SORUN BİLDİRME NİYETİ İLE PSİKOLOJİK GÜVENLİK ARASINDAKİ İLİŞKİ

Yıl 2022, , 87 - 112, 30.04.2022

Burak Borulu , Canan Nur Karabey

https://doi.org/10.22139/jobs.1012565

Öz

Amaç: Bu çalışmanın amacı psikolojik güvenlik ile sorun bildirme niyeti arasındaki ilişkiyi incelemektir. Çalışmada psikolojik güvenliğin sorun bildirmenin türleri olan içsel ve dışsal sorun bildirme niyetlerine etkisi ile eylemsiz kalma niyetine etkisi ele alınmıştır.
Yöntem: Hipotezlerin testi için Atatürk Üniversitesi Açıköğretim Fakültesi bünyesinde İşletme Lisans Programında öğrenim gören öğrencilerden halihazırda bir işletmede çalışanlar arasından 1053 kişiden anket yöntemi ile veriler toplanmıştır. Toplanan verilerle korelasyon ve regresyon analizleri yapılmıştır.
Bulgular: Analizler sonucunda psikolojik güvenliğin bir bütün olarak sorun bildirme niyetini artırdığı bulunmuştur. Ayrıca psikolojik güvenliğin sorun bildirme niyetinin her iki türünü (içsel-dışsal) olumlu etkilediği görülmüştür. Buna karşın eylemsiz kalma niyetini azalttığı bulgusuna ulaşılmıştır. Ek olarak yaş, cinsiyet, eğitim seviyesi ve idari görev gibi demografik değişkenler açısından sorun bildirme niyetinde farklılık olup olmadığı incelenmiştir. Elde edilen bulgulara göre bu değişkenler açısından sorun bildirme niyetinde anlamlı bir farklılık gözlenmemiştir.
Sonuç: Yöneticiler çalışanlarının psikolojik güvenlik algısını artırmak için örgütte gerekli adımları atmalıdır. Bu sayede örgüt içi yanlış davranışların raporlanması kolaylaşacak olup denetim etkinliği artacaktır.

Anahtar Kelimeler

Psikolojik Güvenlik, Sorun Bildirme, Sorun Bildirme Niyeti

Destekleyen Kurum

-

Proje Numarası

-

Teşekkür

-

RELATIONSHIP BETWEEN WHISTLEBLOWING INTENTION AND PSYCHOLOGICAL SAFETY

Öz

Aim: The aim of this study is to investigate the relationship between psychological safety and whistleblowing intention. In this study, the effects of psychological safety on two types of whistleblowing intentions, namely internal and external whistleblowing intentions are examined. Also the impact of psychological safety on intention to non-action is discussed. Method: To test the hypotheses, data were collected from 1053 people who are currently working in a business, among students studying in the Undergraduate Program in Business Administration at Atatürk University Open Education Faculty by survey method. Correlation and regression analyses were conducted.
Findings: As a result of the analyses it was observed that as psychological safety increases whistleblowing intention in total also increases. It was also found that psychological safety has a positive effect on both internal and external whistleblowing intentions. On the other hand, it was found that psychological safety decreases the intention to non-action. In addition, it was examined whether whistleblowing intention level differs according to some demographic variables such as age, gender, education level and administrative duty. The results showed that there was no statistically significant difference in whistleblowing intention levels according to these demographic variables.
Results: The managers must take action to support employees’ psychological safety perception. In this way it will be easier to report wrongdoings in the organization and the effectiveness of control function will be higher.

