THE EFFECT OF MANAGERS' POWER BASES ON EMPLOYEES' JOB SATISFACTION: A STUDY IN THE TEXTILE INDUSTRY

Bu araştırma tekstil sektöründe faaliyet gösteren işletmelerde görev yapan çeşitli kademelerdeki yöneticilerin kullandıkları güç kaynaklarının (Karizmatik güç ya da özdeşim gücü, ödüllendirme gücü, yasal güç, uzmanlık gücü ve zorlayıcı güç) çalışanların iş tatminleri üzerindeki etkisini belirlemek amacıyla yapılmıştır. İlişkisel modelde tasarlanan çalışma kolayda örnekleme yöntemine göre seçilmiş 27 tekstil işletmesindeki 400 çalışan üzerinde yürütülmüştür. Verilerin toplanmasında anket tekniğinden yararlanılmıştır. Verilerin analizi kapsamında güç kaynakları ile iş tatmini değişkenleri arasındaki ilişkinin miktarını belirlemek için korelasyon analizi ve güç kaynaklarının iş tatminini anlamlı bir şekilde yordayıp yordamadığını belirlemek için regresyon analizleri gerçekleştirilmiştir. Sonuçlar zorlayıcı güç dışındaki tüm güç kaynaklarının iş tatmini ile pozitif yönlü anlamlı bir ilişki içerisinde bulunduğunu ve sadece ödüllendirme gücünün çalışanların iş tatmini üzerinde anlamlı bir yordayıcı olduğunu göstermiştir

YÖNETİCİLERİN KULLANDIKLARI GÜÇ KAYNAKLARININ ÇALIŞANLARIN İŞTATMİNLERİ ÜZERİNDEKİ ETKİSİ: TEKSTİL SEKTÖRÜNDE BİR ARAŞTIRMA

This study was conducted to determine the effect of power bases (Charismatic or referent power, reward power, legitimate power, expert power and coercive power) used by managers of different levels in textile businesses on employees' job satisfaction. The study designed in relational model was carried out among 400 employees working in 27 textile enterprises which had been chosen according to convenience sampling method. Survey technique was utilized to collect data. Within the scope of data analysis, correlation analysis was used to determine the relationship between power bases and job satisfaction variables; and regression analysis was used to determine whether power bases predict job satisfaction significantly. Results show that, all power bases except coercive power were positively and significantly related to job satisfaction, and only reward power predicted employees' job satisfaction significantly

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