Araştırma Makalesi
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THE RELATIONSHIP BETWEEN ORGANIZATIONAL COMMITMENT AND EMPLOYEE EMPOWERMENT: RESEARCH IN A PUBLIC INSTITUTION IN KARAMAN CITY CENTER

Yıl 2019, Cilt: 10 Sayı: 23, 1 - 14, 28.02.2019
https://doi.org/10.21076/vizyoner.502416

Öz

Empowerment is defined as the process by which employees make sense of their work, become aware of their capabilities and competences, and influence other employees. Organizational commitment includes attitudes and behaviors that emphasize the emotional participation of employees into the organization, reduce the intention to leave the organization and enable employees to continue working in the organization. In the study, it is aimed to reveal the importance of the employee empowerment in determining the level of organizational commitment of employees. Besides, the impact of employee empowerment components on organizational commitment components is premediated with the research in the study. The sample of the study consists of 100 people working in a public institution in Karaman. Data is collected by survey method from the participants and then these data are analyzed. According to the results obtained from the data, the perception of employee empowerment and the level of organizational commitment of the participants are determined to be high. Significant relationships are found between the dimensions of empowerment, namely meaning, self-determination and impact, and affective commitment while no relationship is determined at the competence dimension. While no relationship between empowerment and continuance commitment is found, it is revealed that only the competence dimension is related with normative commitment. It is observed that the views of the participants on commitment sub-dimensions do not change according to the gender, but the levels of affective and normative commitment change according to the marital status variable.

Kaynakça

  • Allen, N.J. & Meyer, J.P. (1990). “The Measurement and Antecedents of Affective, Continuance and Normative Commitment to the Organization”, Journal of Occupational Psychology, 63(1), 1-18.
  • Argyris, C. (1998). “Empowerment: The Emperor’s New Clothes”, Harvard Business Review, May-June, 98-105.
  • Becker, H.S.(1960). “Notes on the Concept of Commitment”, American Journal of Sociology, 66(1),32-40.
  • Buchanan, B. (1974). “Building Organizational Commitment: The Socialization of Managers in Work Organizations”, Administrative Science Quarterly, 533-546.
  • Conger J.A. & Kanungo, R.N. (1988). “The Empowerment Process: Integrating Theory and Practise”, Academy of Management Review, 13(3), 471-482.
  • Cunningham, I., Hyman, J. ve Baldrig, C. (1996). “Empowerment: The Power to do What?”, Industrial Relations Journal, 27/2, 143-154.
  • Dubin, R., Champoux, J.E. ve Porter, L.W. (1975). “Central Life Interests And Organizational Commitment of Blue-Collar and Clerical Workers”, Administrative Science Quarterly, 411-421.
  • Erstad, M. (1997). “Empowerment and Organizational Change”, International Journal of Contemporary Hospitality Management, 9(7), 325-333.
  • Griffin, M.A., Neal, A. ve Parker, S.K. (2007). “A New Model of Work Role Performance: Positive Behavior in Uncertain and Interdependent Contexts”, The Academy of Management Journal, 50(2), 327–347.
  • Hales, C. & Klidas, A. (1998). “Empowerment in Five-Stars Hotels: Choice, Voice or Rhetoric?”, International Journal of Contemporary Hospitality Management, 10(3), 88-95.
  • Janssen, O. (2004). “The Barrier Effect of Conflict with Superiors in the Relationship between Employee Empowerment and Organizational Commitment”, Work & Stress, January/March, 18(1), 56-65.
  • Kirkman, B.L., & Rosen, B. (1999). Beyond Self-management: Antecedents and Consequences of Team Empowerment. Academy of Management Journal, 42(1), 58-74.
  • Meyer, J.P., & Allen, N.J. (1991). “A Three-Component Conceptualization of Organizational Commitment”, Human Resource Management Review, 1(1), 61-89.
  • Morales, H.N., Gonzalez, J.G., Mendoza, A.T. ve Lopez, G.R. (2014). “Empowerment As A Culture And A Strategy To Strengthen The Activities Of Research And Innovation: Proposal Of A Methodology”, European Scientific Journal, ESJ, 9(10).
  • Niehoff, B.P., Moorman, R.H., Blakely, G. ve Fuller, J. (2001). “The Influence of Empowerment and Job Enrichment on Employee Loyalty in a Downsizing Environment”, Group & Organization Management, 26(1), 93–113.
  • Randolph, W.A. (2000). “Re-thinking Empowerment:-Why is it so hard to achieve?”, Organizational Dynamics, 2(29), 94-107.
  • Raub, S., & Robert, C. (2013). “Empowerment, Organizational Commitment, and Voice Behavior in the Hospitality Industry: Evidence from a Multinational Sample”, Cornell Hospitality Quarterly, 54(2), 136-148.
  • Spreitzer, G.M. (1995). “Psychological Empowerment in The Workplace: Dimensions, Measurement, and Validation”, Academy of Management Journal, 38(5), 1442-1465.
  • Thomas, K.W., & Velthouse, B.A. (1990). “Cognitive Elements of Empowerment: An “Interpretive” Model of ıntrinsic Task Motivation”, Academy of Management Review, 15(4), 666-681.
  • O'Reilly, C.A., & Chatman, J. (1986). “Organizational Commitment and Psychological Attachment: The Effects of Compliance, Identification, and Internalization on Prosocial Behavior”, Journal of Applied Psychology, 71(3), 492-499.
  • Quinn, R.E., & Spreitzer, G.M. (1997). “The Road to Empowerment: Seven Questions Every Leader Should Consider”, Organizational Dynamics, 26(2), 37-49.
  • Wiener, Y. (1982). “Commitment in Organizations: A Normative View”, Academy of Management Review, 7(3), 418-428.
  • Wilkinson, A. (1998). “Empowerment: Theory and Practice”, Personnel Review, 27(1), 40-56.

