The Effect of Abusive Supervision on Intention to Quit: A Research on Bank Employees

Yıl 2024, Cilt: 8 Sayı: 1, 163 - 174, 31.03.2024

Hüseyin Karagöz

https://doi.org/10.30692/sisad.1433156

Öz

The purpose of the research is to test the effect of abusive management on intention to leave. In this context, bank employees operating in Karaman province were selected as a sample and a face-to-face survey was conducted with 176 employees. The relevant data was analyzed with the help of SPSS 28, and a significant and positive relationship between abusive management and intention to leave was determined in the relevant sample. Abusive management scale (5 items) and turnover intention scale (3 items) were used as data collection tools in the study. The research findings are similar to the literature, and it has been determined that the increase in abusive management behaviors increases turnover intention behaviors. The opposite is also true. In other words, the decrease in the abusive management scores of organizational employees also reduces their intention to leave scores. In other words, there is a positive significant relationship between the variables that constitute the subject of the research. So the research hypothesis was accepted. In today's world, where technological advances highly affect competition in the business world, it is known that the management approaches exhibited by organizations directly affect the employees of the organization. In this regard, it is thought that the relevant research can be guiding for organizational managers.

Anahtar Kelimeler

Abusive Supervision, Intention to Quit, Bank Employees

İSTİSMARCI YÖNETİMİN İŞTEN AYRILMA NİYETİ ÜZERİNDEKİ ETKİSİ: BANKA ÇALIŞANLARI ÜZERİNE BİR ARAŞTIRMA

Öz

Araştırmanın amacı, istismarcı yönetimin işten ayrılma niyeti üzerindeki etkisinin test edilmesidir. Bu bağlamda Karaman ilinde faaliyet gösteren banka çalışanları örneklem olarak seçilmiş, 176 çalışanla yüz yüze anket gerçekleştirilmiştir. İlgili veriler SPSS 28 yardımıyla analize tabi tutulmuş, ilgili örneklemde istismarcı yönetimin işten ayrılma niyeti üzerinde anlamlı ve pozitif yönlü ilişkisi tespit edilmiştir. Araştırmada veri toplama aracı olarak istismarcı yönetim ölçeği (5 madde) ve işten ayrılma niyeti ölçeği (3 madde) kullanılmıştır. Araştırma bulguları literatürle benzer nitelikte olup, istismarcı yönetim davranışlarındaki artışın işten ayrılma niyeti davranışlarını artırdığı tespit edilmiştir. Tersi durum da geçerlidir. Yani örgüt çalışanlarının istismarcı yönetim puanlarında yaşanan azalma, işten ayrılma niyetleri puanlarını da düşürmektedir. Yani araştırma konusunu oluşturan değişkenler arasında pozitif yönlü anlamlı ilişki söz konusudur. Yani araştırma hipotezi kabul edilmiştir. Teknolojik ilerlemelerin iş dünyasındaki rekabeti yüksek düzeyde etkilediği günümüz dünyasında örgütlerin sergileyecekleri yönetim anlayışlarının örgüt çalışanlarını doğrudan etkilediği bilinmektedir. Bu bakımdan ilgili araştırmanın örgüt yöneticilerine yol gösterici olabileceği düşünülmektedir.

