SavedAdd your journal

Journals / Hacettepe Üniversitesi Eğitim Fakültesi Dergisi / 2011 / Cilt: 2011 - Sayı: 40

Güç kaynakları ve iş stresi arasındaki ilişkide örgüt kültürünün rolü

Organizational culture’s role in the relationship between power bases and job stress

HAkan ERKUTLU
Jamel CHAFRA
Birol BUMİN
Pages
198–209
Publication Date
2022-10-19
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)

Furthermore, respect for people dimension strengthened the negative relationship between soft power bases and job stress.

📌 3 Key Takeaways

🎯
Objective & Hypothesis:The purpose of this research is to examine the moderating role of organizational culture in the relationship between leader’s power bases and subordinate’s job stress.
📊
Key Findings & Data:Totally 622 lecturers and their superiors (deans) from 13 state universities chosen by random method in Ankara, İstanbul, İzmir, Antalya, Samsun, Erzurum and Gaziantep in 2008-2009 fall semester, constitute sample of the research.
💡
Conclusion & Impact:Furthermore, respect for people dimension strengthened the negative relationship between soft power bases and job stress.
🔬Design:Survey & Empirical Study
📍Scope:2008-2009 Verileri
⚙️Variables:Domain Parameters

Abstract

The purpose of this research is to examine the moderating role of organizational culture in the relationship between leader’s power bases and subordinate’s job stress. Totally 622 lecturers and their superiors (deans) from 13 state universities chosen by random method in Ankara, İstanbul, İzmir, Antalya, Samsun, Erzurum and Gaziantep in 2008-2009 fall semester, constitute sample of the research. Dean’s power bases were measured using the Interpersonal Power Inventory (IPI). Job Stress Survey and The Organizational Culture Profile (OCP) were used to assess job stress and organizational culture respectively. In the study, the hypotheses were tested by using moderated hierarchical regression. The results of this study reveal that aggressiveness dimension of culture from the OCP, strengthened the positive relationship between harsh power bases and job stress and another dimension, respect for people, weakened that relationship. Furthermore, respect for people dimension strengthened the negative relationship between soft power bases and job stress.

Özet

Bu çalışmanın amacı örgüt kültürünün liderin güç kaynakları ve astın iş stresi arasındaki ilişkideki düzenleyici rolünü araştırmaktır. Bu çalışmanın örneklemini 2008-2009 güz döneminde Ankara, İstanbul, İzmir, Antalya, Samsun, Erzurum ve Gaziantep'te rassal metotla seçilen 13 devlet üniversitesindeki 622 öğretim elemanı ve üst (dekanlar) oluşturmaktadır. Dekanın güç kaynakları Kişilerarası Güç Envanteri kullanılarak ölçülmüştür. İş stresini ve örgüt kültürünü değerlendirmek için İş Stresi Anketi ve Örgüt Kültürü Profili kullanılmıştır. Bu çalışmada, hipotezlerin test edilmesinde düzenlenmiş hiyerarşik regresyon analizi kullanılmıştır. Bu çalışmanın sonuçları, Örgüt Kültürü Profilinden saldırganlığın, sert güç kaynakları ile iş stresi arasındaki olumlu ilişkiyi kuvvetlendirdiğini ve diğer bir boyut olan bireylere saygının bu ilişkiyi azalttığını ortaya çıkartmıştır. Ayrıca bireylere saygı boyutu yumuşak güç kaynakları ve iş stresi arasındaki olumsuz ilişkiyi zayıflatmıştır.

🔖

Cite This Article

ERKUTLU, H., CHAFRA, J., BUMİN, B. (2022). Güç kaynakları ve iş stresi arasındaki ilişkide örgüt kültürünün rolü. Hacettepe Üniversitesi Eğitim Fakültesi Dergisi, Cilt: 2011 - Sayı: 40, 198–209. https://ajindex.com/articles/532287

📄 Full Text PDF Viewer

📄

PDF görüntüleyici hazırlanıyor...

References (12)

  1. Aiken, L. S., & West, S.G. (1991). Multiple regression: Testing and interpreting interactions. Newsbury Park: Sage. Balcı, A. (1992). Üniversite Öğretim Elemanının İş Stresi Ölçeği. A.Ü. Eğitim Bilimleri Fakültesi Dergisi, 26, 315334. Bartunek, J. M., & Moch, M.K. (1987). First-order, second- order, and third-order change and organizational development interventions: A cognitive approach. Journal of Applied Behavioral Science, 23, 483-500.
  2. Brockner, J., & Wiesenfeld, B.M. (1996). An integrative framework for explaining reactions to decisions: Interactive effects of outcomes and procedures. Psychological Bulletin, 120, 189-208.
  3. Bryman, A. (2007). Effective Leadership in Higher Education. Studies in Higher Education, 32, 693-710.
  4. Brymer, R. A. (1982). Stress and your employees. Cornell Hotel and Restaurant Administration Quarterly, 22, 6-12.
  5. Busch, P. (1980). The sales manager's bases of social power and influence upon the sales force. Journal of Marketing, 44(3), 91-101.
  6. Chiu, C., Chien, C., Lin, C. ve Yun, C. (2005). Understanding hospital employee job stress and turnover intentions in a practical setting: The moderating role of locus of control. Journal of Management Development, 24, 837-855.
  7. Cohen, J., & Cohen, P. (1983). Applied multiple regression/correlation analysis for the behavioral sciences. Hillsdale, NJ: Erlbaum. Cohen, J., Cohen, P., West, S., & Aiken, L. (2003). Applied multiple regression/correlation analysis for the behavioral sciences (3rd ed.). Hillsdale, NJ: Erlbaum. Cohen, S., & Wills, T.A. (1985). Stress, social support, and the buffering hypothesis. Psychological Bulletin, 98(2), 310-357.
  8. Cooper, C., Sloan, S., & Williams, S. (1988). Occupational Stress Indicator Management Guide. Windsor: Nfer-Nelson. Elangovan, A. R., & Xie, J.L. (2000). Effects of perceived power of supervisor on subordinate work attitudes. Leadership and Organization Development Journal, 21(6), 319-328.
  9. Erdogan, B., Liden, R.C., & Kraimer, M.L. (2006). Justice and Leader-Member Exchange: The Moderating Role of Organizational Culture. Academy of Management Journal, 49, 395-406.
  10. French, J. R. P., & Raven, B. (1959). The bases of social power. In D. Cartwright (Ed.), Studies in Social Power (pp. 150-167).
  11. Ann Arbor, MI: University of Michigan Press. Hales C., & Nightingale, M. (1986). What are unit managers supposed to do? A contingent methodology for investigating managerial role requirements. International Journal of Hospitality Management, 5(1), 3-11.
  12. Harris, S. G.