Anahtar Kelimeler

Psychological Safety, Whistleblowing, Whistleblowing Intention

Proje Numarası

-

Kaynakça

• Alleyne, P., Hudaib, M. & Haniffa, R. (2018). The Moderating Role of Perceived Organisational Support in Breaking the Silence of Public Accountants. Journal of Business Ethics, 147 (3), 509–527.
• Anugerah, R., Abdillah, M. R. & Anita, R. (2019). Authentic Leadership and Internal Whistleblowing Intention: The Mediating Role of Psychological Safety. Journal of Financial Crime, 26 (2), 556–567.
• Baltacı, A. (2017). Bilgi Uçurma : Kavram ve Kuramsal Temeller. Anemon Muş Alparslan Üniversitesi Sosyal Bilimler Dergisi, 5(2), 397–423.
• Bather, A. & Kelly, M. (2005). Whistleblowing: The Advantages of Self-Regulation. Department of Accounting Working Paper Series, 82, 1–11. http://researchcommons.waikato.ac.nz/handle/10289/1683.
• Cassematis, P. G. &Wortley, R. (2013). Prediction of Whistleblowing or Non-reporting Observation: The Role of Personal and Situational Factors. Journal of Business Ethics, 117(3), 615–634.
• Chang, Y., Wilding, M. & Shin, M. C. (2017). Determinants of Whistleblowing Intention: Evidence from the South Korean Government. Public Performance and Management Review, 40(4), 676–700.
• Donkin, M., Smith, R. & Brown, A. J. (2008). How do officials report? Internal and external whistleblowing”. In J. A. Brown (Eds.), Whistleblowing in the Australian public sector: Enhancing the theory and practice of internal witness management in public sector organizations (pp. 83-108). Canberra: ANUE Press.
• Edmondson, A. C. & Lei, Z. (2014). Psychological Safety: The History, Renaissance, and Future of an Interpersonal Construct. Annual Review of Organizational Psychology and Organizational Behavior, March, 23–43.
• Gilligan, C. (1982). In a Different Voice: Psychological Theory and Women’s Development. Harvard University Press.
• Iko Afe, C. E., Abodohoui, A., Mebounou, T. G. C. & Karuranga, E. (2018). Perceived Organizational Climate and Whistleblowing Intention in Academic Organizations: Evidence from Selçuk University (Turkey). Eurasian Business Review, 9(3), 1–20.
• Jubb, P. B. (1999). Whistleblowing: A Restrictive Definition and Interpretation. Journal of Business Ethics, 21(1), 77–94.
• Keenan, J. P. (1995). Whistleblowing and The First-level Manager: Determinants of Feeling Obliged to Blow The Whistle. Journal of Social Behavior & Personality, 10(3), 571–584.
• Keenan, J. P. (2002). Whistleblowing: A Study of Managerial Differences. Employee Responsibilities and Rights Journal, 14(1), 17–32.
• Liang, J., Farh, C. I. & Farh J. L. (2012). Psychological Antecedents of Promotive and Prohibitive Voice: A Two-Wave Examination. Academy of Management Journal, 55, 71–73.
• Liu, S., Liao, J. & Wei, H. (2015). Authentic Leadership and Whistleblowing: Mediating Roles of Psychological Safety and Personal Identification. Journal of Business Ethics, 131(1), 107–119.
• Liyanarachchi, G. & Newdick, C. (2009). The Impact of Moral Reasoning and Retaliation on Whistle-blowing: New Zealand Evidence. Journal of Business Ethics, 89(1), 37–57.
• Malik, M. S. & Nawaz, M. K. (2018). The Role of Ethical Leadership in Whistleblowing Intention among Bank Employees: Mediating Role of Psychological Safety. Review of Integrative Business and Economics Research, 7(4), 238–252.
• Mesmer-Magnus, J. R. & Viswesvaran, C. (2005). Whistleblowing in Organizations: An Examination of Correlates of Whistleblowing Intentions, Actions, and Retaliation. Journal of Business Ethics, 62(3), 277–297.
• Nayir, D. Z. &Herzig, C. (2012). Value Orientations as Determinants of Preference for External and Anonymous Whistleblowing. Journal of Business Ethics, 107(2), 197–213.
• Özgener, Ş., Tanç, A. & Ulu, S. (2018). Çalışma Yaşamında Sorun Bildirme Sistemi (Whistleblowing System). İçinde A. Keser, G. Yılmaz; S. Yürür (Eds.), Çalışma Yaşamında Davranış: Güncel Yaklaşımlar, 193–217.
• Park, H., Rehg, M. T. & Lee, D. (2005). The Influence of Confucian Ethics and Collectivism on Whistleblowing Intentions : A Study of South Korean Public Employees. Journal of Business Ethics, 58, 387–403.
• Schein E. H. (1993).How Can Organizations Learn Faster? The Challenge of Entering the Green Room. Sloan Management Review, 34, 85–92.
• Schein E. H. & Bennis, W. (1965). Personal and Organizational Change through Group Methods. New York: Wiley.
• The Survey System. (2021), Creative Research Systems, https://www.surveysystem.com/sscalc.htm. Erişim Tarihi: 15.10.2021.
• Valentine, S& Godkin, L. (2019). Moral Intensity, Ethical Decision Making, and Whistleblowing Intention. Journal of Business Research, 98 (2), 277–288.