ÖRGÜTSEL BAĞLILIK VE PERSONEL GÜÇLENDİRME İLİŞKİSİ: KARAMAN İLİ MERKEZİNDE BİR KAMU SEKTÖRÜNDE ARAŞTIRMA

Yıl 2019, Cilt: 10 Sayı: 23, 1 - 14, 28.02.2019
https://doi.org/10.21076/vizyoner.502416

Öz



Güçlendirme çalışanların işlerini anlamlandırmaları, yetenekleri ve yetkinliklerinin farkına varması ve diğer çalışanları etkileme süreci olarak tanımlanmaktadır. Örgütsel bağlılık, çalışanın örgüte duygusal olarak katılımını vurgulayan, örgütten ayrılma niyetini azaltan ve örgütte çalışmaya devam etmesini sağlayan tutum ve davranışları içermektedir. Bu çalışmada, çalışanların örgütsel bağlılık düzeylerinin tespitinde personel güçlendirmenin öneminin ortaya konması amaçlanmaktadır. Çalışmada, personel güçlendirme bileşenlerinin, örgütsel bağlılık bileşenleri üzerindeki etkisi yapılan araştırma ile desteklenmektedir. Çalışmanın örneklemini Karaman’da bir kamu kurumunda çalışan 100 kişi oluşturmaktadır. Araştırmada katılımcılardan anket yöntemiyle veri toplanmış ve analiz edilmiştir. Verilerden elde edilen sonuca göre, katılımcıların personel güçlendirme algıları ile bağlılık düzeyleri yüksek çıkmıştır. Güçlendirme boyutlarından anlam, yetkinlik ve etki düzeyi ile duygusal bağlılık arasında anlamlı ilişkiler tespit edilirken yetenek düzeyinde ilişki tespit edilememiştir. Güçlendirme ile devamlılık bağlılığı arasında bir ilişki bulunamazken normatif bağlılık üzerinde sadece yetkinlik boyutunun ilişkisi olduğu, ortaya çıkarılmıştır. Katılımcıların bağlılık alt boyutlarına ilişkin görüşlerinin cinsiyete göre değişmediği ama medeni durum değişkenine göre duygusal ve normatif bağlılık düzeylerinin değiştiği görülmüştür.

