Publication: The role of individual and organizational factors in the relationship between the impostor phenomenon and quiet quitting
Abstract
Bu çalışma, sahtekarlık fenomeninin sessiz istifa üzerindeki etkisini bireysel ve örgütsel faktörler aracılığıyla incelemeyi amaçlayarak literatürdeki bir boşluğu doldurmaktadır. Sahtekarlık fenomeni bireylerin kendi yetkinliklerini sorgulaması, başarılarını yetenek gibi içsel faktörlere değil, şans gibi dışsal faktörlere atfetmeleridir. Sessiz istifa ise; çalışanların sadece iş tanımında yazanları yapması, ekstra rol davranışı sergilememeleridir. Literatürde iki kavram arasındaki ilişkiyi inceleyen araştırma bulunamamıştır. Bu doğrultuda, literatürde kavramların her biriyle ayrı ayrı ilişkilendirilen tükenmişlik, algılanan örgütsel destek ve lider-üye etkileşimi ile hipotezler geliştirilmiştir. Örneklem 255 beyaz yaka çalışandan oluşturmaktadır. Araştırma sonucunda 3 anlamlı sonuca ulaşılmıştır. İlki, sahtekarlık fenomeninin çalışanların tükenmişlik seviyelerini artırdığıdır. İkincisi, tükenmişliğin sessiz istifaya yordadığıdır. Üçüncüsü ise, sahtekarlık fenomeninin çalışanların sessiz istifa eğilimlerini artırdığıdır. Ancak, tükenmişliğin aracı rolü ile algılanan örgütsel destek ve lider-üye etkileşiminin düzenleyici rolleri anlamlı çıkmamıştır. Çalışmanın teorik katkısı, sahtekârlık fenomeni ile sessiz istifanın ilk kez aynı kuramsal çerçevede ele alınmasıdır. Bütünsel model aracılığıyla sahtekarlık fenomeninin örgütsel algıları etkilediği sonucuna varılmıştır. Çünkü sahtekarlık fenomeni özellikle kolektivist kültürlerde ve güç mesafesinin yüksek olduğu örgütlerde iş yerinde desteğin yanlış yorumlanmasına yol açabilmektedir. Bu doğrultuda örgütlere, sahtekârlık fenomeninin kendine özgü yapısının farkına vararak, mentorluk, etkili geri bildirim mekanizmaları, psikolojik destek hizmetleri gibi açık iletişimi teşvik eden uygulamalara odaklanmaları önerilmektedir.
This study aims to examine the effect of the impostor phenomenon on quiet quitting through individual and organizational factors, thus filling a gap in the literature. The impostor phenomenon refers those individuals questioning the competencies, attributing achievements to external factors such as luck rather than internal factors such as competence. Quiet quitting means that employees fulfilling duties only in the role description and not exhibiting extra-role behavior. No research examining the relationship between the two concepts was found in the literature. Accordingly, hypotheses were developed with burnout, perceived organizational support and leader-member exchange, which are associated with each of the concepts separately in the literature. A cross-sectional study was conducted with a sample of 255 white-collar employees. This research has three significant findings. First, the impostor phenomenon predicts burnout. Second, Burnout predicts quiet quitting. Third, the impostor phenomenon has significant relationship with quiet quitting. However, the mediating role of burnout, the moderating roles of perceived organizational support and leader-member exchange were not found to be significant. The study’s theoretical contribution is the first-time integration of the impostor phenomenon and quiet quitting in a single framework. Through the holistic model concludes that the impostor phenomenon impacts organizational perceptions. Because it might lead to misinterpretation of support in the workplace, especially in collectivist cultures and organizations with high power distance. In this direction, suggestions to organizations are to focus on practices that include encouraging open communication, such as mentoring, effective feedback mechanisms, and psychological support services by recognizing the unique structure of the impostor phenomenon.
This study aims to examine the effect of the impostor phenomenon on quiet quitting through individual and organizational factors, thus filling a gap in the literature. The impostor phenomenon refers those individuals questioning the competencies, attributing achievements to external factors such as luck rather than internal factors such as competence. Quiet quitting means that employees fulfilling duties only in the role description and not exhibiting extra-role behavior. No research examining the relationship between the two concepts was found in the literature. Accordingly, hypotheses were developed with burnout, perceived organizational support and leader-member exchange, which are associated with each of the concepts separately in the literature. A cross-sectional study was conducted with a sample of 255 white-collar employees. This research has three significant findings. First, the impostor phenomenon predicts burnout. Second, Burnout predicts quiet quitting. Third, the impostor phenomenon has significant relationship with quiet quitting. However, the mediating role of burnout, the moderating roles of perceived organizational support and leader-member exchange were not found to be significant. The study’s theoretical contribution is the first-time integration of the impostor phenomenon and quiet quitting in a single framework. Through the holistic model concludes that the impostor phenomenon impacts organizational perceptions. Because it might lead to misinterpretation of support in the workplace, especially in collectivist cultures and organizations with high power distance. In this direction, suggestions to organizations are to focus on practices that include encouraging open communication, such as mentoring, effective feedback mechanisms, and psychological support services by recognizing the unique structure of the impostor phenomenon.