Publication: A study on the effect of loyalty to supervisor to organizational commitment: an evidence from turkish automotive industry
Abstract
AMİRE BAĞLILIĞIN FİRMAYA BAĞLILIK ÜZERİNDEKİ ETKİSİ: TÜRK OTOMOTİV ENDÜSTRİSİNDEN BİR VAKA Bu çalışmanın amacı, çalışanların firmaya bağlılığı ve amirine bağlılığı arasındaki ilişkiyi incelemek ve yaş, cinsiyet, eğitim düzeyi, çalışılan yıl ve mevki gibi demografik karakterli değişkenlerin, çalışanların firmaya bağlılık seviyeleri üzerindeki etkilerini saptayabilmektir. Bu araştırmada kullanılan veriler, İstanbul’daki altı otomotiv şirketinde çalışanlara, 37 sorudan oluşan bir anket uygulanmak suretiyle elde edilmiştir. On araştırma hipotezi aşağıdaki sonuçları vermiştir: 1)Çalışanların firmaya bağlılığı ve amirine bağlılığı arasında pozitif bir ilişki bulunmuştur. Buna göre, çalışanların amirlerine bağlılıkları arttıkça, firmaya bağlılık seviyeleri de artmaktadır. 2)Çalışanların firmaya bağlılıkları cinsiyete göre değişiklik göstermektedir. Erkek çalışanların firmaya bağlılık seviyeleri bayan çalışanlarınkinden daha yüksektir. 3)Eğitim seviyeleri düşük olan çalışanların firmaya bağlılıkları, eğitim seviyeleri yüksek olanlardan daha yüksektir. 4)Çalışanların firmaya bağlılık seviyelerinde farklı yaş gruplarının bir etkisinin olmadığı görülmüştür. 5)Çalışanların firmaya bağlılık seviyelerinde mevkiinin bir etkisin olmadığı görülmüştür. 6)Çalışanların firmaya bağlılık seviyelerinde çalışılan yılın bir etkisin olmadığı görülmüştür. 7)Amirine ve amirin değerlerine bağlılık, firmaya bağlılıktaki değişimi etkin bir şekilde açıklamaktadır. 8)Amirine kendini adamak ve amiri adına çaba göstermek firmaya bağlılıktaki değişimi etkin bir şekilde açıklamaktadır. 9)Amiriyle kendini özdeşleştirmek firmaya bağlılıktaki değişimi etkin bir şekilde açıklamaktadır. 10)Amirine ve amirin değerlerine bağlılık, amirine kendini adamak ve amiri adına çaba göstermek, firmaya bağlılıktaki değişimi etkin bir şekilde açıklarken, amiriyle kendini özdeşleştirmenin firmaya bağlılıktaki değişimi açıklamakta yetersiz kaldığı gözlemlenmiştir. Yönetim ve idari amaçlar için, idari kadronun, firmanın ve amirlerin hangi yönlerinin çalışanların firmaya ve amirlerine bağlılıklarını azalttığını anlamaya ihtiyacı vardır. Bu amaçlar doğrultusunda, firmaya bağlılık ve amire bağlılık testleri, pratik uygulamalarıyla, Türkiye’deki şirketlerde, sorunlu görülen alanların araştırılmasına katkıda bulunabilir.
A STUDY ON THE EFFECTS OF LOYALTY TO SUPERVISOR TO ORGANIZATIONAL COMMITMENT: AN EVIDENCE FROM TURKISH AUTOMOTIVE INDUSTRY The aim of this study is to analyze the relationship between loyalty to supervisor and organizational commitment of employees and to investigate the effects of age, gender, educational level, tenure and job position on their organizational commitment levels. The data for the study was collected via a 37-item questionnaire and administered to employees working in six automotive companies around İstanbul. Ten research hypotheses yielded the following results: 1)There was a positive relationship between loyalty to supervisor and organizational commitment of employees. 2)Organizational commitment levels really varied according to gender, meaning that male employees had higher organizational commitment levels than female employees. 3)Employees with lower educational levels had higher organizational commitment levels than those with higher educational levels. 4)There was no difference in the organizational commitment levels of employees according to different age groups. 5)There was no difference in the organizational commitment levels of employees according to job position. 6)There was no difference in the organizational commitment levels of employees according to tenure. 7)Following the supervisor and internalization of his/ her values could significantly explain the variance in organizational commitment. 8) Dedication to supervisor and exerting effort on behalf of the supervisor could significantly explain the variance in organizational commitment. 9) Identification with supervisor could significantly explain the variance in organizational commitment. 10) The variance in organizational commitment could be explained by following the supervisor, internalization of his/ her values, dedicating to supervisor and exerting effort on behalf of him/ her while identification with the supervisor could not explain the variance in organizational commitment. For administrative purposes, it is very useful to know for the management needs to be aware of which specific features of the organization and the supervisors create lack of commitment and loyalty for the employees.
A STUDY ON THE EFFECTS OF LOYALTY TO SUPERVISOR TO ORGANIZATIONAL COMMITMENT: AN EVIDENCE FROM TURKISH AUTOMOTIVE INDUSTRY The aim of this study is to analyze the relationship between loyalty to supervisor and organizational commitment of employees and to investigate the effects of age, gender, educational level, tenure and job position on their organizational commitment levels. The data for the study was collected via a 37-item questionnaire and administered to employees working in six automotive companies around İstanbul. Ten research hypotheses yielded the following results: 1)There was a positive relationship between loyalty to supervisor and organizational commitment of employees. 2)Organizational commitment levels really varied according to gender, meaning that male employees had higher organizational commitment levels than female employees. 3)Employees with lower educational levels had higher organizational commitment levels than those with higher educational levels. 4)There was no difference in the organizational commitment levels of employees according to different age groups. 5)There was no difference in the organizational commitment levels of employees according to job position. 6)There was no difference in the organizational commitment levels of employees according to tenure. 7)Following the supervisor and internalization of his/ her values could significantly explain the variance in organizational commitment. 8) Dedication to supervisor and exerting effort on behalf of the supervisor could significantly explain the variance in organizational commitment. 9) Identification with supervisor could significantly explain the variance in organizational commitment. 10) The variance in organizational commitment could be explained by following the supervisor, internalization of his/ her values, dedicating to supervisor and exerting effort on behalf of him/ her while identification with the supervisor could not explain the variance in organizational commitment. For administrative purposes, it is very useful to know for the management needs to be aware of which specific features of the organization and the supervisors create lack of commitment and loyalty for the employees.