Publication: Job crafting : its antecedents and consequences
Abstract
Bu çalışmanın amacı çift yetenekli liderlik, öğrenen örgüt kültürü, iş şekillendirme, çalışmaya tutkunluk ve iyi oluş arasındaki ilişkileri incelemektir. İş şekillendirme üzerinde örgütsel düzeyde etkisi olan değişkenler ve iş şekillendirmenin bireysel sonuçları araştırılmıştır.Görülebildiği kadarıyla çift yetenekli liderlik ve öğrenen örgüt kültürünün iş şekillendirme ile birlikte ele alındığı çalışmalara pek rastlanmamıştır. Fakat iş şekillendirmenin çalışmaya tutkunluk ve iyi oluş ile ilişkisini inceleyen çalışmalar mevcuttur.Bu araştırmanın verisi, Türkiye’de çalışmakta olan 253 kişiden elde edilmiştir. Yürütülen istatistiksel analizler göstermiştir ki, çift yetenekli liderlik ve öğrenen örgüt kültürünün iş şekillendirme ile arasında güçlü ve pozitif bir ilişki vardır. Bununla beraber iş şekillendirmenin de çalışmaya tutkunluk ve iyi oluş ile pozitif yönde güçlü bir ilişkisi vardır. Çift yetenekli liderliğin iki alt boyutu da iş şekillendirmeyi etkilemektedir. Öğrenen örgüt kültürünün ise diyalog ve katılımcı karar verme boyutları iş şekillendirmeyi etkilemektedir. İş şekillendirmenin tüm alt boyutları (görev şekillendirme, ilişki şekillendirme, bilişsel şekillendirme) çalışmaya tutkunluk ve iyi oluşu etkilemektedir. Ayrıca sınırlı sayıda demografik değişkenler arasında da anlamlı farklar görülmüştür.
The aim of this study is to examine the relationships between ambidextrous leadership, learning organization culture, job crafting work engagement, and well-being. Organizational level variables that have an impact on job crafting and individual results of job crafting were evaluated.As far as it can be seen, there are not many studies where ambidextrous leadership and learning organizational culture are handled together with job crafting. However, there are studies examining the relationship between job crafting, work engagement and well-being.Data were collected from 253 white-collar employees in Turkey. The statistical analysis showed that there is a strong and positive relationship between ambidextrous leadership, learning organizational culture and job crafting. On the other hand, job crafting also has a strong positive relationship with work engagement and well-being. Two sub-dimensions of ambidextrous leadership also have contribution on job crafting. Dialogue and participative decision-making dimensions of the learning organization culture have contribution on job crafting. All sub-dimensions of job crafting (task crafting, relational crafting, cognitive crafting) have contribution on work engagement and well-being. In addition, significant differences were observed between a limited number of demographic variables.
The aim of this study is to examine the relationships between ambidextrous leadership, learning organization culture, job crafting work engagement, and well-being. Organizational level variables that have an impact on job crafting and individual results of job crafting were evaluated.As far as it can be seen, there are not many studies where ambidextrous leadership and learning organizational culture are handled together with job crafting. However, there are studies examining the relationship between job crafting, work engagement and well-being.Data were collected from 253 white-collar employees in Turkey. The statistical analysis showed that there is a strong and positive relationship between ambidextrous leadership, learning organizational culture and job crafting. On the other hand, job crafting also has a strong positive relationship with work engagement and well-being. Two sub-dimensions of ambidextrous leadership also have contribution on job crafting. Dialogue and participative decision-making dimensions of the learning organization culture have contribution on job crafting. All sub-dimensions of job crafting (task crafting, relational crafting, cognitive crafting) have contribution on work engagement and well-being. In addition, significant differences were observed between a limited number of demographic variables.