Ya Ben Kararsızsam? Kararsız Özdeşleşmenin Proaktif İş Davranışlarına Etkisinde Psikolojik Rahatlığın Rolü

Yıl 2023, Cilt: 18 Sayı: 2, 591 - 614, 01.08.2023

Gürhan YANIK Ayşe KARACA

https://doi.org/10.17153/oguiibf.1251527

Öz

Örgütlerde kararsızlık üzerine yapılmış çalışma sayısı son yıllarda gittikçe artmaya başlamış olmakla birlikte, özdeşleşme kararsızlığına odaklanan araştırmaların halen sınırlı sayıda olduğu görülmektedir. Literatürdeki bu boşluğu doldurmak amacıyla, bu çalışmada kararsız özdeşleşmenin proaktif iş davranışlarına etkisi ve psikolojik rahatlığın bu ilişkideki aracı rolü incelenmiştir. Araştırma hipotezlerini test etmek amacıyla, Türkiye’de çalışmakta olan 452 akademisyenden anket yöntemi ile veri toplanmış olup, analiz sonuçları kararsız özdeşleşmenin proaktif iş davranışlarını negatif etkilediğini ve psikolojik rahatlığın iki değişken arasındaki ilişkide aracılık rolü oynadığını göstermiştir.

Anahtar Kelimeler

Örgütsel Özdeşleşme Kararsızlığı, Proaktif İş Davranışları, Psikolojik Rahatlık, Kaynakların Korunması Teorisi, Sosyal Takas Teorisi

What if I Feel Ambivalent? The Role of Psychological Safety on the Relationship between Ambivalent Identification and Proactive Work Behaviors

Öz

Although the concept of organizational ambivalence has recently attracted considerable interest, there is still limited research focusing on ambivalence in organizational identification. In order to fill this gap in the literature, this study examined the impact of ambivalent identification on proactive work behaviors and the intervening role of psychological safety in this relationship. The study hypotheses were tested using data collected from 452 academicians working in Turkey. The results revealed that ambivalent identification negatively influenced proactive work behaviors and that the relationship between the two constructs was mediated by psychological safety.

Anahtar Kelimeler

Ambivalent Identification, Proactive Work Behaviors, Psychological Safety, Conservation of Resources Theory, Social Exchange Theory

