Örgütsel adaletsizlik algısı ile örgütsel sessizlik ilişkisinde kuşağın düzenleyici etkisi
Moderator effect of generation on organizational silence and organizational injustice relationship
Yazar: SENA KOÇALİ
Danışman: DOÇ. DR. UMUT ASAN
İstanbul Teknik Üniversitesi / Fen Bilimleri Enstitüsü / Endüstri Mühendisliği Ana Bilim Dalı / Mühendislik Yönetimi Bilim Dalı
Derece: Yüksek Lisans, 2019
Konu: Endüstri ve Endüstri Mühendisliği = Industrial and Industrial Engineering

Özet:
Üç farklı kuşağın çalışma hayatına girmesi ile birlikte iş yerlerinde kurallar değişmek zorunda kalmıştır. İşletmelerin yeni iş düzeninde varlıklarını sürdürebilmeleri ve değişikliklere hızlı cevap verebilmeleri için ellerindeki farklı iş değer ve tutumlarına sahip bu insan topluluklarını rekabet kaynağı olarak görüp bu avantajdan faydalanmaları gerekmektedir. Kuşaklarla ilgili literatür her geçen gün genişlemekte ve çalışmalar artmaktadır. Yönetim alanında kuşakların değişen algılar ve karakter özellikleri işletmelerde problem çözme, yeni bakış açıları geliştirme açısından kurumlara katkı sağlamakta ve kurumun yaratıcılığını geliştirmektedir. Sahip oldukları farklı kuşakları değer olarak gören işletmelerin yaşanılan sorunlara veya geliştirilecek yeni teknolojilere cevap verme becerileri kuşak yönetimlerini başarılı gerçekleştiremeyen işletmelerden daha yüksek olacaktır. Günümüz iş hayatında çalışanlardan sessiz kalmamaları fikir, bilgi ve deneyimleriyle çalıştıkları işletmelere katkı sağlamaları istenmektedir. Son yıllarda işletmelerde yeni fikirlerin oluşmasında engel teşkil eden konulardan olan örgütsel sessizlik de işletmelerin farklı kuşaklardan elde edecekleri bilgilere ulaşmalarının önünde sorun olarak karşılarına çıkmaktadır. Kişilerin yeni fikirlerine ve problemlerin gizlenmeden ortaya çıkmasına büyük ihtiyacın duyulduğu iş düzeninde, çalışanların sessiz kalması yeniliklerin yakalanamamasına ve problemlerin müdahale aşamasında çözülememesine ve hatta büyümesine yol açacaktır. İşletmelerin çalışanları ses davranışı konusunda desteklemeleri ve bunu yaparken farklı kuşaklara farklı yönetim stratejileriyle yaklaşmaları gerekmektedir. İşletmelerde farklı kuşaklar arasındaki iletişim bütünlüğünün ve yönetim eyleminin zorunluluğunun artmasına sebep olan bir diğer konu da örgütsel adaletsizlik algısıdır. Çalışanların yaşadıklarını ne denli adil olarak algıladıklarına bağlı olarak belirlenen bu durum kuşaklar arasında farklılık gösteren bir değerdir. İşletmelerde yönetimi zorlaştıran örgütsel adaletsizlik algısının, kuşakların işletmelerde sessizlik davranışını da etkilemesi beklenmektedir.  Bu üç faktörün aralarındaki ilişkiyi ölçmek amacıyla yapısal eşitlik modeli kurulmuştur. Bu çalışmanın amacı yapısal eşitlik modellemesi yöntemi ile kuşağın düzenleyici etkisi ile birlikte örgütsel adaletsizlik ve örgütsel sessizlik aralarındaki ilişkiyi açıklamaktır. Burada kuşaklar çalışma ortamı ve grup çalışması, uyumluluk, yönetilebilirlik, denge ve bağlılık boyutları ile açıklanmaya çalışılmıştır. Örgütsel adaletsizliğe dağıtımsal adaletsizlik, prosedürel adaletsizlik ve etkileşimsel adaletsizlik boyutları ile bakılmıştır. Son olarak örgütsel sessizliğe de savunma amaçlı örgütsel sessizlik boyutu ile yaklaşılmıştır. Çalışmadan elde edilen sonuçlarla birlikte kuşakların çalışma ortamı ve grup çalışmasında ve bağlılık boyutlarında yapılan etkilerin örgütsel sessizlik davranışlarını etkileyebilecekleri söylenmektedir. Burada yöneticilerin kuşakların örgütsel sessizlik davranışlarını engelleyebilmek için bu iki faktörü göz önünde bulundurmaları ve çalışmalar yapmaları önerilmektedir. Yine uyumluluk boyutunun örgütsel adaletsizlik ile örgütsel sessizlik arasındaki ilişki üzerinde anlamlı bir etkisi olduğu sonucuna ulaşılmıştır. Bu sonuca bakılarak yöneticilerin çalışanlarının uyumluluk davranışlarında yaptıkları etkinin örgütsel adaletsizlik ve örgütsel sessizlik arasındaki ilişkiye katkısı olacağı söylenmektedir. Bu çıkan sonuçlar ışığında analizler için örneklem hacmi genişletilerek, modeldeki gösterge güvenilirlikleri arttırılarak daha yeterli sonuçlar elde edilebileceği ön görülmüştür.

