THE EFFECTS OF ORGANIZATIONAL CULTURE ON ORGANIZATIONAL SILENCE IN THE HEALTH INSTITUTIONS

SAĞLIK KURUMLARINDA ÖRGÜT KÜLTÜRÜ İLE doi: ÖRGÜTSEL SESSİZLİK ARASINDAKİ İLİŞKİNİN İNCELENMESİ

Abstract

1. LITERATURE It represents an understanding that unites all employees from organizational culture under an umbrella. For this reason, creating a common mission, vision, value and employees' participation in the management processes are among the primary issues in the organizational culture. In cases where the opinions and thoughts of the employees are ignored and they are perceived as people who only meet the specified job criteria, the organizational silence situation is likely to mature. In the concept of organizational silence, it can be expressed as that the employees hide their thoughts about a problem and do not express their solutions. It is inevitable that such a situation will cause many irreversible problems that threaten human health and irreversible before health institutions. The aim of this study is to examine the effect of organizational culture on organizational silence in health institutions. In the literature review, in studies related to organizational culture and organizational silence; Yalçınsoy (2019) has a weak effect on organizational silence as a result of a survey applied to the health sector, the effect of organizational culture on organizational silence in the research carried out on Çavuşoğlu and Köse (2016) and Sholekar and Shoghi (2017) academics, Acaray (2014) with different assumption findings in the literature. 2. DESIGN AND METHOD organizational culture and organizational silence are closely related concepts, Yaman and Ruçlar (2014) and Woo and Lee (2018) have a moderate negative relationship between organizational culture and organizational silence. In this respect, it is important to study the concepts by comparing them The universe of the research includes 760 health and administrative staff within the body of Bolu Province Public Hospitals Institution General and Izzet Baysal State Hospital. In line with the data obtained with convenience sampling method, 212 questionnaires were included in the research sample. The survey form consists of three parts. Organizational culture scale of Haris and Moran, organizational silence scale of Miliken et al. (2003) and demographic variable expressions are included. The 5-point Likert scale (1 = Strongly Agree, 5 = Strongly Disagree) was used from the scoring of statements to measure organizational culture and organizational silence perceptions. SPSS 22.0 package program was used in the analysis of the data. Firstly, skewness and kurtosis values were examined to determine whether the expressions in organizational culture and organizational silence scales show a normal distribution. As a result of the Shapiro Wilk normality test, the skewness and kurtosis coefficients were found to be between ± 2. Accordingly, parametric tests were used to analyze the data. The relations between organizational culture and organizational silence scales were examined by Pearson Correlation analysis. Arithmetic mean and standard deviation values of the variables are also presented in the correlation table. In addition, regression analysis was used to determine the effect of organizational culture sub-dimensions on organizational silence sub-dimensions. Within the scope of the research, the hypotheses listed below were tested. H1: Organizational culture sub-dimensions have a significant effect on the perception and attitude of top management, which is the organizational silence sub-dimension. H2: The organizational silence sub-dimensions of organizational culture sub-dimensions have a significant effect on the attitude of the department managers towards different ideas and problem solving techniques. H3: Organizational culture sub-dimensions have a significant impact on the level of organizational silence, communication level and information sharing. 3. FINDINGS AND DISCUSSION According to the correlation table, it was determined that there was a positive and positive relationship between organizational silence and sub-dimensions, and organizational culture and its sub-dimensions. These results support the judgment of the participants, who perceive the organizational culture at a higher level, that organizational silence will be perceived more positively. “Top Management Perception and Attitude” of organizational culture sub-dimensions (F = 37.93, p <0.05), “Attitude of Department Managers towards Different Ideas and Problem Solving Techniques” (F = 94

Özet

Örgüt kültürü ya da kurum kültürü olarak ifade edilen kavram, en alt kademedeki çalışandan en üst basamaktaki yöneticilere kadar kurumun tüm fertlerini içine alan ve ilgilendiren bir yönetim sürecidir. Kavram kapsayıcı ve etkili yöntemi öngörmesi ve multidisipliner bir organizasyon anlayışına sahip olmasından dolayı hem üretim hem de hizmet sektöründe uygulamasına önem verilmektedir. Özellikle uzmanlaşma seviyesi yüksek, yoğun emek ve insan odaklı hizmet anlayışı sebebiyle sağlık kurumlarında tüm çalışanları kurumun misyon, vizyon, amaç ve hedefleri doğrultusunda yönlendirmek örgüt kültürünü daha da önemli kılmaktadır. Örgüt kültürünün yeterli oranda anlaşılmadığı, yerleştirilmediği ve yaşanan değişiklikler karşısında esnek bir yapı haline dönüştürülemediği durumlarda karşımıza örgütsel sessizlik problemi çıkması muhtemeldir. Örgütsel sessizlik, sağlık hizmeti sunulan kuruluşlarda farklı disiplinler arasındaki iletişim ağının önemi göz önüne alındığında çalışanlar arasındaki hem çatışmanın hem de karşı tepkinin geri dönüşü olmayan hatalara neden olabilmesi bakımından üzerinde durulması gereken bir konudur. Sağlık kurumlarında örgüt kültürünün işler bir yapıda olması ve çalışanların katılımının desteklenmesi ile örgütsel sessizliğin ortadan kaldırılacağı düşünülmektedir. Bu sebepten dolayı çalışmanın amacı sağlık kurumlarında örgüt kültürü ile örgütsel sessizlik arasındaki ilişkinin incelenmesidir. Araştırma sonucunda, örgüt kültürü ile örgütsel sessizlik arasında karşılıklı ilişkinin olduğu ve örgüt kültürüne ait bazı alt boyutların örgütsel sessizlik alt boyutları üzerinde anlamlı etkisinin olduğu belirlenmiştir. Dolayısıyla örgüt kültürünün geliştirilmesi ve çalışanlar tarafından benimsenmesi durumunda örgütsel sessizliğin düzeyinin azalacağı sonucuna varılmıştır.