Kaynakça

• Anderson, J. C., & Gerbing, D. W. (1988), “Structural Equation Modeling in Practice: A Review and Recommended Two-Step Approach”, Psychological Bulletin, 103(3): 411-423.
• Ashforth, B. E., Joshi, M., Anand, V., & O'Leary‐Kelly, A. M. (2013), “Extending the Expanded Model of Organizational Identification to Occupations”, Journal of Applied Social Psychology, 43(12): 2426-2448.
• Ashforth, E. B., Rogers, M. K., Pratt, G. M. & Pradies, C. (2014), “Ambivalence in Organizations: A Multilevel Approach”, Organization Science, 25(5): 1453-1478.
• Baer, M., & Frese, M. (2003), “Innovation is not Enough: Climates for Initiative and Psychological Safety, Process Innovations, and Firm Performance”, Journal of Organizational Behavior, 24(1): 45–68.
• Bindl, U. K., & Parker, S. K. (2011), “Proactive Work Behavior: Forward-Thinking and Change-Oriented Action in Organizations”, (Ed. S. Zedeck), APA Handbook of Industrial and Organizational Psychology, Washington, DC: American Psychological Association:567-598.
• Blau, P. M. (1964), Exchange and Power in Social Life. New York: John Wiley.
• Brislin, R. W. (1970), “Back-Translation for Cross-Cultural Research”, Journal of Cross-Cultural Psychology, 1(3): 185-216.
• Caesens, G., Marique, G., Hanin, D., & Stinglhamber, F. (2016), “The Relationship between Perceived Organizational Support and Proactive Behaviour Directed Towards the Organization”, European Journal of Work and Organizational Psychology, 25(3): 398-411.
• Caniëls, M. C., & Baaten, S. M. (2019), “How a Learning-Oriented Organizational Climate Is Linked To Different Proactive Behaviors: The Role Of Employee Resilience”, Social Indicators Research, 143(2): 561-577.
• Carmeli, A. & Gittell, H. J. (2009), “High-Quality Relationships, Psychological Safety, And Learning from Failures in Work Organizations”, Journal of Organizational Behavior, 30(6): 709–729.
• Carmeli, A., Reiter-Palmon, R., & Ziv, E. (2010), “Inclusive Leadership and Employee Involvement in Creative Tasks in The Workplace: The Mediating Role of Psychological Safety”, Creativity Research Journal, 22(3): 250-260.
• Chen, S., Jiang, W., Zhang, G., & Chu, F. (2019), “Spiritual Leadership on Proactive Workplace Behavior: The Role of Organizational Identification and Psychological Safety”, Frontiers in Psychology, 10: 1-10.
• Chen, L., Wadei, K. A., Bai, S., & Liu, J. (2020), “Participative Leadership and Employee Creativity: A Sequential Mediation Model of Psychological Safety and Creative Process Engagement”, Leadership & Organization Development Journal, 41(6): 741-759.
• Ciampa, V., Sirowatka, M., Schuh, C. S., Fraccaroli, F. & Dick, R. (2019), “Ambivalent Identification as a Moderator of the Link Between Organizational Identification and Counterproductive Work Behaviors”, Journal of Business Ethics, 8: 1-16.
• Ciampa, V., Steffens, N. K., Schuh, S. C., Fraccaroli, F. & van Dick, R. (2019), “Identity and stress: An Application of the Expanded Model of Organizational Identification in Predicting Strain at Work”, Work Stress, 33(4): 351–365.
• Crant, M. J. (2000), “Proactive Behavior in Organizations”, Journal of Management, 26(3): 435-462.
• Dechawatanapaisal, D. (2021), “Effects of Leader-Member Exchange Ambivalence on Work Attitudes: A Moderated Mediation Model”, Journal of Management Development, 40(1): 35-51.
• Derin, N. (2017), “İşyerinde Kişiler Arası Güven Ile İşgören Sesliliği Arasındaki İlişkide Psikolojik Rahatlığın Aracılık Rolü”, Yönetim Bilimleri Dergisi, 15(30): 51-68.
• Edmondson, A.C. (1999), “Psychological Safety and Learning Behavior in Work Teams”, Administrative Science Quarterly, 44(2): 350-384.
