Zafer ADIGÜZEL, Himmet KARADAL, Mehmet Faruk OZÇINAR

Otoriter Liderliğin Üretim Sektöründe Bulunan Çalışanlar Üzerindeki Etkisinin İncelenmesi

Yönetim anlayışında meydana gelen yeni değişim ve gelişimler, rekabet ortamında kurumların çalışanodaklı örgüt yapılarına dönüşümlerinde en önemli faktörlerden biri olarak karşımıza çıkmaktadır. Çalışanodaklı yönetim anlayışı sayesinde, çalışanların performanslarında olumlu yönde gelişmeler olabilmektedir.Araştırmacılar, Kişilik ve iş performansı arasındaki bağlantıyı teorik olarak tanımlarken, temel eğilimlerdeki(ör. Kişilik özelliklerinin) ifadeleri karakteristik uyarlamalar olarak gördüklerini ve bu adaptasyonlarınperformansı doğrudan etkilediğini savunmaktadırlar. Kurumların bulundukları sektörde ve/veya pazardarakiplerden geriye düşmelerinin en önemli sebeplerden biri, süreç yönetimiyle ilgili belirledikleriprosedürlerin işgörenler tarafından doğru olarak yapılmadığı ya da insan kaynakları yönetiminden kaynaklıproblemlerin olduğu gerçeği bulunmaktadır. Sürdürülebilirlilik açısından, rakiplerin karşısında başarılı olmakiçin kurumların insan kaynakları yönetmi anlayışına önem vermesi gerekmektedir. Özellikle işini bilençalışanlarla, yaptığı işi tam olarak yerine getiremeyen çalışanların rekabet yarışında kurumları dezavantajlıbir konuma getirmektedirler. Burada devreye lider-çalışan arasındaki iletişimin derecesi girmektedir.Liderler, başkaları ile empati kuramadıklarında, duygusal açıdan birbirlerinden bağımsız ve kişilerarasıpragmatik bir stil oluşturmaya eğilimli oldukları ortaya çıkmaktadır. Bu nedenle, Çalışmada, Otoriterliderliğin, iş görenlerin kural çiğneme ve işe katılım değişkenleriyle ilişkisi ve stratejik insan kaynaklarıyönetiminin (SİKY) bu değişkenlere ara değişken etkisi açısından önemine değinilmektedir. Araştırmamodeli kapsamında incelenen değişkenlerin analiz edilmesi amacıyla üretim sektöründe faaliyet gösterenfirmalarda çalışan 350 beyaz yakalıdan anketler toplanmıştır. Anketlerde belirtilen değişkenleri temsil edenölçeklerin analiz edilmesinde SPSS 25 programı kullanılmıştır. Öncelikle faktör analizi yapılarak ölçeklerindeğişkenleri temsil edip etmediği kontrol edildikten sonra güvenirlilik analizi yapılmıştır. Değişkenlerarasındaki ilişkilerin birebir etkilerinin analiz edilmesinde korelasyon analizi, hipotezlerin test edilmesinderegresyon analizi yapılmıştır. Analizler sonucunda, çalışanların yönetim tarafından belirlenen kurallarıçiğnemesinde otoriter liderliğin etkili olduğu ve çalışanları iş’den soğutan bir liderlik tarzı olduğuaçıklanabilmektedir. Kural çiğnemenin ortadan kalktığı ve iş’e katılım seviyesinin yükselmesinde stratejikinsan kaynakları yönetiminin önemi analizler sonucunda ortaya çıkmaktadır.

Examination of the Effects of Authoritarian Leadership on Employees in Production Sector

Rapid changes and competitive environment of today's business world cause accelerated implementation of management approaches focused on the employee performances, which affect the attitudes and behaviours of the employees within the organizational structure. The researchers theoretically define the link between personality and work performance and argue that expressions of basic tendencies (i.e. personality traits) represent particular characteristics which directly affect the performance. One of the most important reasons why companies fall back from their competitors in the sector and/or market is the fact that the procedures they determine about process management are not performed correctly by employees or there are problems arising from human resources management. It appears that when the leaders cannot empathize with others, they tend to create an emotionally independent and interpersonal pragmatic style. Therefore, in this study, the relationship between the variables of authoritarian leadership and employees’ tendency to violate rules and work participation has been examined and the effect of strategic human resource management (SHRM) on these variables as an mediation variable has been discussed. The survey of this study was conducted on the 350 white-collar employees of 5 high-performance companies in the production sector in Turkey. The data obtained from the questionnaires were analysed with SPSS 25 statistical software. Firstly, the factor analysis was conducted to check whether the scales represented the variables and then the reliability analysis was performed. Correlation analysis was used to analyze the effects of the relationships between variables and regression analysis was used to test hypotheses. As a result, it was determined that the authoritarian leadership had an effect on the rule violation tendencies of the employees and decreased the level of work participation. It has also been revealed that the mediation variable effect of strategic human resource management increase the level of work participation and decrease the level of rule violation.

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Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of managerial psychology, 21(7), 600-619. https://doi.org/10.1108/02683940610690169
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Salanova, M., Agut, S., & Peiró, J. M. (2005). Linking organizational resources and work engagement to employee performance and customer loyalty: the mediation of service climate. Journal of applied Psychology, 90(6), 1217. https://doi.org/10.1037/0021- 9010.90.6.1217
Schaubroeck, J. M., Shen, Y., & Chong, S. (2017). A dual-stage moderated mediation model linking authoritarian leadership to follower outcomes. Journal of Applied Psychology, 102(2), 203. https://doi.org/10.1037/apl0000165
Schaufeli, W. B., Bakker, A. B., & Salanova, M. (2006). The measurement of work engagement with a short questionnaire: A cross-national study. Educational and psychological measurement, 66(4), 701-716. https://doi.org/10.1177/0013164405282471
Schaufeli, W. B., Martinez, I. M., Pinto, A. M., Salanova, M., & Bakker, A. B. (2002). Burnout and engagement in university students: A cross-national study. Journal of cross-cultural psychology, 33(5), 464-481. https://doi.org/10.1177/0022022102033005003
Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker, A. B. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness studies, 3(1), 71-92. https://doi.org/10.1023/a:1015630930326
Schuler, R. S., & Jackson, S. E. (1987). Linking competitive strategies with human resource management practices. Academy of Management Perspectives, 1(3), 207-219. https://doi.org/10.5465/ame.1987.4275740
Schulz, M. (2003). Impermanent institutionalization: The duration dependence of organizational rule changes. Industrial and Corporate Change, 12(5), 1077-1098. https://doi.org/10.1093/icc/12.5.1077
Shaw, M. E. (1955). A comparison of two types of leadership in various communication nets. The Journal of Abnormal and Social Psychology, 50(1), 127. https://doi.org/10.1037/h0041129
Spreitzer, G. M., & Sonenshein, S. (2003). Positive deviance and extraordinary organizing. Positive organizational scholarship, 207, 224.
Tavşancıl, E. (2002). Tutumların ölçülmesi ve SPSS ile veri analizi. Nobel Yayıncılık, Ankara.

ISSN: 2667-5617
Yayın Aralığı: Yılda 6 Sayı
Başlangıç: 2006
Yayıncı: ASOS Eğitim Bilişim Danışmanlık Otomasyon Yayıncılık Reklam Sanayi ve Ticaret LTD ŞTİ