Anahtar Kelimeler

İstismarcı Yönetim, İşten Ayrılma Niyeti, Banka Çalışanları

Kaynakça

• ABBAS, M. W., ALİ, M. & DOST, I. (2021). Impact of Abusive Supervision on Emotional Exhaustion, Counterproductive Work Behaviours and Intention to Quit: Moderating Role of Emotional Intelligence. Multicultural Education, 7(8).
• AHMAD, A. & OMAR, Z. (2013). Abusive Supervision and Deviant Workplace Behavior: The Mediating Role of Work-Family Conflict. The Journal of Human Resource and Adult Learning, 9(2), s.124-130.
• ASHFORTH, B. (1997). Petty Tyranny in Organizations: A Preliminary Examination of Antecedents and Consequences. Canadian Journal of Administrative Sciences, 14, 126–140.
• BAMBERGER, P. A. & BACHARACH, S. B. (2006). Abusive Supervision and Subordinate Problems Drinking: Taking Resistance, Stress and Subordinate Personality into Account. Human Relations, 59, s.723–752.
• BANNISTER, B. D. & GRIFETH, R.W. (1986). Applying a Causal Analytic Framework to he Mobley, Horner, and Hollingsworth (1978) Turnover Model: A Useful Reexamination. Journal of Management, 12(3), s.433–443.
• BASSMAN, E. & LONDON, M. (1993). Abusive Managerial Behaviour. Leadership & Organization Development Journal, 14(2), s.18-24.
• BAYKUL, Y. (2010). Eğitimde ölçme ve değerlendirme. Ankara: Pegem Akademi Yayıncılık.
• BURTON, J.P. & HOOBLER, J.M. (2011). Aggressive Reactions to Abusive Supervision: The Role of Interactional Justice and Narcissism. Scandinavian Journal of Psychology, 52(4), s.389-398.
• CARNEVALE, T. (2005). The Coming Labor and Skills Shortage. Training & Development, 59(1), s.37-41.
• DAI, Y. D., ZHUANG, W. L. & HUAN, T. C. (2019). Engage or Quit? The Moderating Role of Abusive Supervision Between Resilience, Intention to Leave And Work Engagement. Tourism Management, 70, s.69-77.
• DAWLEY, D., HOUGHTON, J. D. & BUCKLEW, N. S. (2010). Perceived Organizational Support and Turnover Intention: The Mediating Effects of Personal Sacrifice and Job Fit. The Journal of Social Psychology, 150(3), s.238-257.
• DENİZ, S. & ÇİMEN, M. (2019). İstismarcı Yönetim Davranışının İşten Ayrılma Niyetine Etkisi: Hastane Çalışanlarına Yönelik Bir Araştırma. Uluslararası Sağlık Yönetimi ve Stratejileri Araştırma Dergisi, 5(2), s.155-164.
• DİRİCAN, A. H. (2020). İstismarcı Yönetim ve Psikolojik Sözleşme İhlalinin Çalışanların İşe Gömülmüşlükleri Üzerine Etkisinde Algılanan Örgütsel Desteğin Aracı Rolü. (Yayımlanmamış Doktora Tezi). Gebze Teknik Üniversitesi/Sosyal Bilimler Enstitüsü, Gebze.
• DUFFY, M. K. & FERRIER, W. J. (2003). Birds of a Feather...?: How Supervisor-Subordinate Dissimilarity Moderates the Influence of Supervisor Behaviors on Workplace Attitudes. Group & Organization Management, 28(2), s.217 248.
• DUFFY, M. K., GANSTER, D. C. & PAGON, M. (2002). Social Undermining in the Workplace. Academy of Management Journal, 45(2), s.331 351.
• GEORGE, D. & MALLERY, M. (2010). SPSS for Windows Step by Step: A Simple Guide and Reference, (10a ed.) Boston: Pearson.
• GRIFETH, R.W., HOM, P.W. & GAERTNER, S. (2000). A MetaAnalysis of Antecedents and Correlates of Employee Turnover: Update, Moderator Tests, and Research Implications for he Next Millennium. Journal of Management, 26, s.463–488.
• GÜLTEKİN, G. (2021). Örgütsel Kronizm İle İşten Ayrılma Niyeti Arasındaki İlişkinin Belirlenmesine Yönelik Bir Araştırma. (Yayımlanmamış Yüksek Lisans Tezi). Pamukkale Üniversitesi/Sosyal Bilimler Enstitüsü, Denizli.
• HAAR, J. M., DE FLUITER, A. & BROUGHAM, D. (2016). Abusive Supervision and Turnover Intentions: The Mediating Role of Perceived Organisational Support. Journal of Management & Organization, 22(2), s.139-153.
• HALBESLEBEN, J. R. B. & WHEELER, A. R. (2008). The Relative Roles of Engagement and Embeddedness in Predicting Job Performance and Intention to Leave. Work & Stress, 22(3), s.242–256.
• HANISCH, K. A. & HULIN, C. L. (1991). General Attitudes and Organizational Withdrawal: An Evaluation of A Causal Model. Journal of Vocational Behavior, 39(1), s.110–128.
• HOM, P.W., CARANIKAS-WALKER, F., PRUSSİA, G.E. & GRİFETH, R.W. (1992). A Meta-Analytical Structural Equations Analysis of a Model of Employee Turnover. Journal of Applied Psychology, 77, s.890-909.