• Egold, W. N. & Van Dick, R. (2015), “Career and Organizational Identification: Extending the Expanded Model of Identification”, Handbook of Research on Sustainable Careers, 99-115.
• Frazier, M. L., Fainshmidt, S., Klinger, L. R., Pezeshkan, A. & Vracheva, V. (2017), “Psychological Safety: A Meta-Analytic Review and Extension”, Personnel Psychology, 70(1): 113–165.
• Fong, C. T. (2006), “The Effects of Emotional Ambivalence on Creativity”, Academy of Management Journal, 49(5): 1016-1030.
• Fornell, C., & Larcker, D. F. (1981), “Evaluating Structural Equation Models with Unobservable Variables and Measurement Error”, Journal of Marketing Research, 18(1): 39-50.
• Fuller, J. B., Marler, L. E., & Hester, K. (2006), “Promoting Felt Responsibility for Constructive Change and Proactive Behavior: Exploring Aspects of An Elaborated Model of Work Design”, Journal of Organizational Behavior, 27: 1089-1120.
• Gibney, R. A. Y., Zagenczyk, T. J., Fuller, J. B., Hester, K. I. M., & Caner, T. (2011), “Exploring Organizational Obstruction and The Expanded Model of Organizational Identification”, Journal of Applied Social Psychology, 41(5): 1083-1109.
• Gouldner, A. (1960), “The Norm of Reciprocity: A Preliminary Statement”, American Sociological Review, 25: 161-178.
• Guchait, P., Abbott, J. L., Lee, C. K., Back, K. J., & Manoharan, A. (2019), “The Influence of Perceived Forgiveness Climate on Service Recovery Performance: The Mediating Effect of Psychological Safety and Organizational Fairness”, Journal of Hospitality and Tourism Management, 40: 94-102.
• Hair, J., Black, J. W., Babin, B. J., & Anderson, E. R. (2010), Multivariate Data Analysis, United States of America: Pearson Prentice Hall.
• Harrist, S. (2006), “A Phenomenological Investigation of The Experience of Ambivalence”, Journal of Phenomenological Psychology, 37(1): 85-114.
• Hayes, A. F. (2013), “Introduction to Mediation, Moderation, and Conditional Process Analysis: A Regression Based Approach”, New York, NY: The Guilford Press.
• Herr, M. R., Harreveld, V. F., Uchino, N. B., Birmingham, C. W., Loerbroks, A., Fischer, E. J. & Bosch, A. J. (2019). “Associations of Ambivalent Leadership with Distress and Cortisol Secretion”, Journal of Behavioral Medicine, 42: 265-275.
• Hobfoll, S. E. (1989), “Conservation of Resources: A New Attempt at Conceptualizing Stress”, American Psychologist, 44(3): 513-524.
• Hobfoll, S. E. (2001a), “The Influence of Culture, Community, and the Nested-Self in the Stress Process: Advancing Conservation of Resources Theory”, Applied Psychology: An International Review, 50(3): 337-421.
• Hobfoll S. E. (2001b), “Social Support and Stress”, (Eds. N. J. Smelser & P. B. Baltes), International Encyclopedia of the Social & Behavioral Sciences, Tarrytown, NY: Pergamon: 14461-14465.
• Hood, A. C., Bachrach, D. G., Zivnuska, S., & Bendoly, E. (2016), “Mediating Effects of Psychological Safety in the Relationship Between Team Affectivity and Transactive Memory Systems”, Journal of Organizational Behavior, 37: 416-435.
• Jia, J., Yan, J., Jahanshahi, A. A., Lin, W., & Bhattacharjee, A. (2020), “What Makes Employees More Proactive? Roles of Job Embeddedness, The Perceived Strength of the HRM System and Empowering Leadership”, Asia Pacific Journal of Human Resources, 58(1): 107-127.
• Kahn, A. W. (1990), “Psychological Conditions of Personal Engagement and Disengagement at Work”, Academy of Management Journal, 33(4): 692–724.
• Karaca, A. (2021), “Psikolojik Rahatlık”, (Ed. N. Derya Ö.), Örgütsel Davranışta Seçme Konular -I-, Bursa: Ekin Yayınevi. 369-392.
• Kreiner, E. G. & Ashforth, E. B. (2004), “Evidence toward an Expanded Model of Organizational Identification”, Journal of Organizational Behavior, 25(1): 1-27.
