Employee voice and organizational performance: Team versus representative influence. Human relations, 63(3), 371-394.
• Kline, R. B. (2015). Principles and practice of structural equation modeling. Guilford publications.
• Lam, L. W., Loi, R. & Chan, K. W. (2016) Voice More and Stay Longer: How Ethical Leaders Infl uence Employee Voice and Exit Intentions. Business Ethics Quarterly. 277-300
• Lawler, E.E., III (1975). Pay, participation and organizational change In E. L.Cass & F. G. Zimmer (Eds.), Man and work in society. New York: Van Nostrand-Reinhold .
• LePine, J. A., & Van Dyne, L. (1998). Predicting voice behavior in work groups. Journal of applied psychology, 83(6), 853-868
• LePine, J. A., & Van Dyne, L. (2001). Voice and cooperative behavior as contrasting forms of contextual performance: evidence of differential relationships with big five personality characteristics and cognitive ability. Journal of applied psychology, 86(2), 326-336
• Li, X., Xue, Y., Liang, H., & Yan, D. (2020). The impact of paradoxical leadership on employee voice behavior: a moderated mediation model. Frontiers in Psychology, 11, 2408.
• Locke, E. A. (1976). The nature and causes of job satisfaction. Handbook of industrial and organizational psychology. Chicago: RandMc Narlly, 2(5), 360-580.
• Marsh, H. W., & Hocevar, D. (1985). Application of confirmatory factor analysis to the study of self-concept: First-and higher order factor models and their invariance across groups. Psychological bulletin, 97(3), 562-582
• Mayer, R. C., Bobko, P., Davis, J. H., & Gavin, M. B. (2011). The effects of changing power and influence tactics on trust in the supervisor: A longitudinal field study. Journal of Trust Research, 1(2), 177-201.
• Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995). An integrative model of organizational trust. Academy of management review, 20(3), 709-734.
• McDonald, R. P., & Marsh, H. W. (1990). Choosing a multivariate model: Noncentrality and goodness of fit. Psychological bulletin, 107(2), 247-255
• Meyer, J. P., Stanley, D. J., Herscovitch, L., & Topolnytsky, L. (2002). Affective, continuance, and normative commitment to the organization: A meta-analysis of antecedents, correlates, and consequences. Journal of vocational behavior, 61(1), 20-52.
• Milliken, F. J., Morrison, E. W., & Hewlin, P. F. (2003). An exploratory study of employee silence: Issues that employees don’t communicate upward and why. Journal of management studies, 40(6), 1453-1476.
• 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.
• Morrison, E. W., & Phelps, C. C. (1999). Taking charge at work: Extra role efforts to initiate workplace change. Academy of management Journal, 42(4), 403-419.
• Mowbray, P. K., Wilkinson, A., & Tse, H. H. (2015). An integrative review of employee voice: Identifying a common conceptualization and research agenda. International Journal of Management Reviews, 17(3), 382-400.
• Ng, T. W., & Feldman, D. C. (2013). Changes in perceived supervisor embeddedness: Effects on employees’ embeddedness, organizational trust, and voice behavior. Personnel Psychology, 66(3), 645-685.
• Nunnally, J. C., & Bernstein, I. H. (1994). Psychometric theory. (3rd ed.). New York, NY: McGraw-Hill
• Olson-Buchanan, J. B., & Boswell, W. R. (2002). The role of employee loyalty and formality in voicing discontent. Journal of Applied Psychology, 87(6), 1167-1174
• Preacher, K. J., & Hayes, A. F. (2004). SPSS and SAS procedures for estimating indirect effects in simple mediation models. Behavior research methods, instruments, & computers, 36(4), 717-731.
• Premeaux, S. F., & Bedeian, A. G. (2003). Breaking the silence: The moderating effects of self‐monitoring in predicting speaking up in the workplace. Journal of management studies, 40(6), 1537-1562.
• Rasheed, M. A., Shahzad, K., Conroy, C., Nadeem, S., & Siddique, M. U. (2017). Exploring the role of employee voice between high-performance work system and organizational innovation in small and medium enterprises. Journal of Small Business and Enterprise Development. 24(4), 670-688
• Salancik, G. R., & Pfeffer, J. (1978). A social information processing approach to job attitudes and task design. Administrative science quarterly, 224-253.
• Shrout, P. E., & Bolger, N. (2002). Mediation in experimental and nonexperimental studies: new procedures and recommendations. Psychological methods, 7(4), 422-445
• Sinha, D., & Shukla, K. S. (2012). Comparative study of job satisfaction of the employees of private and public sector banks. V3 Journal of Management (e-journal), 1(1), 30-96.
• Son, S. (2019). The role of supervisors on employees’ voice behavior. Leadership & Organization Development Journal, 40, 85-96
• Tanaka, J. S., & Huba, G. J. (1985). A fit index for covariance structure models under arbitrary GLS estimation. British journal of mathematical and statistical psychology, 38(2), 197-201.
• Tedone, A. M., & Bruk-Lee, V. (2021). Speaking up at work: personality’s influence on employee voice behavior. International Journal of Organizational Analysis. Vol. ahead-of-print No. ahead-of-print. ttps://doi.org/10.1108/IJOA-09-2020-2417
• Van Dyne, L., & LePine, J. A. (1998). Helping and voice extra-role behaviors: Evidence of construct and predictive validity. Academy of Management journal, 41(1), 108-119.
• Walumbwa, F. O., & Schaubroeck, J. (2009). Leader personality traits and employee voice behavior: mediating roles of ethical leadership and work group psychological safety. Journal of applied psychology, 94(5), 1275-1286
• Wilkinson, A., Dundon, T., Marchington, M., & Ackers, P. (2004). Changing patterns of employee voice: Case studies from the UK and Republic of Ireland. Journal of Industrial Relations, 46(3), 298-322.
• Withey, M. J., & Cooper, W. H. (1989). Predicting exit, voice, loyalty, and neglect. Administrative science quarterly, 34(4) 521-539.
• Zhou, J., & George, J. M. (2001). When job dissatisfaction leads to creativity: Encouraging the expression of voice. Academy of Management journal, 44(4), 682-696.