ALGILANAN ÖRGÜTSEL ADALET, İŞ TATMİNİ, ÖRGÜTSEL BAĞLILIK VE ÖRGÜTSEL VATANDAŞLIK DAVRANIŞI İLİŞKİSİ: BİLİNÇLİ FARKINDALIĞIN DÜZENLEYİCİ ROLÜ

Year 2018, , 263 - 267, 01.09.2018

Bora Yildiz , Alptekin Develi

https://doi.org/10.17261/Pressacademia.2018.894

Abstract

Amaç- Bu araştırma ile Sosyal Bilişsel Teori (Bandura, 2001) ve Sosyal Mübadele Teorisi (Blau, 1964) teorilerine dayanarak çalışanların örgütsel adalet algısı ve örgütsel vatandaşlık davranışları ilişkisinde iş tatmini ve örgütsel bağlılığın aracılık etkisi ve tüm bu ilişkilerde bilinçli farkındalığın düzenleyici rolü teorik olarak incelenmiştir.

Yöntem- Bu çalışmada, güçlü teorilerden ve ilgili literatürden yola çıkılarak, PROCESS makro yazılımı üzerinden durumsal indirekt etki ilişkisinin incelenebileceği kavramsal bir model geliştirilmiştir.

Bulgular- Bu çalışma ile deneysel olarak test edilebilicek bir araştırma modeli önerilmiştir.

Sonuç- Bu çalışmanın sonucunda, mevcut literatüre iki anlamda katkı sağlandığı düşünülmektedir; a) durumsal indirekt etki analizi kullanılarak bilinçli farkındalığın düzenleyici rolüne dikkat çekilmiştir, b) Yazında zaten var olan ve oturmuş olan aracı etki denklemindeki değişkenler arasındaki ilişki yeniden sorgulanmıştır.

Keywords

İş tatmini, örgütsel bağlılık, bilinçli farkındalık, örgütsel vatandaşlık davranışı, örgütsel adalet

LINKING PERCEIVED ORGANIZATIONAL JUSTICE TO JOB SATISFACTION ORGANIZATIONAL COMMITMENT AND ORGANIZATIONAL CITIZENSHIP BEHAVIORS: THE MODERATOR ROLE OF MINDFULNESS

Abstract

Purpose- Grounded in Social Cognitive Theory (Bandura, 2001) and Social Exchange Theory (Blau, 1964), the purpose of this study is to investigate the mediating effects of job satisfaction and organizational commitment on the employees' perceived organizational justice-organizational citizenship behaviors relationship, and the moderator role of mindfulness by theoretically.

Methodology- Building from the robust theories and following the prior literature, in this paper, we develop a conceptual model that could be examined by using PROCESS macro with a moderated mediation analysis.

Findings- This article offers a novel theoretical model that is possible to test it by empirically.

Conclusion- As a result of this study, we have contributed to the existing literature in two ways; a) by using moderated mediation analysis we attracted attention to the moderator role of mindfulness, and b) we tried to requestion of the existing well established relations among the variables that in the mediation equation.

Keywords

Job satisfaction, organizational commitment, mindfulness, organizational citizenship behavior, organizational justice

