Söz ve Eylem Arasında: Örgütsel İkiyüzlülük, Öğretmen Sessizliği ve Bağlılık Arasındaki İlişkiyi Anlamak

Öz

Bu çalışmanın amacı, lise öğretmenlerinin algılarına okul yöneticilerini ikiyüzlü davranışları ile öğretmenlerin örgütsel sessizlik ve örgütsel bağlılıkları arasındaki ilişkiyi incelemektir. Daha da önemlisi, bu çalışma algılanan örgütsel ikiyüzlülük ile çalışan sessizliği arasındaki ilişkide örgütsel bağlılığın aracılık rolünü incelemektedir. Araştırma nicel araştırma yöntemlerinden ilişkisel tarama modeli yürütülmüştür. Araştırmanın evrenini Siirt ili ve ilçelerindeki liselerde görev yapan merkezi 412 öğretmen oluşturmaktadır. Araştırma kapsamında veri toplama aracı olarak kişisel bilgi formu, ikiyüzlülük ölçeği, örgütsel sessizlik ve örgütsel bağlılık ölçekleri kullanılmıştır. Ölçeklerin yapı geçerliliğini değerlendirmek için doğrulayıcı faktör analizleri kullanılmıştır. Araştırma Hipotezlerini test etmek amacıyla Pearson korelasyon analizi ve yapısal eşitlik modellemesi (YEM) kullanılmıştır. Araştırma sonuçları, Korelasyon sonuçları tüm değişkenler arasında anlamlı ilişkiler olduğunu ortaya koymaktadır. Analiz sonuçları, örgütsel sessizlik ile örgütsel bağlılıkla arasında negatif ve ikiyüzlülük ile pozitif yönde ilişikli olduğunu ortaya koymaktadır. Ayrıca, ikiyüzlülük ile örgütsel bağlılık arasında güçlü ve negatif bir ilişki saptanmıştır. Yapılan, yapısal eşitlik modellemesi analizi, okul yöneticilerinin söylem ve edimleri arasındaki uyumsuzluğun öğretmenlerin sessizliğini ve örgütsel bağlılığı önemli ölçüde etkilediğini göstermiştir. Bu sonuçlar, örgütsel ikiyüzlülüğün öğretme ve öğrenme sonuçları üzerindeki zararlı etkisini vurgulayarak, uygulayıcılar için değerli bilgiler sunmaktadır. Bu bulgulara dayanarak, okul yöneticilerine okul üyeleri arasında ikiyüzlülüğün yayılmasını önlemek için çeşitli önerilerde bulunulmuştur.

Anahtar Kelimeler

• okul liderliği
• okul uyumsuzluğu
• öğretmen eşsizliği
• bağlılık

Between Words and Actions: Understanding the Relationship Between Organizational Hypocrisy, Teacher Silence, and Commitment

Öz

The aim of this study is to examine the relationship between high school teachers' perceptions of school principals' hypocritical behavior and, teachers' organizational silence and organizational commitment. More importantly this study examines the mediating role of organizational commitment in the relationship between perceived organizational hypocrisy and employee silence. The research was conducted using the correlational survey design, one of the quantitative research methods. The population of the study consisted of 412 teachers working in high schools in Siirt province and its districts. Data collection tools used in the study included a demographic form, a hypocrisy scale, and scales measuring organizational silence and organizational commitment. Confirmatory factor analyses were used to evaluate the construct validity of the scales. Pearson correlation analysis and structural equation modeling (SEM) were used to test the research hypotheses. The research results reveal that the correlation results indicate significant relationships among all variables. The analysis results reveal that organizational silence is negatively related to organizational commitment and positively related to hypocrisy. Furthermore, a strong and negative relationship was found between hypocrisy and organizational commitment. The structural equation modeling analysis conducted showed that the inconsistency between school administrators' discourse and actions significantly affected teachers' silence and organizational commitment. These findings emphasize the harmful effect of organizational hypocrisy on teaching and learning outcomes, providing valuable information for practitioners. Based on these findings, various recommendations have been made to school administrators to prevent the spread of hypocrisy among school members.

