Procedural Fairness And Communication Satisfaction As Factors In Mission Attachment Of Employees: An Applied Research In A Motorcycle Firm

Bu makale, işgörenlerin örgütsel misyon bağlılığı ile iletişim tatmini ve işlem adaleti algılamaları arasındaki ilişkinin bir motosiklet işletmesinde yapılan uygulama ile ortaya konmasını konu edinmektedir. Araştırmada amaca ve içeriğe uygun olarak hazırlanmış bir anket çalışması kullanılmıştır. Araştırmada toplam 106 adet anket kullanılırken, anketlerin geri dönüşüm oranı % 81.5 olarak gerçekleşmiştir. Araştırma sonuçları işgörenlerin örgütsel misyon bağlılığı ile iletişim tatminleri arasında pozitif ve çok güçlü bir ilişki olduğu gerçeğini ortaya koymaktadır. Aynı şekilde işgörenlerin örgütsel misyon bağlılığı ile işlem adaleti algılamaları arasında da poztif yönlü bir ilişki oldğu araştırmada belirlenmiştir. Araştırma sonuçları örgütsel misyon bağlılığındaki değişimin % 53.7’sinin iletişim tatmini, işlem adaleti algılamaları ile cinsiyet ve toplam çalışma süresi değişkenlerine bağlı olduğunu göstermektedir. Örgütsel misyon bağlılığı üzerindeki en büyük etkiye iletişim tatmini değişkeninin sahip olduğu ve bunu işlem adaleti algılamaları değişkeninin takip ettiği de araştırmanın bir diğer sonucudur. İşgörenlerin örgütsel misyon bağlılığının iletişim tatmini ve işlem adaleti algılamalarının desteklenmesi ile artırılabileceği de araştırmanın temel sonucu olarak öne çıkmaktadır

Anahtar Kelimeler:

xx

Procedural Fairness And Communication Satisfaction As Factors In Mission Attachment Of Employees: An Applied Research In A Motorcycle Firm

This paper is a report of a study exploring the relationship between employee mission attachment and the variables of communication satisfaction and procedural fairness by an applied research in a motorcycle firm A survey questionnaire was designed and used in this study A total of 106 completed questionnaires were returned representing a response rate of 81 5 The study results indicate that there was a positive and strong relationship between employees’ mission attachment and communication satisfaction And also there was a positive relationship between employees’ perceptions for procedural fairness and their mission attachments About 53 7 of the variance in mission attachment could be explained by the set of independent variables including communication satisfaction procedural fairness gender and tenure Communication satisfaction had the strongest impact on mission attachment and followed by job satisfaction As a result employees’ mission attachment could be increased through promoting employees’ communication satisfaction and procedural fairness perceptions