• HOOF, H.B.V., XU, S.T., SERRANO, A-L. & TORRES, L. (2015). Abusive Supervision- A Form of Workplace Harassment: An Exploratory Study in the Ecuadorian Hospitality Industry. European Journal of Tourism, Hospitality and Recreation, 6(1), s.103-121. https://www.tbb.org.tr/ Erişim Tarihi: 16.01.2024
• HUGHES, L. W., AVEY, J. B. & NIXON, D. R. (2010). Relationships Between Leadership and Followers’ Quitting Intentions and Job Search Behaviors. Journal of Leadership & Organizational Studies, 17(4), s.351-362.
• KANTEN P. (2014). İşyeri Nezaketsizliğinin Sosyal Kaytarma Davranışı ve İşten Ayrılma Niyeti Üzerinde ki Etkisinde Duygusal Tükenmenin Aracılık Rolü. Aksaray Üniversitesi İ.İ.B.F. Dergisi, 6(1), s.11-26.
• KÖKSAL, K. & GÜRSOY, A. (2019). İstismarci Yönetimin İşten Ayrilma Niyetine Etkisinde Örgütsel Etik İlkelerin Düzenleyici ve Araci Rolü. Manisa Celal Bayar Üniversitesi Sosyal Bilimler Dergisi, 17(2), s.347-366.
• LEE, T.W. & MOWDAY, R.T. (1987). Voluntarily Leaving an Organization: An Empirical Investigation of Steers and Mowday’s Model of Turnover. Academy of Management Journal. 30(4), s.721-743.
• LIN W., WANG L. & CHEN S.(2013). Abusive Supervision and Employee Well-Being: The Moderating Effect of Power Distance Orientation. Applied Psychology: An International Review, 62, s.308–329.
• LIU, S., ZHU, Q. & WEI, F. (2019). How Abusive Supervision Affects Employees’ Unethical Behaviors: A Moderated Mediation Examination of Turnover Intentions and Caring Climate. International journal of environmental research and public health, 16(21), s.4187.
• LYU, D., JI, L., ZHENG, Q., YU, B. & FAN, Y. (2019). Abusive Supervision and Turnover Intention: Mediating Effects of Psychological Empowerment of Nurses. International Journal of Nursing Sciences, 6(2), s.198-203.
• MACKENZIE, S. B. (2003). The Dangers of Poor Construct Conceptualization. Journal of the Academy of Marketing Science, 31(3), s.323–326.
• MITCHELL M. S. & AMBROSE M. L. (2007). Abusive Supervision and Workplace Deviance And Themoderating Effects of Negative Reciprocity Beliefs. Journal of Applied Psychology, 92, s.1159–1168.
• MITCHELL, M.S. & AMBROSE, M.L. (2007). Abusive Supervision and Workplace Deviance and the Moderating Effects of Negative Reciprocity Beliefs. Journal of Applied Psychology, 92(4), s.1159-1168.
• MOBLEY, W. H. (1977). Intermediate Linkages in the Relationship Between Job Satisfaction And Employee Turnover. Journal of Applied Psychology, 62(2), s.237–240.
• MOBLEY, W. H. (1982). Employee Turnover: Causes, Consequences, and Control, MA: Addison-Wesley.
• MOIN, M. F., WEİ, F., KHAN, A. N., ALİ, A. & CHANG, S. C. (2022). Abusive Supervision and Job Outcomes: A Moderated Mediation Model. Journal of Organizational Change Management, 35(3), s.430-440.
• MURARI, K. (2013). Abusive Leadership-A Barrier to Employee Empowerment. European Journal of Business and Management, 5(4), s.8-21.
• ÖRÜCÜ, E. & ÖZAFŞARLIOĞLU, S. (2013). Örgütsel Adaletin Çalışanların İşten Ayrılma Niyetine Etkisi: Güney Afrika Cumhuriyetinde Bir Uygulama. Mustafa Kemal Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 10 (23), s.335-358.
• PALLANT, J. (2007). SPSS Survival Manual: A Step by Step Guide to Data Analysis Using SPSS for Windows (Version 12) 2nd ed. New York: Open University Press.
• PRADHAN, S. & JENA, L. K. (2016). The Moderating Role of Neutralizers on the Relationship Between Abusive Supervision and Intention to Quit: A Proposed Model. Journal of Human Values, 22(3), s.238-248.
• PRADHAN, S. & JENA, L. K. (2017). Effect of Abusive Supervision on Employee’s Intention to Quit and the Neutralizing Role of Meaningful Work in Indian IT Organizations. International Journal of Organizational Analysis, 25(5), s.825-838.
• PRADHAN, S. & JENA, L. K. (2018). Emotional Intelligence As A Moderator in Abusive Supervision-Intention to Quit Relationship Among Indian Healthcare Professionals. Asia-Pacific Journal of Business Administration, 10(1), s.35-49.
• PRADHAN, S. & JENA, L. K. (2019). Getting Even: A Study of Abusive Supervision, Workplace Deviance and Intention to Quit in Indian Entrepreneurial Organizations. South Asian Journal of Business Studies, 8(3), s.332-347.
• PRADHAN, S., JENA, L. K. & MOHAPATRA, M. (2018). Role of Gender on the Relationship Between Abusive Supervision and Employee’s Intention to Quit in Indian Electricity Distribution Companies. Gender in Management: An International Journal, 33(4), s.282-295.
