SavedAdd your journal

Journals / Çankırı Karatekin Üniversitesi Sosyal Bilimler Enstitüsü Dergisi / 2012 / Cilt: 3 - Sayı: 2

The Effects of Group and Hierarchical Subcultures on Job Performance: The Mediating Role of Leader-Member Exchange

Grup ve Hiyerarşik Alt Kültürlerinin İş Performansına Etkisi: Lider-Üye Etkileşiminin Aracılık Rolü

İrfan AKKOÇ
Pages
17–44
Publication Date
2012-12-01
DOI
—
🏛️Bibliographic metadata and full text access for this article are provided via DergiPark.
DergiPark Record ↗
✨

AI Summary & Key Takeaways

AI Insight
⚡ TL;DR(Too Long; Didn't Read)

The results of the analysis indicate that group culture and hierarchical culture affect job performance positively and leader-member exchange has a partial mediating role in that effect.

📌 3 Key Takeaways

🎯
Objective & Hypothesis:The aim of this study is to investigate the effect of group and hierarchical culture on the employees’ job performance and the mediating role of the leader-member exchange on this effect.
📊
Key Findings & Data:The data used in the analysis is obtained through questionnaires filled out by 700 employees of the private firms in the defense and aerospace industry in Ankara.
💡
Conclusion & Impact:The results of the analysis indicate that group culture and hierarchical culture affect job performance positively and leader-member exchange has a partial mediating role in that effect.
🔬Design:Survey & Empirical Study
📍Scope:Comprehensive Sample
⚙️Variables:Group Culture · Hierarchical Culture · Job Performance

Abstract

The aim of this study is to investigate the effect of group and hierarchical culture on the employees’ job performance and the mediating role of the leader-member exchange on this effect. The relationship between the aforementioned variables is analyzed by using a set of statistical techniques. The data used in the analysis is obtained through questionnaires filled out by 700 employees of the private firms in the defense and aerospace industry in Ankara. The results of the analysis indicate that group culture and hierarchical culture affect job performance positively and leader-member exchange has a partial mediating role in that effect.

Özet

Bu çalışmanın amacı grup kültürü ve hiyerarşik kültürün çalışanların iş performansına etkisi ve bu etkide lider-üye etkileşiminin aracılık rolünün tespit edilmesidir. Söz konusu değişkenler arasındaki ilişkiler çeşitli istatistiksel yöntemler ile analiz edilmiştir. Çalışmada Ankara ilinde faaliyet gösteren ve savunma ve havacılık sanayinde yer alan özel işletmeler ele alınmıştır. Bu konuda hazırlanan anket formu ile 700 çalışandan toplanan veriler kullanılarak çalışmada yer alan değişkenler arasındaki ilişkiler belirlenmeye çalışılmıştır. Çalışma sonucunda, grup kültürü ve hiyerarşik kültürün iş performansını olumlu yönde etkilediği ve lider-üye etkileşiminin bu ilişkide kısmi aracılık etkisinin olduğu belirlenmiştir.

🔖

Cite This Article

AKKOÇ, İ. (2012). The Effects of Group and Hierarchical Subcultures on Job Performance: The Mediating Role of Leader-Member Exchange. Çankırı Karatekin Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, Cilt: 3 - Sayı: 2, 17–44. https://ajindex.com/articles/128240

📄 Full Text PDF Viewer

📄

PDF görüntüleyici hazırlanıyor...

References (10)

  1. Akal, Z. (2003). PerforrnansKavramlanvePerforrnansYönetimi, Ankara:
  2. MPM. Argyris, C., Schön, D. (1996). Organizational Learning II: Theory, Method and Practice W01. 1). Boston: Addison-Wesley. Arnold, K.A., Barling, J., Kelloway, E.K. (2001). “Transformational Leadership or the Iron Cage: Which Predicts Trust, Commitment and Team EfŞcacy”, Leadership & Organizational Development, 22: 315- 320. Baron, R.M., Kenny, D.A. (1986).“The Moderator Mediator Variable Distinction in Social Psychological Research: Conceptual, Strategic, and Statistical Considerations”, Journal of Personality and Social Psychology, 51: 1173-1182.
  3. Bauer, T.N., Erdogan B., Liden, R.C., Wayne, S.J. (2006). “A Longitudinal Study of the Moderating Role of Extraversion: Leader-Member Exchange, Performance and Turnover during New Executive Development”, Journal of Applied Psychology, 91(2): 298-310.
  4. Bunch, K.J. (2007).Training Failure as A Consequence of Organizational Culture, Human Resource Development Review, 6(2): 142-163.
  5. Burns, T., Stalker, G.M. (l961).The Management of Innovation, London: Tavistock Publications. Campbell, J.P. (1990). “ModelingThe Performance Prediction Problem in Industrial and Organizational Psychology”, (der.) Dunnette, M.D. ve Hough, L.M., Handbook of Industrial and Organizational Psychology, l. Palo Alto: Consulting Psychologists Press, Inc., 687-732.
  6. Chan, L.L.M., Shaffer, M.A., Snape, E. (2004). “In research of sustained competitive advantage: The impact of organizational culture, competitive strategy and human resource management practices on Şrm performance”, International Journal of Human Resource Management, 15(1): 17—35. Çöl, G. (2008), “Algılanan Güçlendirmenin İşgören Performansı Üzerine Etkileri”, DoğuşÜniversitesiDergisi, 9(l): 35-46.
  7. Cunningham, J.B., Macgregor, J. (2000). “Trust and the Design of Work Complementary Constructs in Satisfaction and Performance Human Relations 2000”, 53: 1575-1591.
  8. Daft, R.L. (2000).
  9. Management, Fifth Edition, Orlando: The Dryden Press.
  10. Daft, R.L., Steers R.M. (1986), Organizations A Micro/Macro Approach, London. Deal, T.E., Kennedy, A.A. (l982).Corporate Cultures: The Rights and Rituals of Corporate Life. Reading, MA: Addison-Wesley. Deluga, R.J. (1994). “Supervisor Trust Building, Leadermember Exchange and Organizational Citizenship Behavior”, Journal of Occupational and Organizational Psychology, 67: 315—326. Denison, D.R., Mishra, A.K. (1995). “Toward a Theory of Organizational Culture and Effectiveness”, Organizatio