• Lee, A., Thomas, G., Martin, R. & Guillaume, Y. (2019), “Leader-Member Exchange (LMX) Ambivalence and Task Performance: The Cross-Domain Buffering Role of Social Support”, Journal of Management, 20(10): 1-31.
• Leung, K., Deng, H., Wang, J., & Zhou, F. (2014), “Beyond Risk-Taking: Effects of Psychological Safety on Cooperative Goal Interdependence and Prosocial Behavior”, Group & Organization Management, 40(1): 1-28.
• Li, J., Wu, L. Z., Liu, D., Kwan, H. K., & Liu, J. (2014), “Insiders Maintain Voice: A Psychological Safety Model of Organizational Politics”, Asia Pacific Journal of Management, 31(3): 853-874.
• 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(1): 71-92.
• Lim, J. H., Tai, K., & Kouchaki, M. (2021), “Ambivalent Bosses: An Examination of Supervisor Expressed Emotional Ambivalence on Subordinate Task Engagement”, Organizational Behavior and Human Decision Processes, 165: 139-152.
• Mael, F., & Ashforth, B. E. (1992), “Alumni and Their Alma Mater: A Partial Test of The Reformulated Model of Organizational Identification”, Journal of Organizational Behavior, 13(2): 103-123.
• May, D. R., Gilson, R. L., & Harter, L. M. (2004), “The Psychological Conditions of Meaningfulness, Safety and Availability and the Engagement of the Human Spirit at Work”, Journal of Occupational and Organizational Psychology, 77: 11-37.
• Men, C., Fong, P. S., Huo, W., Zhong, J., Jia, R., & Luo, J. (2020), “Ethical Leadership and Knowledge Hiding: A Moderated Mediation Model of Psychological Safety and Mastery Climate”, Journal of Business Ethics, 166(3): 461-472.
• Methot, J. R., Melwani, S., & Rothman, N. B. (2017), “The Space Between Us: A Social-Functional Emotions View of Ambivalent and Indifferent Workplace Relationships”, Journal of Management, 43(6): 1789-1819.
• Mignonac, K., Herrbach, O., SerranoArchimi, C., & Manville, C. (2018), “Navigating Ambivalence: Perceived Organizational Prestige–Support Discrepancy and Its Relation to Employee Cynicism and Silence”, Journal of Management Studies, 55(5): 837-872.
• Morrison, E. W., & Phelps, C. C. (1999), “Taking Charge at Work: Extrarole Efforts to Initiate Workplace Change”, Academy of Management Journal, 42(4): 403-419.
• Newman, A., Donohue, R., & Eva, N. (2017), “Psychological Safety: A Systematic Review of the Literature”, Human Resource Management Review, 27: 521-535.
• Nordgren, L. F., Van Harreveld, F., & Van Der Pligt, J. (2006), “Ambivalence, Discomfort, and Motivated Information Processing”, Journal of Experimental Social Psychology, 42(2): 252-258.
• Nunnally, J. C. (1978), Psychometric Theory, New York, NY: McGrawHill.
• Obrenovic, B., Jianguo, D., Khudaykulov, A., & Khan, M. A. S. (2020), “Work-Family Conflict Impact on Psychological Safety and Psychological Well-Being: A Job Performance Model”, Frontiers in Psychology, 11: 1-18.
• Ortega, A., Van den Bossche, P., Sánchez-Manzanares, M., Rico, R., & Gil, F. (2014),” The Influence Of Change-Oriented Leadership and Psychological Safety on Team Learning in Healthcare Teams”, Journal of Business and Psychology, 29(2): 311-321.
• Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., & Podsakoff, N. P. (2003), “Common Method Biases in Behavioral Research: A Critical Review of The Literature and Recommended Remedies”, Journal of Applied Psychology, 88(5): 879-903.
• Parker, K. S. & Collins, G. C. (2010), “Taking Stock: Integrating and Differentiating Multiple Proactive Behaviors”, Journal of Management, 36(3): 633–662.
• Plambeck, N., & Weber, K. (2009), “CEO Ambivalence and Responses To Strategic Issues”, Organization Science, 20(6): 993-1010.
• Pratt, G. M. (2000), “The Good, The Bad, and the Ambivalent: Managing Identification among Amway Distributors”, Administrative Science Quarterly, 45(3): 456-493.