• PRADHAN, S., SRIVASTAVA, A. & JENA, L. K. (2020). Abusive Supervision and Intention to Quit: Exploring Multi-Mediational Approaches. Personnel Review, 49(6), s.1269-1286.
• RODWELL, J., BRUNETTO, Y., DEMİR, D., SHACKLOCK, K. & FARR‐WHARTON, R. (2014). Abusive Supervision and Links to Nurse Intentions to Quit. Journal of Nursing Scholarship, 46(5), s.357-365.
• 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, s.1588–1602.
• SCHWEIGER, D. M. & DENISI, A. S. (1991). Communication with Employees Following A Merger: A Longitudinal Field Experiment. Academy of Management Journal, 34(1), s.110-135.
• SEO, Y. & CHUNG, S. W. (2019). Abusive Supervision, Psychological Capital, and Turnover Intention: Evidence From Factory Workers in China. Relations Industrielles/Industrial Relations, 74(2), s.377-404.
• SHAPIRA-LİSHCHINSKY, O. & BENOLIEL, P. (2019). Nurses’ Psychological Empowerment: An Integrative Approach. Journal of Nursing Management, 27(3), s.661–670.
• SIMARD, K. & PARENT-LAMARCHE, A. (2022). Abusive Leadership, Psychological Well-Being, And Intention to Quit During The COVID-19 Pandemic: A Moderated Mediation Analysis Among Quebec’s Healthcare System Workers. International Archives of Occupational and Environmental Health, 95, s.437-450.
• STEEL, R. P. & OVALLE, N. K. (1984). A Review and Meta-Analysis of Research on the Relationship Between Behavioral Intentions and Employee Turnover. Journal of Applied Psychology, 69(4), s.673-686.
• TABACHNICK, B.G. & FIDELL, L.S. (2013). Using Multivariate Statistics. Boston: Pearson.
• TATLI, H. S. & ÖNGEL, G. İstismarcı Yönetimin İşten Ayrılma Niyetine Etkisi: Psikolojik Güvenliğin Aracılık Rolü. İktisadi İdari ve Siyasal Araştırmalar Dergisi, 8(21), s.443-459.
• TEPPER B. J. (2000). Consequences of Abusive Supervision. Academy of Management Journal, 43, s.178–190.
• TEPPER, B. J. (2007). Abusive Supervision in Work Organizations: Review, Synthesis, and Researchagenda. Journal of Management, 33, s.261-289.
• TEPPER, B. J., CARR, J. C., BREAUX, D. M., GEIDER, S., HU, C. & HUA, W. (2009). Abusive Supervision, Intentions to Quit, and Employees’ Workplace Deviance: A Power/Dependence Analysis. Organizational Behavior and Human Decision Processes, 109(2), 156-167.
• TEPPER, B. J., HENLE, C. A., LAMBERT, L. S., GIACALONE, R. A. & DUFFY, M. K. (2008). Abusive Supervision and Subordinates Organization Deviance. Journal of Applied Psychology, 93, s.721–732.
• TETT, R. P. & MEYER, J. P. (1993). Job Satisfaction, Organizational Commitment, Turnover Intention, and Turnover: Path Analyses Based on Meta-Analytic Findings. Personnel Psychology, (46), s.259-293.
• THAU, S., BENNETT, R. J., MITCHELL, M. & MARRS, M. B. (2009). How Management Style Moderates the Relationship Between Abusive Supervision and Workplace Deviance: An Uncertainty Management Theory Perspective. Organizational Behavior and Human Decision Processes, 108, s.79–92.
• VAN KNIPPENBERG, D. & SLEEBOS, E. (2006). Organizational Identification Versus Organizational Commitment: Self‐Definition, Social Exchange, And Job Attitudes. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 27(5), s.571-584.
• WALTER, F., LAM, C. K., VAN DER VEGT, G. S., HUANG, X. & MIAO, Q. (2015). Abusive Supervision and Subordinate Performance: Instrumentality Considerations in the Emergence and Consequences of Abusive Supervision. Journal of Applied Psychology, 100(4), s.1056.
• WAYNE, S. J., SHORE, L. M. & LIDEN, R. C. (1997). Perceived Organizational Support and Leader–Member Exchange: A Social Exchange Perspective. Academy of Management Journal, 40, s.82–111.
• WEISBERG, J. (1994). Measuring Workers’Burnout and Intention to Leave. International Journal of Manpower.15(1), s.4-14.
• WONGLEEDEE, K. (2020). Turnover Intention and Abusive Supervision and Management: Investigating The Role of Self-Identity and Future Work Self-Salience. Systematic Reviews in Pharmacy, 11(1), s.462-471.
• YILMAZ, B. (2018). Örgütsel Bağlılık ve Örgütsel Adaletin İşten Ayrılma Niyetine Etkileri Üzerine Bir Araştırma: Elektrik Sektöründe Bir Uygulama. (Yayımlanmamış Yüksek Lisans Tezi). İstanbul Aydın Üniversitesi/Sosyal Bilimler Enstitüsü, İstanbul.
• ZELLARS, K. L., TEPPER, B. J. & DUFY, M. K. (2002). Abusive Supervision and Subordinates’ Organizational Citizenship Behavior. Journal of Applied Psychology, 87, s.1068–1076.