Psikolojik Güçlendirme ve İş Tatmini Etkileşiminde Lider-üye Etkileşiminin (LMX) Aracı Rolü

Öz

Güçlendirme, temelde bireyin kendini etkin hissetme deneyiminin motivasyonel bir sürecidir Güçlendirmek, bireylerin kendi kişisel etkileri veya kendi tercihleri üzerinde seçim yapmaları için güç vermektir. Güçlendirme, insanların işleriyle ilgili olarak kendileri hakkındaki algılarıyla yakından ilgilidir. Güçlendirme, çünkü güçlendirme tutarlı veya kalıcı bir kişilik özelliği değil, bir dizi biliştir. çalışma ortamları tarafından şekillendirilir. Çalışanları güçlendirmek, çalışan memnuniyetini, bağlılığını, performansını ve hizmet sunumunu etkiler (Safari vd., 2011) İş doyumu, örgüt psikolojisi ve insan kaynakları yönetiminde en sık araştırılan kavramlardan biridir. Örgütler, çalışanların iş doyum düzeylerini arttırmaya odaklanır; çünkü çalışan verimliliğinin iş doyumuyla doğrudan ilişkili olduğuna ve bunun çeşitli olanaklarla desteklenebileceğine inanırlar (Kohli & Sharma, 2022) Lider-üye etkileşimi teorisi bağlamında örgüt içinde liderlerin sahip oldukları kaynak, zaman ya da gücün sınırlı olması gibi nedenlerle astlarının tümüne aynı liderlik tarzını uygulamamaktadırlar. İç-gruptaki işgören ve lider arasında daha yakın ve özel bir çalışma ilişkisi kurulmakta buna bağlı olarak da lider iç-gruptaki astlarına, resmi iş sözleşmesinin dışında sosyal destek ve kaynak imkanı sağlamaktadır. Bu tür ilişkinin astlara daha fazla saygı, hoşlanma, karşılıklı destek, etkileşim olanağı, karşılıklı güven, daha fazla sorumlulukla birlikte örgüt olanaklarından fazla yararlanma gibi pek çok olumlu etkisi bulunmaktadır (Pucetaite & Novelskaite, 2014) Bununla birlikte dış grupta yer alan iş görenlerle lider arasındaki ilişkiler ise, tanımlanmış rol ilişkileri, daha düşük güven, sınırlı etkileşim, düşük destekle birlikte ve daha az ödül ile sembolize edilebilir (Dienesch & Liden, 1986) Gerstner ve Day’in (1997) gerçekleştirdiği meta analiz sonucunda yüksek kaliteli bir etkileşimin astların performansının yükselmesi, işten ayrılma oranlarının azalması ve işten duyulan tatminin artması gibi olumlu sonuçları bulunduğunu belirtmektedir (Lloyd vd., 2015) Bu bağlamda çalışma psikolojik güçlendirme algısının iş tatminine etkisinde LMX’in aracılık etkisi araştırılmaktadır.

Anahtar Kelimeler

• : Psikolojik Güçlendirme
• İş Tatmini
• Lider-Üye Etkileşimi.

The Mediating Role of Leader-Member Exchange (LMX) in the Interaction Between Psychological Empowerment and Job Satisfaction

Öz

Empowerment is basically a motivational process of an individual's experience of feeling effective Empowerment is giving individuals the power to make choices on their own personal influences or their own preferences. Empowerment is closely related to people's perceptions of themselves in relation to their jobs. Empowerment, because empowerment is not a consistent or permanent personality trait, but a set of cognitions. shaped by work environments. Empowering employees affects employee satisfaction, commitment, performance, and service delivery (Safari vd., 2011) Job satisfaction is one of the most frequently researched concepts in organizational psychology and human resource management. Organizations focus on increasing the job satisfaction levels of employees because they believe that employee productivity is directly related to job satisfaction and that this can be supported by various opportunities (Kohli & Sharma, 2022) In the context of the theory of leader-member exchange, leaders within the organization do not apply the same leadership style to all of their subordinates due to reasons such as limited resources, time or power. A closer and more special working relationship is established between the employee and the leader in the in-group, and accordingly, the leader provides social support and resources to the subordinates in the in-group outside of the official employment contract. This type of relationship has many positive effects on the subordinates, such as more respect, liking, mutual support, interaction opportunities, mutual trust, more responsibility and more use of organizational opportunities (Pucetaite & Novelskaite, 2014) However, the relationships between the leader and the employees in the outgroup can be symbolized by defined role relationships, lower trust, limited interaction, low support, and fewer rewards (Dienesch & Liden, 1986). As a result of the meta-analysis conducted by Gerstner and Day (1997), it is stated that a high-quality interaction has positive results such as increased subordinate performance, decreased turnover rates, and increased job satisfaction (Lloyd vd., 2015). In this context, the study investigates the mediating effect of LMX on the effect of psychological empowerment perception on job satisfaction.

Anahtar Kelimeler

• Psychological Empowerment
• Job Satisfaction
• Leader-Member Exchange.

Kaynakça

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