• Rothman, N.B., Pratt, M.G., Rees, L. & Vogus, T.J. (2017), “Understanding the Dual Nature of Ambivalence: Why and When Ambivalence Leads to Good and Bad Outcomes”, Academy of Management Annals. 11(1): 33-72.
• Schein, E. H., & Bennis, W. (1965), Personal and Organizational Change through Group Methods, New York: Wiley.
• Schuh, C. S., van Quaquebeke, N., Göritz, S. A., R Xin, K., De Cremer, D. & van Dick, R. (2016), “Mixed Feelings, Mixed Blessing? How Ambivalence in Organizational Identification Relates to Employees’ Regulatory Focus and Citizenship Behaviors”, Human Relations, 69(12): 2224-2249.
• Scott, S. G., & Bruce, R. A. (1994), “Determinants of Innovative Behavior: A Path Model of Individual Innovation in the Workplace”, Academy of Management Journal, 37(3): 580-607.
• Singh, B., Winkel, D. E., & Selvarajan, T. T. (2013), “Managing Diversity at Work: Does Psychological Safety Hold the Key to Racial Differences in Employee Performance?”, Journal of Occupational and Organizational Psychology, 86: 242-263.
• Tabachnick, B. G. & Fidell, L. S. (2007), “Using Multivariate Statistics”, (5th Ed.), Newyork: Pearson.
• Türkoğlu, N., ve Özyılmaz Misican, D. (2019), “Çalışanların Psikolojik Rahatlık Algısı, Pozitif Ses Çıkarma Davranışı ve İşten Ayrılma Niyeti İlişkisi Üzerine Ampirik Bir Çalışma”, İşletme Araştırmaları Dergisi, 11(2): 998-1010.
• Tüzün, İ.K., (2006), “Örgütsel Güven, Örgütsel Kimlik ve Örgütsel Özdeşleşme Ilişkisi: Uygulamalı Bir Çalışma”, Doktora Tezi (Yayınlanmamış), Gazi Üniversitesi Sosyal Bilimler Enstitüsü, Ankara.
• Uri, C. (2017), “Measuring Proactive Work Behavior Construct and Its Components: Validating Turkish Version of the Scales”, Çukurova Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 26(1): 102-114.
• Vadera, K. A. & Pratt, G. M. (2013), “Love, Hate, Ambivalence, or Indifference? A Conceptual Examination of Work Place Crimes and Organizational Identification”, Organization Science, 24(1): 172-188.
• 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.
• Van Harreveld, F., Nohlen, U. H. & Schneider, K. I. (2015), “The ABC of Ambivalence: Affective, Behavioral, and Cognitive Consequences of Attitudinal Conflict”, Advances in Experimental Social Psychology, 52: 285-324.
• Vijayakumar, V. S. R., & Padma, R. N. (2014), “Impact of Perceived Organizational Culture and Learning on Organizational Identification”, International Journal of Commerce and Management. 24(1): 40-62.
• 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.
• Wang, C. J., & Yang, I. H. (2021), “Why and How Does Empowering Leadership Promote Proactive Work Behavior? An Examination with A Serial Mediation Model Among Hotel Employees”, International Journal of Environmental Research and Public Health, 18(5): 1-18.
• Wu, C. H., & Parker, S. K. (2017), “The Role of Leader Support in Facilitating Proactive Work Behavior: A Perspective from Attachment Theory”, Journal of Management, 43(4): 1025-1049.
• Yener, S. (2015), “Psikolojik Rahatlık Ölçeğinin Türkçe Formunun Geçerlilik ve Güvenirlik Çalışması”, Ordu Üniversitesi Sosyal Bilimler Enstitüsü Sosyal Bilimler Araştırmaları Dergisi, 5(13): 280-305.
• Yolcu, U. İ. ve Çakmak, A. F. (2017), “Proaktif Kişilik ile Proaktif Çalışma Davranışı İlişkisi Üzerinde Psikolojik Güçlendirmenin Etkisi”, Uluslararası Yönetim İktisat ve İşletme Dergisi, 13(2): 425-438.
• Zeng, H., Zhao, L., & Zhao, Y. (2020), “Inclusive Leadership and Taking-Charge Behavior: Roles of Psychological Safety and Thriving at Work”, Frontiers in Psychology, 11: 1-11.
• Ziegler, R., Hagen, B. & Diehl, M. (2012), “Relationship Between Job Satisfaction and Job Performance: Job Ambivalence as a Moderator”, Journal of Applied Social Psychology, 42(8): 2019-2040.