PDF

___

Ackoff, R. (1987), “Mission Statements”, Planning Review, 15 (4), 30-31.
Bailey, J.A. (1996), “Measuring your mission”, Management Accounting, 44 (3), 44-47.
Bart, C.K. and Baetz, M.C. (1998), “The Relationship Between Mission Statements and Firm Performance: An Exploratory Study”, Journal of Management Studies, 35 (6), 823-853.
Bartels, J., Pruyn, A., Jong, M., and Joustra, I. (2007), “Multiple organizational identification levels and the impact of perceived external prestige and communication climate”, Journal of Organizational Behavior, 28: 173-190.
Bartkus, B., Glasman, M., and McAfee, R. B. (2000), “Mission Statements: Are They Smoke and Mirrors?”, Business Horizons (November-December), 23-28.
Bartkus, B., Glasman, M., and McAfee, R. B. (2002), “Do Large European, US and Japanese Firms Use Their Web Sites To Communicate Their Mission?”, European Management Journal, 20: 423-429.
Bartkus, B., Glasman, M., and McAfee, R. B. (2006), “Mission Statement Quality and Financial Performance”, European Management Journal, 24 (1), 86-94.
Brown, W.A and Yoshioka, C.F. (2003), “Mission Attachment and Satisfaction in Employee Retention”, Nonprofit Management and Leadership, 14 (1): 5-18.
Bush, J. B. and Frohman, A. L. (1991), “Communication in a Network Organization”, Organizational Dynamics, Vol. 20: 23-35.
Campbell, A. (1997), “Mission Statements”, Long Range Planning, 30 (6), 931-932.
Campbell, A. and Yeung, S. (1991), “Creating a sense of mission”, Long Range Planning, 24 (4), 10-20.
Cohen, C.Y., and Spector, P.E. (2001), “The role of justice in organizations: A meta-analysis”, Organizational Behavior & Human Decision Processes, 86: 278-321.
Daft (1991), Management, The Dryden Press International Edition, 2.nd Edition, Chicago.
Disanza, J.R., and Bullis, C. (1999), “Everybody identifies with Smokey the Bear”, Management Communication Quarterly, 12: 347-399.
Dogan, H. (2008), “ An exploratory study for the determinants of employee mission attachment; An evidence from Turkish employees”, First International Conference on Management and Economics, Epoka University-Tirana, 1: 309-332.
Eisenberg, E., Monge P.R., and Miller, K.L. (1983), “Involvement in Communication Networks as a Predictor of Organizational Commitment”, Human Communication Research, 10: 179-201.
Elovainio, M., Kivimaki, M., and Vahtera, J.(2002), “Organizational justice: Evidence of a new psychosocial predictor of health”, American Journal of Public Health, 92: 105-108.
Elovainio, M., Leino-Arjas, P., Vahtera, J., and Kivimaki, M., (2006), “Justice at work and cardiovascular mortality: A prospective cohort study, Journal of Psychosomatic Research, 61: 271-274.
Erdogan, B. (2002), “Antecedents and consequences of justice perceptions in performance appraisals, Human Resource Management Review, 12: 555-578.
Erdogan, B., and Liden, R.C. (2006), “Collectivism as a moderator of responses to organizational justice: Implications for leader-member exchange and integration”, Journal of Organizational Behavior, 27: 1-17.
Fairhurst, G.T. (1993), “Echoes of the vision: When the rest of the organization talks Total Quality”, Management Communication Quarterly, 6: 331-371.
Fassina, N.E., Jones, D.A., and Uggerslev, K.L. (2008), “Meta-analytic tests of relationships between organizational justice and citizebship behavior: testing agent-system and shared-variance models”, Journal of Organizational Behavior, 29: 805-828.
Feldner, S. B. (2006), “Living Our Mission: A Study of University Mission Building”, Communivation Studies, 57 (1): 67-85.
Feldner, S.B. (2006), “Living Our Mission: A Study of University Mission Building”, Communication Studies, 57 (1): 67-85.
Folger, R., and Konovsky, M.A. (1989), “Effects of procedural and distributive justice reactions to pay raise decisions”, Academy of Management Journal, 32: 115-130.
Greenberg, J. (1990), “Organizational justice: Yesterday, today, tomorrow”, Journal of Management, 16: 399-432.
Heponiemi, T., Elovainio, M., Laine, J., Pekkarinen, L., Eccles, M., Noro, A., Soveri, F.H., and Sinervo, T. (2007), “Productivity and Employees’ Organizational Justice Perceptions in Long-Term Care for the Elderly”, Research in Nursing & Health, 30: 498-507.
Hooff, B.V., and Weenen, F.L. (2004), “Committed to Share: Commitment and CMC Use as Antecedents of Knowledge Sharing”, Knowledge and Process Management, Vol. 11 (1): 13-24.
Ireland, R. and Hitt, M. (1992), “Mission Statements: Importance, challenge and recommendations for development”, Business Horizons, 35 (3), 34-43.
Katz, D., and Kahn, R.L. (1972), The Social Psychology of Organizations, 2.nd Edition, Wiley: New York.
King, W., Lahiff, J., and Hatfield, J. (1988), “A discrepancy theory of the relationship between communication and job satisfaction, Communication Research Reports, 5: 36-43.