Kaynakça

  • Allen, N.J. & Meyer, J.P. (1990). “The Measurement and Antecedents of Affective, Continuance and Normative Commitment to the Organization”, Journal of Occupational Psychology, 63(1), 1-18.
  • Argyris, C. (1998). “Empowerment: The Emperor’s New Clothes”, Harvard Business Review, May-June, 98-105.
  • Becker, H.S.(1960). “Notes on the Concept of Commitment”, American Journal of Sociology, 66(1),32-40.
  • Buchanan, B. (1974). “Building Organizational Commitment: The Socialization of Managers in Work Organizations”, Administrative Science Quarterly, 533-546.
  • Conger J.A. & Kanungo, R.N. (1988). “The Empowerment Process: Integrating Theory and Practise”, Academy of Management Review, 13(3), 471-482.
  • Cunningham, I., Hyman, J. ve Baldrig, C. (1996). “Empowerment: The Power to do What?”, Industrial Relations Journal, 27/2, 143-154.
  • Dubin, R., Champoux, J.E. ve Porter, L.W. (1975). “Central Life Interests And Organizational Commitment of Blue-Collar and Clerical Workers”, Administrative Science Quarterly, 411-421.
  • Erstad, M. (1997). “Empowerment and Organizational Change”, International Journal of Contemporary Hospitality Management, 9(7), 325-333.
  • Griffin, M.A., Neal, A. ve Parker, S.K. (2007). “A New Model of Work Role Performance: Positive Behavior in Uncertain and Interdependent Contexts”, The Academy of Management Journal, 50(2), 327–347.
  • Hales, C. & Klidas, A. (1998). “Empowerment in Five-Stars Hotels: Choice, Voice or Rhetoric?”, International Journal of Contemporary Hospitality Management, 10(3), 88-95.
  • Janssen, O. (2004). “The Barrier Effect of Conflict with Superiors in the Relationship between Employee Empowerment and Organizational Commitment”, Work & Stress, January/March, 18(1), 56-65.
  • Kirkman, B.L., & Rosen, B. (1999). Beyond Self-management: Antecedents and Consequences of Team Empowerment. Academy of Management Journal, 42(1), 58-74.
  • Meyer, J.P., & Allen, N.J. (1991). “A Three-Component Conceptualization of Organizational Commitment”, Human Resource Management Review, 1(1), 61-89.
  • Morales, H.N., Gonzalez, J.G., Mendoza, A.T. ve Lopez, G.R. (2014). “Empowerment As A Culture And A Strategy To Strengthen The Activities Of Research And Innovation: Proposal Of A Methodology”, European Scientific Journal, ESJ, 9(10).
  • Niehoff, B.P., Moorman, R.H., Blakely, G. ve Fuller, J. (2001). “The Influence of Empowerment and Job Enrichment on Employee Loyalty in a Downsizing Environment”, Group & Organization Management, 26(1), 93–113.
  • Randolph, W.A. (2000). “Re-thinking Empowerment:-Why is it so hard to achieve?”, Organizational Dynamics, 2(29), 94-107.
  • Raub, S., & Robert, C. (2013). “Empowerment, Organizational Commitment, and Voice Behavior in the Hospitality Industry: Evidence from a Multinational Sample”, Cornell Hospitality Quarterly, 54(2), 136-148.
  • Spreitzer, G.M. (1995). “Psychological Empowerment in The Workplace: Dimensions, Measurement, and Validation”, Academy of Management Journal, 38(5), 1442-1465.
  • Thomas, K.W., & Velthouse, B.A. (1990). “Cognitive Elements of Empowerment: An “Interpretive” Model of ıntrinsic Task Motivation”, Academy of Management Review, 15(4), 666-681.
  • O'Reilly, C.A., & Chatman, J. (1986). “Organizational Commitment and Psychological Attachment: The Effects of Compliance, Identification, and Internalization on Prosocial Behavior”, Journal of Applied Psychology, 71(3), 492-499.
  • Quinn, R.E., & Spreitzer, G.M. (1997). “The Road to Empowerment: Seven Questions Every Leader Should Consider”, Organizational Dynamics, 26(2), 37-49.
  • Wiener, Y. (1982). “Commitment in Organizations: A Normative View”, Academy of Management Review, 7(3), 418-428.
  • Wilkinson, A. (1998). “Empowerment: Theory and Practice”, Personnel Review, 27(1), 40-56.
Toplam 23 adet kaynakça vardır.

Ayrıntılar

Birincil Dil Türkçe
Konular İşletme
Bölüm Araştırma Makaleleri
Yazarlar

Ercan Oktay 0000-0003-2399-9411

Muhammet Ali Çelebi 0000-0003-3892-1879

Yayımlanma Tarihi 28 Şubat 2019
Gönderilme Tarihi 25 Aralık 2018
Yayımlandığı Sayı Yıl 2019 Cilt: 10 Sayı: 23

Kaynak Göster

APA Oktay, E., & Çelebi, M. A. (2019). ÖRGÜTSEL BAĞLILIK VE PERSONEL GÜÇLENDİRME İLİŞKİSİ: KARAMAN İLİ MERKEZİNDE BİR KAMU SEKTÖRÜNDE ARAŞTIRMA. Süleyman Demirel Üniversitesi Vizyoner Dergisi, 10(23), 1-14. https://doi.org/10.21076/vizyoner.502416

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