Abstract:
With the introduction of three different generations, the rules had to change in the workplace. In order to sustain their existence and respond quickly to changes, enterprises need to see these people who have different work values and attitudes as a source for competetion and turn it into an advantage. The literature on the generations is expanding day by day and the number of studies are increasing.  In the field of management, changing perceptions and character traits of the generation contribute to the institutions in terms of problem solving, developing new perspectives and improve the creativity of the institution. The enterprises that see the different generations as a value are more likely to have the ability to respond to the problems experienced or new technologies developed, compared to the enterprises that cannot successfully perform the generation management. In today's business world where multiple generations work together, it has become compulsory for managers to develop a management policy according to the business values and attitudes of the current generations in the enterprise in order to obtain high efficiency and performance from the employees. With this management policy, it will be possible for different generation employees to have a working environment in which they will enjoy working together. Generations born in the same year, exposed to similar incidents, similar duties and responsibilities cause them to share similar norms. These similar norms, work values and attitudes towards work, ensure that people's expectations from work show parallelism. It is thought that people will work happily and efficiently in work environments where similar and common expectations are taken into consideration. Silence, which was previously thought to mean commitment and approval, has become one of the behaviors that businesses have avoided and do not want to encounter in the organization. The emotion of fear is the first thing that comes to mind when it comes to silence behavior. The context of fear that drives employees to silence can be very diversified. People may remain silent when they think they are seen as negative and that their image will be harmed. People may also remain silent due to organizational hierarchy. In today's business life, employees are expected not to be silent and contribute to their companies with their ideas, knowledge and experiences. In recent years, organizational silence, which is one of the issues that prevent the formation of new ideas in enterprises, emerges as a problem that prevents them to obtain information from different generations.  In the work setup where people's new ideas and problems should be undisguised, the silence of the employees would prevent the innovations to be realized and the problems to be solved. Businesses should support employees concerning organizational voice and approach different generations with different management strategies. Another issue that emphasizes the necessity of communication integrity and administrative action between different generations is also the perception of organizational injustice. Organizational injustice, which is determined by how rightful employees perceive their experiences, differs between generations. These different perceptions, which make management more dificult, are expected to affect the silence behaviour of generations in enterprises. In order to measure the relationship between genration, organizational silence and organizational injustice, a structural equation model is established. Justice is a feeling that provides confidence and commitment in people and increases job satisfaction. If people perceive the environment they work in unjustly, it will damage their feelings of trust and loyalty towards the enterprise and result in a decrease in performance and job satisfaction. Employees also remain silent in the face of injustice, maltreatment, power differences and the culture of injustice. It is thought that people's perceptions of injustice will cause them to remain silent in the organization. The silence of employees in the face of injustice is another common silence behavior in organizations. Silence behavior is a behavior that is not easy to detect in organizations because it is difficult to observe and define, it is inherently ambiguous and complex and there is a high probability of misleading. The aim of this study is to explain the relationship between generation, organizational injustice and defensive organizational silence using structural equation modeling. Generation is explained with the following dimensions: Working environment, team work, adaptibility, manageability, balance and loyalty. Organizational injustice has been looked at through distributive injustice, procedural injustice nad interactional injustice. Finally, organizational silence is approached with the defensive organizational silence dimension. In this study, X and Y generation members', who actively share the same working environment, organizational differences, injustice perceptions and silence behaviors are explained. It is seen that the concept of generation used in the model established in the study is open to research and it is not a very old concept for management science. It is seen that the concept of organizational silence, which is the subject of the model, is a concept that is underestimated due to its complex and ambiguous structure. On the other hand in the model, the moderator effect of the generation between injustice and silence was investigated and a new contribution was made to the literature. Considering the literature, it is thought that there is a significant relationship between organizational injustice and organizational silence. The model has been developed by adding the generation variable that has a moderatory effect. Data were collected by questionnaire method for the model. In this study, Partial Least Squares - Structural Equation Modeling method was used for data analysis and parameter estimation. PLS-SEM is preferred in cases where the sample size is small, it does not look for any assumptions about the data distribution, the model is not a theoretical basis, and more predictions are purposed. For these reasons, PLS-SEM is preferred in this study. As a result of this parameter estimation and analysis, it is concluded that there is a significant relationship between the loyalty dimension, working environment and group work dimension of generation variable and organizational silence. It was also concluded that there is a significant relationship between the organizational injustice and organizational silence variables. As a result of the model's moderatory impact analyzes, it was concluded that adaptability has a moderatory effect on the relationship between organizational injustice and organizational silence. With the results of the study, it is said that generations' loyalty dimension, working environment and group work dimension may affect organizational silence behaviors. It is suggested that managers should consider these two factors and carry out studies to prevent the organizational silence behavior of the generations.  It was concluded that the adaptability dimension had a significant effect on the relationship between organizational injustice and organizational silence. Based on this result, it is said that the effect of managers on their employees' adaptability behaviors will contribute to the relationship between organizational injustice and organizational silence. In the light of these results, it is predicted that more adequate results could be obtained by expanding the sample volume and increasing the reliability of the indicators in the model.  Another possible reason for not reaching the desired result is the generation questions prepared in the proposed measurement model. This result is supported by Cronbach's alpha values. It is recommended that the questions be revised as a solution to this problem. Within the scope of the thesis, first of all, the concepts of generation, organizational justice/injustice and organizational silence are investigated and explained. Then, the hypotheses established for the model and the method used for the analysis, the methods followed in data collection and analysis are mentioned. Finally, the findings of the study and the conclusions and recommendations of these findings are mentioned.