Kivimaki, M., Elovainio, M., Vahtera, J., and Ferrie, J.E. (2003), “Organizational Justice and health of employees: Prospective cohort study”, Occupational and Environmental Medicine, 60: 27-34.
Krohe, J. J. (1995), “Do you really need a mission statement?”, Across The Board, 32 (7): 16-22.
Lavelle, J.J., Brockner, J., Konovsky, M.A., Price, K.H., Henley, A.B., Taneja, A., and Vinekar, V. (2008), “Commitment, procedural fairness, and organizational citizenship behavior: a multifoci analysis”, Journal of Organizational Behavior, published online in Wiley Interscience.
Lawler, E. E. (1989), “With HR Help, All Managers Can Practice High-Involvement Management”, Personnel, April: 26-31.
London, M. and Wohlers, A. (1991), “Agreement between subordinate and self-ratings on upward feedback”, Personnel Psycholoy, 44: 375-390.
Magill, S.L., Johnson, S.D., Barker, M.R., and Bracker, S.J. (1996), “The bottom-up mission process in professional service organizations: a case study”, Strategic Change, Vol. 5: 63-73.
Martinson, B.C., Anderson, M.S., Crain, A.L., and De Vries, R. (2006), “Scientists’ perceptions of organizational justice and self-reported misbehaviors”, Journal of Empirical Research and Human Research Ethics, 1: 51-66.
Mason, D.E. (1996), Leading and Managing the Expressive Dimension: Harnessing the Hidden Power Source of the Nonprofit Sector, San Francisco: Jossey-Bass.
Masterson, S.S., Lewis, K., Goldman, B.M., and Taylor, M.S. (2000), “Integrating justice and social exchange: the differing effects of fair procedures and treatment on work relationships”, Academy of Management Journal, 43: 738-748.
McFarlin, D.B., and Sweeney, P.D. (1992), “Distributive and procedural justice as predictors of satisfaction with personal and organizational outcomes”, Academy of Management Journal, 36: 626-637.
O’Reilly, C.A., and Caldwell, D.F. (1979), “Informational Influence as a Determinant of Perceived Task Characteristics and Job Satisfaction”, Journal of Applied Psychology, 64: 157-165.
Piercy, N.F. and Morgan, N.A. (1994), “Mission Analysis: an operational approach”, Journal of General Management, 19 (3), 1-19.
Poulin, J.E. (1994), “Job task and organizational predicators of social worker job satisfaction change: A panel study”, Administration in Social Work, 18 (1), 21-39.
Putti, J.M., Aryee, S., and Phua, J. (1990), “Communication relationship satisfaction and organizational commitment”, Group and Organization Studies, 15 (1): 44-52.
Reilly, R., Smither, J. and Vasilopoulous, N. (1996), “A longitudinal study of upward feedback”, Personnel Psychology, 49: 599-612.
Riordan, C.M., and Weatherly, E.W. (1999), “Defining and measuring employee’s identification with their work groups”, Educational and Psychological Measurement, 59: 310-324.
Rodwell, J. J, Kienzle, R., and Shadur, M. A. (1998), “The Relationships Among Work-Related Perceptions, Employee Attitudes, and Employee Performance: The Integral Role of Communication”, Human Resource Management, Vol. 37 (3-4): 277-293.
Scarbrough, H.(1999), “Knowledge as work: conflicts in the management of knowledge workers”, Technology Analysis and Strategic Management, 11: 5-16.
Scott, C.R. (1997), “Identification with multiple targets in a geographically dispersed organization”, Management Communication Quarterly, 10: 491-522.
Sidhu, J. (2003), “Mission Statements: Is it time to Shelve Them?”, European Management Journal, 21 (4), 439-446.
Smith, M., Heady, R.B., Carson, P.P., and Carson, K.D. (2001), “Do Missions Accomplish Their Missions? An Exploratory Analysis of Mission Statement Content and Organizational Longevity”, Journal of Applied Management and Entrepeneurship, 6, 75-96.
Spenser, B.S. (1994), “Models of organization and total quality management: A comparison and critical evaluation”, Academy of Management Review, 19 (3): 446-472.
Strong, C. (1997), “The question we continue to ask: How do organizations define their mission”, Journal of Marketing Practice, 3, 268-283.
Tourish, D. and Robson, P. (2006), “Sensemaking and the Distortion of Critical Upward Communication in Organizations”, Journal of Management Studies, 43: 711-730
Vandijck, D., Desmidt, S. and Buelens, M. (2007), “Relevance of mission statements in Flemish not-for-profit healthcare organizations”, Journal of Nursing Management, 15, 131-141.
Varona, F. (1996), “Relationship between communication satisfaction and organizational commitment in three Guatemalan organizations, Journal of Business Communication, 33 (2): 111-140.
Wagner, J.A. (1994), “Participation’s effects on performance and satisfaction: A reconsideration of research evidence”, Academy of Management Review, 19 (2): 312-330.
Whetstone, J.T. (2005), “A framework for organizational virtue: the interelationship of mission, culture and leadership”, Business Ethics: A European Review, October, 367-378.
Woodrow, J. (2006), “Institutional Mission: The Soul of Christian Higher Education”, Christian Higher Education, 5, 313-327.