References

• Allen, N. J., Meyer, J. P. (1990). The measurement and antecedents affective, continuance and normative commitment to the organization. Journal of applied psychology, 63(1), 1-18.
• Anderson, E., Weitz, B. (1992). The use of pledges to build and sustain commitment in distribution channels. Journal of marketing research, 18-34.
• Aryee, S., Budhwar, P. S., Chen, Z. X. (2002). Trust as a mediator of the relationship between organizational justice and work outcomes: test of a social exchange model. Journal of organizational behavior, 23(3), 267-285.
• Azırı, B. (2011). Job satisfaction: a literature review. Management research & practice, 3(4), 77-86.
• Bahn, D. (2001). Social learning theory: its application in the context of nurse education. Nurse education today, 21(2), 110-117.
• Bandura, A. (2001). Social cognitive theory: an agentic perspective. Annual review of psychology, 52(1), 1-26.
• Bandura, A. (2002). Social cognitive theory in cultural context. Applied psychology, 51(2), 269-290.
• Becker, H. S. (1960). Notes on the concept of commitment. American journal of sociology, 66(1), 32-40.
• Bies, R. J., Moag, J. S. (1986). Interactional justice: communication criteria for fairness. B.H. Sheppard (eds), Research on Negotiation in Organizations, Greenwich: JAI Press, ss. 43-55.
• Blau, P. M. (1964). Exchange and power in social life. First Edition, New York, NY: John Wiley&Sons.
• Brockner, J., Wiesenfeld, B. M. (2016). Self-as-object and self-as-subject in the workplace. Organizational behavior and human decision processes, 136, 36-46. Brown, K. W., Ryan, R. M. (2003). The benefits of being present: mindfulness and its role in psychological well-being. Journal of personality and social psychology, 84(4), 822-848.
• Buchanan, B. (1974). Building organizational commitment: the socialization of managers in work organizations. Administrative science quarterly, 533-546.
• Chambers, B. A. (2002). Applicant reactions and their consequences: review, advice, and recommendations for future research. International journal of management reviews, 4(4), 317-333.
• Colquitt, J. A., LePine, J. A., Piccolo, R. F., Zapata, C. P., Rich, B. L. (2012). Explaining the justice–performance relationship: trust as exchange deepener or trust as uncertainty reducer?. Journal of applied psychology, 97(1), 1.
• Cropanzano, R., Mitchell, M. S. (2005). Social exchange theory: an interdisciplinary review. Journal of management, 31(6), 874-900.
• Dane, E. (2011). Paying attention to mindfulness and its effects on task performance in the workplace. Journal of management, 37(4), 997-1018.
• Davis, K., Nestrom, J.W. (1985). Human behavior at work: organizational behavior. 7 edition, McGraw Hill, New York.
• Develi, A., Güğerçin, S., İplik, E. (2017). Bilinçli farkındalık ve örgütsel stres kaynakları: banka çalışanları örneği. Social sciences studies journal (SSSJournal), 3(2), 44-51.
• Emerson, R. M. (1976). Social exchange theory. Annual review of sociology, 2(1), 335-362.
• Glomb, T. M., Duffy, M. K., Bono, J. E., Yang, T. (2011). Mindfulness at work. Research in personnel and human resources management, 30, 115–157.
• Hackman, J. R., Oldham, G. R. (1976). Motivation through the design of work: test of a theory. Organizational behavior and human performance, 16(2), 250-279.
• Hyland, P. K., Lee, R. A., Mills, M. J. (2015). Mindfulness at work: a new approach to improving individual and organizational performance. Industrial and organizational psychology, 8(4), 576-602.
• Judge, T. A., Colquitt, J. A. (2004). Organizational justice and stress: the mediating role of work-family conflict. Journal of applied psychology, 89(3), 395.
• Koys, D. J. (2001). The effects of employee satisfaction, organizational citizenship behavior, and turnover on organizational effectiveness: a unit‐level, longitudinal study. Personnel psychology, 54(1), 101-114.
• Luo, Y. (2009). Are we on the same page?: justice agreement in international joint ventures. Journal of world business, 44(4), 383-396.
• Meyer, J. P., Allen, N. J., Smith, C. A. (1993). Commitment to organizations and occupations: extension and test of a three-component conceptualization. Journal of applied psychology, 78(4), 538.
• Organ, D. W. (1990). The motivational basis of organizational citizenship behavior. Research in organizational behavior, 12(1), 43-72.
• Podsakoff, P. M., MacKenzie, S. B., Paine, J. B., Bachrach, D. G. (2000). Organizational citizenship behaviors: a critical review of the theoretical and empirical literature and suggestions for future research. Journal of management, 26(3), 513-563.
• Schnake, M. E., Dumler, M. P. (2003). Levels of measurement and analysis issues in organizational citizenship behaviour research. Journal of occupational and organizational psychology, 76(3), 283-301.
• Smith, C. A., Organ, D. W., Near, J. P. (1983). Organizational citizenship behavior: its nature and antecedents. Journal of applied psychology, 68(4), 653.
• Spector, P. E. (1997). Job satisfaction: Application, assessment. Causes and consequences. Thousand Oaks, CA: Sage Publications.
• Thondup, T. (1998). The healing power of mind: simple meditation exercises for health, well-being, and enlightenment. Shambhala Publications.
• Vroom, V. H. (1964). Work and motivation. John Wiley and Sons, New York.
• Wang, L., Hinrichs, K. T., Prieto, L., Howell, J. P. (2013). Five dimensions of organizational citizenship behavior: comparing antecedents and levels of engagement in China and the US. Asia pacific journal of management, 30(1), 115-147.