Grup ve Hiyerarşik Alt Kültürlerinin İş Performansına Etkisi: Lider-Üye Etkileşiminin Aracılık Rolü

Öz

Bu çalışmanın amacı grup kültürü ve hiyerarşik kültürün çalışanların iş performansına etkisi ve bu etkide lider-üye etkileşiminin aracılık rolünün tespit edilmesidir. Söz konusu değişkenler arasındaki ilişkiler çeşitli istatistiksel yöntemler ile analiz edilmiştir. Çalışmada Ankara ilinde faaliyet gösteren ve savunma ve havacılık sanayinde yer alan özel işletmeler ele alınmıştır. Bu konuda hazırlanan anket formu ile 700 çalışandan toplanan veriler kullanılarak çalışmada yer alan değişkenler arasındaki ilişkiler belirlenmeye çalışılmıştır. Çalışma sonucunda, grup kültürü ve hiyerarşik kültürün iş performansını olumlu yönde etkilediği ve lider-üye etkileşiminin bu ilişkide kısmi aracılık etkisinin olduğu belirlenmiştir.

Anahtar Kelimeler

• Grup Kültürü, Hiyerarşik Kültür, İş Performansı, Lider-Üye Etkileşimi, Aracılık Etkisi

The Effects of Group and Hierarchical Subcultures on Job Performance: The Mediating Role of Leader-Member Exchange

Öz

The aim of this study is to investigate the effect of group and hierarchical culture on the employees’ job performance and the mediating role of the leader-member exchange on this effect. The relationship between the aforementioned variables is analyzed by using a set of statistical techniques. The data used in the analysis is obtained through questionnaires filled out by 700 employees of the private firms in the defense and aerospace industry in Ankara. The results of the analysis indicate that group culture and hierarchical culture affect job performance positively and leader-member exchange has a partial mediating role in that effect.

Anahtar Kelimeler

• Group Culture, Hierarchical Culture, Job Performance, Leader-Member Exchange, Mediating Effect

Kaynakça

1. Akal, Z. (2003). PerforrnansKavramlanvePerforrnansYönetimi, Ankara: MPM.
2. Argyris, C., Schön, D. (1996). Organizational Learning II: Theory, Method and Practice W01. 1). Boston: Addison-Wesley.
3. Arnold, K.A., Barling, J., Kelloway, E.K. (2001). “Transformational Leadership or the Iron Cage: Which Predicts Trust, Commitment and Team EfŞcacy”, Leadership & Organizational Development, 22: 315- 320.
4. Baron, R.M., Kenny, D.A. (1986).“The Moderator Mediator Variable Distinction in Social Psychological Research: Conceptual, Strategic, and Statistical Considerations”, Journal of Personality and Social Psychology, 51: 1173-1182.
5. Bauer, T.N., Erdogan B., Liden, R.C., Wayne, S.J . (2006). “A Longitudinal Study of the Moderating Role of Extraversion: Leader-Member Exchange, Performance and Turnover during New Executive Development”, Journal of Applied Psychology, 91(2): 298-310.
6. Bunch, K.J. (2007).Training Failure as A Consequence of Organizational Culture, Human Resource Development Review, 6(2): 142-163.
7. Burns, T., Stalker, G.M. (l961).The Management of Innovation, London: Tavistock Publications.
8. Campbell, J.P. (1990). “ModelingThe Performance Prediction Problem in Industrial and Organizational Psychology”, (der.) Dunnette, M.D. ve Hough, L.M., Handbook of Industrial and Organizational Psychology, l. Palo Alto: Consulting Psychologists Press, Inc., 687-732.