Anahtar Kelimeler

• Hypocrisy
• school leadership
• school dissonance
• teacher silence
• commitment

Destekleyen Kurum

This research has not been funded by any organization.

Etik Beyan

This study was conducted with the approval decision taken at the Ethics Committee for Educational Sciences (Protocol No. 704) of Siirt niversity, dated 07.12.2023.

Kaynakça

1. Ağalday, B. (2022). The role of workplace spirituality in reducing organizational hypocrisy in schools. International Journal of Psychology and Educational Studies, 9(2), 390-404. https://doi.org/ 0000-0003-0128-5055
2. Bastug, G. Yitmaz, T. Duyan, M. & Guel, I.(2016). Organizational silence in sports employees. Journal of Education and Learning, 5(4), 126-132. doi:10.5539/jel.v5n4p126
3. Berkovich, I., & Eyal, O. (2017). Emotional reframing as a mediator of the relationships between transformational school leadership and teachers’ motivation and commitment. Journal of Educational Administration. DOI 10.1108/JEA-07-2016-0072
4. Bentein, K., Vandenberghe, C., Vandenberg, R. J., & Stinglhamber, F. (2005). The role of change in the relationship between commitment and turnover: A latent growth modeling approach. Journal of Applied Psychology, 90(3), 468–482. https://doi.org/10.1037/0021-9010.90.3.468
5. Blasé, J., & Blasé, J. (2000). Effective instructional leadership: Teachers’ perspectives on how principals promote teaching and learning in schools. Journal of Educational Administration. https://doi.org/10.1108/09578230010320082
6. Brunsson, N. (1986). Organizational hypocrisy: Talk, decisions and actions in organizations. Administrative Science Quarterly, 30(3), 365–382. https://doi.org/10.2307/2392830
7. Cho, C. H., Laine, M., Roberts, R. W., & Rodrigue, M. (2015). Organized hypocrisy, organizational façades, and sustainability reporting. Accounting, Organizations and Society, 40, 78–94. https://doi.org/10.1016/j.aos.2014.12.003
8. Christensen, L. T., Morsing, M., & Thyssen, O. (2013). CSR as aspirational talk. Organization, 20(3), 372-393. https://doi.org/10.1177/1350508413477817

