İnsan Kaynakları Yöneticilerinin Örgütsel Adalet Algıları Üzerine Ampirik Bir Çalışma

Örgütsel adalet algısının çalışanlar üzerindeki etkileri, literatürde araştırma konusudur. Bu çalışmada örgütsel adaletin boyutlarından prosedürel adalet, mahrumiyet ve etkileşim adaleti algılarının insan kaynakları yöneticileri üzerindeki etkileri araştırılmıştır. Farklı sektörlerde faaliyet gösteren işletmelerin personel ve insan kaynakları birimlerinde yapılan anket çalışması sonucunda elde edilen veriler istatistiksel olarak analiz edilmiştir. Elde edilen veriler üzerinde güvenilirlik, Pearson korelasyon ve Anova analizi gerçekleştirilmiştir. Araştırma verileri ile başlangıçta belirlenen modelin uyumlu olduğu (GFI = 0.79, NFI = 0.75, CFI = 0.87, TLI = 0.85 ve RMSEA = 0.084) AMOS Yapısal Eşitlik Modeli ile tespit edilmiştir. Katılımcıların işyerindeki pozisyonları ile örgütsel adaletin belirlenen üç boyutu karşılaştırılmış; üst yöneticilerin etkileşim ve prosedürel adalet algıların yüksek olduğu, orta düzey yöneticilerin ise mahrumiyet algılarının fazla olduğu tespit edilmiştir. Analiz sonucunda prosedürel adalet, mahrumiyet, etkileşim adaleti algılarının insan kaynakları ve personel yöneticileri üzerinde pozitif bir etkiye sahip olduğu bulgulanmıştır. Elde edilen bulgular, yöneticilerin etkileşim adaletine önem vermeleri gerektiği şeklinde yorumlanmıştır.

Anahtar Kelimeler:

Örgütsel adalet, prosedürel adalet, etkileşim adaleti, göreli mahrumiyet, adalet algısı

A Study of Analyzing The Influence of Organizational Justice Perception on Human Resource Managers’ Decisions

The effects of organizational justice perception on employees is a research object in the literature. Effects of organizational justice scales those are procedural justice, deprivation, interactional justice perceptions on human resource managers are investigated in this research. Survey study consequences data on human resource management and staff management units in operations be active in varied sectors processed to statistical comparison. Analyses executed with reliability, Pearson correlation, Anova analysis techniques. Participants’ job position and determined organizational justice three scale are compared. AMOS Structural Equation Model was used to compare the data of the study with the initial model (GFI = 0.79, NFI = 0.75, CFI = 0.87, TLI = 0.85 and RMSEA = 0.084). This research indicated that procedural justice, deprivation, interactional justice perceptions realise positive influence on human resource managers and staff managers. This research identified that senior managers have high perceptions about interactional and procedural justice, in case mid-level managers have high perceptions about deprivation perception. The other consequence is, managers have to put emphasis on interactional justice.

Keywords:

Organizational Justice, Procedural Justice, Interactional Justice, Relative Deprivation, Justice Perception,

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