9. Chan, L.L.M., Shaffer, M.A., Snape, E. (2004). “In research of sustained competitive advantage: The impact of organizational culture, competitive strategy and human resource management practices on Şrm performance”, International Journal of Human Resource Management, 15(1): 17—35.
10. Çöl, G. (2008), “Algılanan Güçlendirmenin İşgören Performansı Üzerine Etkileri”, DoğuşÜniversitesiDergisi, 9(l): 35-46.
11. Cunningham, J.B., Macgregor, J. (2000). “Trust and the Design of Work Complementary Constructs in Satisfaction and Performance Human Relations 2000”, 53: 1575-1591.
12. Daft, R.L. (2000). Management, Fifth Edition, Orlando: The Dryden Press.
13. Daft, R.L., Steers R.M. (1986), Organizations A Micro/Macro Approach, London.
14. Deal, T.E., Kennedy, A.A. (l982).Corporate Cultures: The Rights and Rituals of Corporate Life. Reading, MA: Addison-Wesley.
15. Deluga, R.J. (1994). “Supervisor Trust Building, Leadermember Exchange and Organizational Citizenship Behavior”, Journal of Occupational and Organizational Psychology, 67: 315—326.
16. Denison, D.R., Mishra, A.K. (1995). “Toward a Theory of Organizational Culture and Effectiveness”, Organization Science, 6(2): 204—223.
17. Denison, D.R., Spreitzer, G.M. (1991). Organizational Culture and Organizational Development: A Competing Values Approach. In Woodman R.W., Pasmore W.A. (Eds.) Research in Organizational Change and Development, 5: l-21, Greenwich, CT: JAI Pres.
18. Denison, D.R. (1984). “Bringing Corporate Culture to The Bottom Line”, Organiztion Dynamics, 13: 5-22.
19. Dienesch, R.M., Liden, R.C. (1986). “Leader-Member Exchange Model of Leadership: A Critique and Further Development”, Academy of Management Journal, 11(3): 618-634.
20. Dirks, K.T., Ferrin, D.L. (2001).“The Role of Trust in Organizational Settings”, Organization Science, 12(4): 450—467.
21. Duarte, N.T., Goodson, J.R., Klich, N.R. (1994). “Effects of Dyad Quality and Duration on Performance Appraisal”, Academy of Management Journal, 37: 499—521.
22. Earley, P.C. (1986). “Trust, Perceived Importance of Praise and Criticism, and Work Performance: An Examination of Feedback in the United States and England”, Journal of Management, 12: 457—473.
23. Egan, T.M., Yang, B., Bartlett, KR. (2004). “The effects of organizational learning culture and job satisfaction on motivation to transfer learning and turnover intention”, Human Resource Development Quarterly, 15(3): 279-301.
24. Eren, E. (2003). YönetimveOrganizasyon, İstanbul: Beta BasımveYayım.
25. Genç, N., Halis, M. (2006).Ka1iteLider1iği, İstanbul: TimaşYayınları.
26. Gerstner, C.R., Day, D.V. (1997). “Meta-Analytic Review of Leader- Member Exchange Theory: Correlates and Construct Issues”, J oumal of
27. Graen, G.B., Cashman, J .F. (1975). “A role making model of leadership in formal organizations: A developmental approach. In J.G. Hunt, L.L. Larson (Eds.)”, Leadership Frontiers, 143-165. Kent, Ohio: Kent State University Press.
28. Graen, GB. (1976). “Role Making Processes Within Complex Organization”, In M.D. Dunnette (Ed.), Handbook of Industrial And Organizational Psychology, 1201—1245. Chicago: Rand-McNally.
29. Graen, G.B., Uhl-Bien, M. (1991.“The Transformation of Professionals into Self-Managing and Partially Self-Designing Contributors: Toward a Theory of Leadership-Making”, Journal of Management Systems, 3(3): 25-39.
30. Graen, G.B., Uhl-Bien, M. (1995).“Development of Leader-member Exchange (LMX), Theory of Leadership over 25 Years: Applying a Multi-level Multi-domain Perspective”, Leadership Quarterly, 6: 219— 247.
31. Henderson, D.J., Liden, R.C., Glibowski, B.C., Chaundhry, A. (2009). “LMX Differantiation: A Multilevel Rewiev and Examination of its Antecedents”, The Leadership Quarterly, 20: 517-534.
32. Hofstede, G. (1980). Culture’s Consequences: International Differences in Work-Related Values. Beverly Hills, Ca: Sage.
33. Hofstede, G. (1998). “Identifying Organizational Subcultures: An Empirical Approach”, Journal of Management Studies, 35(1): 1—12.
34. Hogg, MA. (2004). “Leader-Member Exchange (LMX) Theory”, G.R. Goethels, G J. Sorenson, J .M. Burns (Ed.), Encyclopedia of Leadership, California, Sage Publications Inc., 835-840.
35. Holmes, S., Marsden, S. (1996).“An Exploration of the Espoused Organizational Cultures of Public Accounting Firms”, Accounting Horizons, 10: 26—53.