9. Courand, J., & Kromann, J. (2011). Organizational hypocrisy in practice: An ethnographic study of a Danish medical organization. Journal of Organizational Change Management, 24(2), 240–250. https://doi.org/10.1108/09534811111119796
10. Çayak, S. (2021). The mediating role of organizational hypocrisy in the relationship between organizational silence and organizational rumor: a study on educational organizations. International Journal of Psychology and Educational Studies, 8(2), 1-13 https://dx.doi.org/10.52380/ijpes.2021.8.2.177.
11. Çınar, O., Karcıoğlu, F., & Alioğulları, Z. D. (2013). The relationship between organizational silence and organizational citizenship behavior: a survey study in the province of Erzurum, Turkey. Procedia-Social and Behavioral Sciences, 99, 314-321. doi: 10.1016/ j. sbspro. 2013.10.499
12. Day, C., Sammons, P., & Gorgen, K. (2020). Successful school leadership. United Kingdom.
13. Dee, J. R., Henkin, A. B., & Singleton, C. A. (2006). Organizational commitment of teachers in urban schools: Examining the effects of team structures. Urban Education, 41(6), 603-627. https://doi.org/10.1177/0042085906292
14. Dou, D., Devos, G., & Valcke, M. (2017). The relationships between school autonomy gap, principal leadership, teachers’ job satisfaction and organizational commitment. Educational Management Administration & Leadership, 45(6), 959–977. https://doi.org/10.1177/1741143216653975
15. Ergün, H., & Çelik, K. (2019). Örgütsel bağlilik ölçeği Türkçe uyarlamasi. Pamukkale University Journal of Social Sciences Institute. https://doi.org/10.30794/pausbed.409781
16. Greenbaum, R. L., Mawritz, M. B., & Piccolo, R. F. (2015). When leaders fail to “walk the talk” supervisor undermining and perceptions of leader hypocrisy. Journal of Management, 41(3), 929-956. https://doi.org/10.1177/014920631244238
17. Hirokawa, R. Y., & Miyahara, A. (1986). A comparison of influence strategies utilized by managers in American and Japanese organizations. Communication Quarterly, 34(3), 250-265. https://doi.org/10.1080/01463378609369639
18. Harlos, K. P., & Pinder, C. C. (2000). Emotion and injustice in the workplace. In N. M. Ashkanasy, C. E. J. Härtel, & W. J. Zerbe (Eds.), Emotion in Organizations.
19. Kahveci, G., & Demirtaş, Z. (2013). ÖĞRETMENLER İÇİN ÖRGÜTSEL SESSİZLİK ÖLÇEĞİ GELİŞTİRME ÇALIŞMASI. Elektronik sosyal bilimler Dergisi, 12(43).
20. Katz, D. (1994). The motivational basis of organizational behavior. In S. B. Bacharach (Ed.), Perspectives in organizational sociology: Theory and research (pp. 75–80). JAI Press.
21. Kılıçoğlu, G. (2017). Organizational hypocrisy and integrity in Turkish context: A theoretical analysis. Educational Administration: Theory and Practice, 23(3), 465-504.
22. Kılıçoğlu, G., & Hammersley-Fletcher, L. (2020). Leadership and hypocrisy in education: The effects of inconsistent communication and behaviour in schools. International Journal of Leadership in Education, 23(6), 721–739. https://doi.org/10.1080/13603124.2019.1580779
23. Kılıçoğlu, G., Kılıçoğlu, D. Y., & Karadağ, E. (2019). Do schools fail to “walk their talk”? Development and validation of a scale measuring organizational hypocrisy. Leadership and Policy in Schools, 18(1), 52-82. https://doi.org/10.1080/15700763.2017.1371762
24. Kılıçoğlu, G., & Yılmaz Kılıçoğlu, D. (2019). Understanding organizational hypocrisy in schools: the relationships between organizational legitimacy, ethical leadership, organizational hypocrisy and work-related outcomes. International Journal of Leadership in Education, 24(1), 24–56..
25. Knoll, M., & van Dick, R. (2013). Do I hear the whistle…? A first attempt to measure four forms of employee silence and their correlates. Journal of Business Ethics, 113(2), 349–362. https://doi.org/10.1007/s10551-012-1308-4
26. Little, T. D., Card, N. A., Bovaird, J. A., Preacher, K. J., & Crandall, C. S. (2007). Structural equation modeling of mediation and moderation with contextual factors. Modeling contextual effects in longitudinal studies, 1, 207-230.
27. Lv, L., Zhou, W., & Yu, J. J. (2024). Morality or hypocrisy: The effect of hotel sustainability labels varies across different online review valence. International Journal of Hospitality Management, 122, 103838. https://doi.org/10.1016/j.ijhm.2024.103838
28. Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61–89. https://doi.org/10.1016/1053-4822(91)90011-Z
