Publication: Etik iklim yöneticiye güvenin örgüte bağlılığa etkisi
Abstract
Bu çalışma, etik iklimin ve yöneticiye güvenin, örgüte bağlılığa olan etkisini incelemek amacıyla gerçekleştirilmiştir. Literatürde yöneticiye güvenin örgüte bağlılık üzerindeki etkisi ile etik iklimin örgüte bağlılık üzerinde etkisini ayrı ayrı araştıran çalışmalara rastlanırken, etik iklim ve yöneticiye güvenin örgüte bağlılık üzerindeki etkisini konu alan araştırmalar sınırlı sayıdadır. Araştırmada etik iklim konusunda dört faktör ortaya çıkmıştır. Bunlar; yasalar-kodlar ve kurallar, önemseme, sorumluluk-verimlilik ile kişisel çıkar faktörleridir. Yöneticiye güven konusunda ortaya çıkan faktörler destekleyici, yetkin, erdemli ve çalışan odaklı olarak adlandırılmıştır. Son olarak örgüte bağlılık konusunda, duygusal bağlılık, ahlaki bağlılık, zorunlu bağlılık: alternatifsizlik ve zorunlu bağlılık: maddi olmak üzere dört faktör belirlenmiştir. Çalışmaya farklı departman ve kademlerden 491 çalışan katılmış ve katılımcılara 101 soruluk bir anket uygulanmıştır. Yapılan analizlerin sonucunda duygusal bağlılık ve ahlaki bağlılık faktörleri üzerinde, etik iklim faktörlerinden “önemseme” ile yöneticiye güven faktörlerinden “çalışan odaklı” faktörlerinin daha fazla etkili olduğu; zorunlu bağlılık: alternatifsizlik üzerinde ise “yasa, kodlar ve kurallar” faktörünün doğru, “kişisel çıkar” faktörünün ise ters orantılı olarak etkili olduğu, son olarak zorunlu bağlılık: maddi üzerinde “önemseme” faktörünün belirgin bir etkiye sahip olduğu görülmektedir. Zorunlu bağlılık: alternatifsizlik ve zorunlu bağlılık: maddi üzerinde ise yöneticiye güven faktörlerinin bir etkiye sahip olmadığı sonucu ise dikkat çekicidir.
This study was conducted to investigate the role of ethical climate and trust in supervisor on organizational commitment. There are several studies which searched for the effect of ethical climate on organizational commitment and the effect of trust in supervisor on organizational commitment. But there are too few studies investigating the effect of both ethical climate and trust in supervisor on organizational commitment. As the result of analysis, 4 types of ethical climate emerged. These are, lows-codes and rules, caring, responsibility and efficiency, and self-interest. For trust in supervisor also 4 factors was found. These were called; supportive, competency, virtuous, employee-focused. Finally four factors of organizational commitment were named as; affective commitment, normative commitment, continuous commitment : lack of alternatives and continuous commitment : material. 491 employees from different department and hierarchical levels participated in the sturdy and a questionnaire consisting of 101 items was distributed. According to the analysis, it was found that “caring” factor from ethical climate factors and “employee-focused” factor from trust in supervisor factors have the most important effect on the affective commitment and normative commitment; and on continuous commitment: lack of alternatives “law, codes and rules” factor of ethical climate is directly proprtional whereas “self interest” is reversley proprtional; finally “caring” factor have an important role on continuous commitment: material. It is interesting that according to analysis trust in supervisor factors seems to have no effect on continuous commitment: lack of alternatives and continuous commitment: materialistic.
This study was conducted to investigate the role of ethical climate and trust in supervisor on organizational commitment. There are several studies which searched for the effect of ethical climate on organizational commitment and the effect of trust in supervisor on organizational commitment. But there are too few studies investigating the effect of both ethical climate and trust in supervisor on organizational commitment. As the result of analysis, 4 types of ethical climate emerged. These are, lows-codes and rules, caring, responsibility and efficiency, and self-interest. For trust in supervisor also 4 factors was found. These were called; supportive, competency, virtuous, employee-focused. Finally four factors of organizational commitment were named as; affective commitment, normative commitment, continuous commitment : lack of alternatives and continuous commitment : material. 491 employees from different department and hierarchical levels participated in the sturdy and a questionnaire consisting of 101 items was distributed. According to the analysis, it was found that “caring” factor from ethical climate factors and “employee-focused” factor from trust in supervisor factors have the most important effect on the affective commitment and normative commitment; and on continuous commitment: lack of alternatives “law, codes and rules” factor of ethical climate is directly proprtional whereas “self interest” is reversley proprtional; finally “caring” factor have an important role on continuous commitment: material. It is interesting that according to analysis trust in supervisor factors seems to have no effect on continuous commitment: lack of alternatives and continuous commitment: materialistic.