36. House, R.J., Javidan, M., Hanges, P., Dorfman, P. (2002).“Understanding Cultures and Implicit Leadership Theories across the Globe: An Introduction to Project GLOBE”, Journal of World Business, 37: 3-10.
37. Illes, R., Nahrgang J .D, Morgeson F.P. (2007). “Leader-Member Exchange and Citizenship Behaviors: A Meta-Analysis”, Journal of Applied Psychology, 92: 269—277.
38. Janssen, 0., Van Yperen, N.W. (2004). “Employees’ Goal Orientations, the Quality of Leaderrnember Exchange, and the Outcomes of Job Performance and Job Satisfaction”, Academy of Management Journal, 45: 368—384.
39. Jones, G.R. (1983). “Transaction Costs, Property Rights, and Organizational Culture: An Exchange Perspective,” Administrative Science Quarterly, 28: 454-467.
40. Kaplan, R.S., Atkinson, A.A. (1998). Advanced Management Accounting, (3.Bask1), USA Prentice-Hall,.
41. Kirkman, B.L., Rosen, B. (1999). “Beyond Self-Management: Antecedents and Consequences of Team Empowerment”, Academy of Management Journal, 42(1): 58-74.
42. Kohli, A. (1985). “Some Unexplored Supervisory Behaviors and Their Influence on Salespeople’s Role Clarity, SpeciŞc Self Esteem, Job Satisfaction and Motivation”, Journal of Marketing Research, 22: 424— 433.
43. Krishnan, V.R. (2002).“Transformational Leadership and Value System Congruence”, International Journal of Value-Based Management, 15(1): 19—33.
44. LaGrace, R.R. (1990). “Leader-member Exchange: Antecedents and Consequences of the Cadre and Hired Hand”, Journal of Personal Selling and Sales Management, 10: 11—19.
45. Liden, R.C., Graen, G. (1980). “Generalizability of the Vertical Dyad Linkage Model of Leadership”, Academy of Management Journal, 23(3): 451-465.
46. Liden, R.C., Sparrowe, R.T., Wayne, S.J. (1997). “Leader-member Exchange Theory: The Past and Potential for the Future”, in Research in Personnel and Human Resource Management, vol. 15, eds. K.M. Rowland and G.R. Ferris, Greenwich, CT: JAI Press, pp. 47—119.
47. Liden, R.C., Wayne, S.J., Stilwell, D. (1993). “A Longitudinal Study on the Early Development of Leader—Member Exchange”, Journal of Applied Psychology, 78: 662—674.
48. Lok, P., Westwood, R., Crawford, J. (2005). “Perceptions of Organizational Subculture and Their SigniŞcance for Organizational Commitment”,
49. Mactavish, M.D., Kolb, J.A. (2006).“Involving Teacher Leaders in Authentic Learning: Moving Beyond Empowerment to Engagement”, Beacon, 2(4): 1—8.
50. Maslyn, J.M., Uhl-Bien, M. (2001).“Leader-Member Exchange and Its Dimensions: Effects of Self-Effort and Other’s Effort on Relationship Quality”, Journal of Applied Psychology, 86(4): 697-708.
51. Mcdermott, C.M., Stock, G.N. (1999). “Organizational culture and advanced manufacturing technology implementation”, Journal of Operations Management, 17(5): 521—533.
52. Motowidlo, SJ. (2003), “Job Performance”, Inw. Borman, Ilgen, D. veKlimoski, R., Handbook of Psychology: Industrial and Organizational Psychology, 12, Hoboken, Nj: John Wiley and Sons, 39- 53.
53. Murphy, K.R., Cleveland, J.N. (1995). Understanding Performance Appraisal, Social, Organizational and Goal Based Perspectives, London: Sage Pub.
54. Oktay, E., Gül, H. (2003). “Çalışanların Duygusal Bağlılıklarının Sağlanmasında Conger ve Kanungo’nun Karizmatik Liderlik Özelliklerinin Etkileri Üzerine Karaman ve Aksaray Emniyet Müdürlüklerinde Yapılan Bir Araştırma”. Selçuk Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 10: 403-427.
55. Pfeffer, J. (1998). The Human Equation. Cambridge, Ma: Harvard Business School Press.
56. Peters, T., Waterman, R. (1982).In Search of Excellence. New York: Harper and Row.
57. Pfeffer, ]. (1977). “The Ambiguity of Leadership”, the Academy of Management Review, 2(1): 104-112.
58. Quinn, R.E. (1988). Beyond Rational Management: Mastering the Paradoxesn and Competing Demands of High Performance, San Francisco: Jossey-Bass.
59. Quinn, R.E., Rohrbaugh, J. (1981). “A competing values approach to organizational effectiveness,” Public Productivity Review, 5(2): 122— 140.
60. Quinn, R.E., Spreitzer, G.E. (1991). “The Psychometrics of the Competing Values Culture Instrument and an Analysis of the Impact of Organizational Culture on Quality of Life”, Research on Organizational Change and Development, 5: 115-142.