29. Milliken, F. J., Morrison, E. W., & Hewlin, P. F. (2003). An exploratory study of employee silence: Issues that employees don’t communicate upward and why. Journal of Management Studies, 40(6), 1453–1476. https://doi.org/10.1111/1467-6486.00387
30. Morrison, E. W., & Milliken, F. J. (2000). Organizational silence: A barrier to change and development in a pluralistic world. Academy of Management Review, 25(4), 706–725. https://doi.org/10.5465/amr.2000.3707697
31. Morrison, E. W. (2011). Employee voice behavior: Integration and directions for future research. Academy of Management Annals, 5(1), 373–412. https://doi.org/10.5465/19416520.2011.574506
32. Nartgün, Ş. S., & Kartal, V. (2013). Öğretmenlerin örgütsel sinizm ve örgütsel sessizlik hakkındaki görüşleri. Bartın Üniversitesi Eğitim Fakültesi Dergisi, 2(2), 47-67. doi number: 10.14686/201321980
33. Özdemir, M., Ertaş, B. D., Şahin, G., Çetin, O. U., & Kır, S. (2024). Collective teacher efficacy and turnover intentions in Turkish high schools: Mediating role of organizational commitment. Kocaeli Üniversitesi Eğitim Dergisi, 7(1), 386-407.
34. Park, C., & Keil, M. (2009). Organizational silence and whistle-blowing on IT projects: An Park, C., & Keil, M. (2009). Organizational silence and whistle‐blowing on IT projects: An integrated model. Decision Sciences, 40(4), 901-918. https://doi.org/10.1111/j.1540-5915.2009.00255.x
35. Patelli, L., & Pedrini, M. (2015). Is hypocrisy sustainable? An empirical investigation of CSR communication and practices. Journal of Business Ethics, 126(2), 251–265. https://doi.org/10.1007/s10551-013-1945-2
36. Penley, L. E., & Gould, S. (1988). Etzioni's model of organizational involvement: A perspective for understanding commitment to organizations. Journal of organizational Behavior, 9(1), 43-59. https://doi.org/10.1002/job.4030090105
37. Podsakoff, P. M., MacKenzie, S. B., & Podsakoff, N. P. (2012). Sources of method bias in social science research and recommendations on how to control it. Annual review of psychology, 63, 539-569. https://doi.org/10.1146/annurev-psych-120710-100452
38. Radosavljevic, Z., Djordjevic, D., & Boskovic, A. (2017). Corporate social responsibility and organizational commitment: Evidence from Serbia. Management: Journal of Sustainable Business and Management Solutions in Emerging Economies, 22(1), 31–40. https://doi.org/10.7595/management.fon.2017.0003
39. Rhee, J., Dedahanov, A., & Lee, D. (2014). Relationships among power distance, collectivism, punishment, and acquiescent, defensive, or prosocial silence. Social Behavior and Personality: an international journal, 42(5), 705-720.
40. Schleicher, A. (2020). Teaching and Learning International Survey (TALIS) 2018.
41. Simons, T. (2002). Behavioral integrity: The perceived alignment between managers’ words and deeds as a research focus. Organization Science, 13(1), 18–35. https://doi.org/10.1287/orsc.13.1.18.543
42. Snelson-Powell, A., Grosvold, J., & Millington, A. (2019). Business school legitimacy and the challenge of sustainability: A fuzzy set analysis of institutional decoupling. Academy of Management Learning & Education, 15(4), 703–723. https://doi.org/10.5465/amle.2014.0036
43. Taherdoost, H. (2016). Sampling methods in research methodology; how to choose a sampling technique for research. International Journal of Academic Research in Management (IJARM), 5(2), 18–27
44. Tangirala, S., & Ramanujam, R. (2008). Employee silence on critical work issues: The cross level effects of procedural justice climate. Personnel Psychology, 61(1), 37–68. https://doi.org/10.1111/j.1744-6570.2008.00105.x
45. Tschannen-Moran, M., Parish, J., & Dipaola, M. (2006). School climate: The interplay between interpersonal relationships and student achievement. Journal of School Leadership, 16(4), 386-415. https://doi.org/10.1177/105268460601600402
46. Wang, Y., Xie, Y., Liu, M., Guo, Y., & He, D. (2024). Silent majority: How employees’ perceptions of corporate hypocrisy are related to their silence. Journal of Business Ethics, 195(2), 315-334.
47. Winkler, I. (2020). Organizational hypocrisy: A review and research agenda. International Journal of Management Reviews, 22(2), 287–305. https://doi.org/10.1111/ijmr.12221
48. Yao, J. H., Xiang, X. T., & Shen, L. (2024). The impact of teachers’ organizational silence on job performance: A serial mediation effect of psychological empowerment and organizational affective commitment. Asia Pacific Journal of Education, 44(2), 355-373.