61. Reeves, C., Bednar, D. (1994).“Defming Quality: Alternatives and Implications”, Academy of Management Review, 19(3): 419-445.
62. Rich, G. (1997). “The Sales Manager as a Role Model: Effects on Trust, Job Satisfaction and Performance of Salespeople”, Journal of the Academy of Marketing Science, 25: 319—328.
63. Robbins, S.P., Judge TA. (2001). Organizational Behavior, Fourteenth Edition, New Jersey: Prentice Hall.
64. Rousseau, D.M., Mclean P.J. (1993).“The Contracts of Individuals and Organizations”, (ed.), Cummings, L.L., StaW, B.M., Research in Organizational Behavior, 15: 1-43.
65. Scandura, T.A., Schriesheim, C.A. (1994). “Leader-Member Exchange and Supervisor Career Mentoring as Complementary Constructs in Leadership Research”, Academy of Management Journal, 37: 1588— 1602.
66. Scandura, T.A., Graen, GB. (1984). “Moderating Effects of Initial Leader- member Exchange Status on the Effects of a Leadership Intervention”, Journal of Applied Psychology, 69: 428-436.
67. Scandura, T.A., Graen, G.B., Novak, M.A. (1986). “When Managers Decide Not to Decide Autocratically: An Investigation of Leader-Member Exchange and Decision Inşuence”, Journal of Applied Pyschology, 71(4): 579-584.
68. Schein, E. (1985). Organisational Culture And Leadership, San Francisco, CA: Jossey—Bass.
69. Schriesheim, C.A., Castro S.L., Zhou, X.T., Yammarino, F.J. (2001).“The Folly of Theorizing “A” But Testing “B” A Selective Level-of—Analysis Review of Field and a Detailed Leader Member Exchange Illustration”, The Leadership Quarterly, 12: 515-551.
70. Sekaran, U. (1992). Research Methods for Business, Canada: John Wiley ve Sons, Inc.
71. Sigler, T.H., Pearson, CM. (2000). “Creating an Empowering Culture: Examining the Relationship between Organizational Culture and Perceptions of Empowerment”, Journal of Quality Management, 5: 27- 52.
72. Stoner, J.A.F., Freeman E.R. (1992).Management, Fifth Edition, New Jersey: Printice-Hall International Inc.
73. Tichy, N. (1997). The Leadership Engine, New York: Harper Business.
74. Trice, H., Beyer, J.M. (1993).The Cultures of Work Organization, Englewood Cliffs, NJ: Prentice Hall.
75. Trice, H., Morand, D. (1991).“Organisational Subculture and Countercultures”, In G. Miller (Ed.), Studies in Organisational Sociology (s. 45—69). Greenwich, CT: JAI Press.
76. Tseng, Y.F., Lee, T.Z. (2009). “Comparing Appropriate Decision Support of Human Resource Practices on Organizational Performance with DEA/AHP model”, Expert Systems with Applications, 36: 6548—655 8.
77. Vecchio, R. (1982). “A Further Test of Effects due to between-group Variation and Within— group Variation”, Journal of Applied Psychology, 67: 200—208.
78. Vecchio, R.P., Gobdel, B.G. (1984). “The Vertical Dyadic Linkage Model of Leadership: Problems and Prospective”, Organizational Behavior and Human Performance, 34: 5—20.
79. Wallach, E. (1983). “Individuals and Organization: The Cultural Match”, Training and Development Journal, 12: 28-36.
80. Wang, H., Law, K.S., Hackett, R.D., Wang D., Chen, Z.X. (2005).“Leader— Member Exchange as a Mediator of the Relationship Between Transformational Leadership and Followers’ Performance And Organizational Citizenship Behavior”, Academy Of Management Journal, 48(3): 420—432.
81. Wang, D.S., Shyu, CL. (2003). “The Impact of Organizational Culture and Knowledge Sharing Motivation on Knowledge Sharing”, Sun Yat-Sen Management Review, 11(3): 409—431.
82. Wang, G., Netemeyer, R.G. (2002). “The Effects of Job Autonomy, Customer Demandingness, and Trait Competitiveness on Salesperson Learning, Self-EfŞcacy, and Performance”, Journal of The Academy of Marketing Science, 30(3): 217—228.
83. Wayne, S.J., Shore, L.M., Liden, RC. (1997). “Perceived Organizational Support and Leader Member Exchange: A Social Exchange Perspective”, Academy of Management Journal, 40(1): 82-111.
84. Yukl, G. (1989). “Managerial Leadership: A Review of Theory and Research”, Journal of Management, 15(2): 251—289.
85. Yukl, G. (2002). Leadership in Organizations, Upper Saddle River, New Jersey: Pearson-Prentice Hall Inc.
86. Zhang, Z., Wang, M., Shi, J. (2012).“Leader-Follower Congruence in Proactive Personality and Work Outcomes: The Mediating Role of Leader-Membeexchange”, Academy Of Management Journal, 55(1): 111—130.