KaydedilenlerDerginizi ekleyin

Dergiler / Bilgi Ekonomisi ve Yönetimi Dergisi / 2012 / Cilt: 7 - Sayı: 2

THE RELATIONSHIP BETWEEN KNOWLEDGE SHARING AND NEGATIVE ATTITUDE AGAINST EMPLOYEE MONITORING

Cihan Tınaztepe – Funda Özer– Mehmet Kız YOZGAT
Cihan Tinaztepe
Funda Özer
Mehmet Kiziloğlu
Uğur Yozgat
Sayfa
93–102
Yayın Tarihi
2012-12-01
DOI
—
🏛️Bu makalenin bibliyografik verileri ve tam metin bağlantısı DergiPark üzerinden sağlanmıştır.
DergiPark Kaydı ↗
✨

Yapay Zeka Hızlı Bakış & Çıkarımlar

AI Insight
⚡ TL;DR(1 Cümlede Hızlı Çıkarım)

In this study, with inspiration taken from the related studies in literature, the relationship between two variables was tried to be identified by conducting required statistical analysis of questionnaires applied to employees.

📌 3 Maddede Bu Makale

🎯
Amaç & Hipotez:Knowledge sharing in an organization is an important part of knowledge management and its success or failure will be directly related to how much knowledge could be used by employees.
📊
Temel Bulgular & Veri:This empirical research is realized by surveying 122 employees in banking sector.
💡
Sonuç & Katkı:In this study, with inspiration taken from the related studies in literature, the relationship between two variables was tried to be identified by conducting required statistical analysis of questionnaires applied to employees.
🔬Tür:Uygulamalı Anket & Alan Araştırması
📍Kapsam:Genişletilmiş Akademik Örneklem
⚙️Değişkenler:Organizational Knowledge Sharing · Employee Monitoring · Knowledge Sharing

Özet

Knowledge sharing in an organization is an important part of knowledge management and its success or failure will be directly related to how much knowledge could be used by employees. Unfortunately there are some de-motivators in work environment that prevent employees to share knowledge with each others. This paper intends to interrogate employee monitoring as one of the de-motivators of knowledge sharing in organizations. In an insecure work environment where employee behaviors are monitored employees may not intend to share their knowledge with others because of confidentiality, job insecurity, mistrust. Therefore, the aim of this research is to examine the relationship between organizational knowledge sharing and employee monitoring. Employees who have negative attitude against employee monitoring complained that the implementation of electronic monitoring in their workplace caused paced work, lack of involvement, reduced task variety and clarity, reduced peer social support, reduced supervisory support, fear of job loss, routinized work activity, and lack of control over tasks. It is assumed that there is a relationship between negative attitudes against employee monitoring and knowledge sharing in organizations. This empirical research is realized by surveying 122 employees in banking sector. In this study, with inspiration taken from the related studies in literature, the relationship between two variables was tried to be identified by conducting required statistical analysis of questionnaires applied to employees.

Abstract

Knowledge sharing in an organization is an important part of knowledge management and its success or failure will be directly related to how much knowledge could be used by employees. Unfortunately there are some de-motivators in work environment that prevent employees to share knowledge with each others. This paper intends to interrogate employee monitoring as one of the de-motivators of knowledge sharing in organizations. In an insecure work environment where employee behaviors are monitored employees may not intend to share their knowledge with others because of confidentiality, job insecurity, mistrust. Therefore, the aim of this research is to examine the relationship between organizational knowledge sharing and employee monitoring. Employees who have negative attitude against employee monitoring complained that the implementation of electronic monitoring in their workplace caused paced work, lack of involvement, reduced task variety and clarity, reduced peer social support, reduced supervisory support, fear of job loss, routinized work activity, and lack of control over tasks. It is assumed that there is a relationship between negative attitudes against employee monitoring and knowledge sharing in organizations. This empirical research is realized by surveying 122 employees in banking sector. In this study, with inspiration taken from the related studies in literature, the relationship between two variables was tried to be identified by conducting required statistical analysis of questionnaires applied to employees.

🔖

Bu Makaleye Atıf Yap

YOZGAT, C. T. –. F. Ö. M. K., Tinaztepe, C., Özer, F., Kiziloğlu, M., Yozgat, U. (2012). THE RELATIONSHIP BETWEEN KNOWLEDGE SHARING AND NEGATIVE ATTITUDE AGAINST EMPLOYEE MONITORING. Bilgi Ekonomisi ve Yönetimi Dergisi, Cilt: 7 - Sayı: 2, 93–102. https://ajindex.com/articles/742913

📄 Tam Metin PDF Okuyucu

📄

PDF görüntüleyici hazırlanıyor...

Kaynakça (16)

  1. Aiello, J. (1993). Computer-based work monitoring: Electronic surveillance and its effects. Journal of Applied Social Psychology, 23(7), 499-507.
  2. Alder, S. (1998). Ethical issues in electronic performance monitoring: A consideration of deontological and teleological perspectives. Journal of Business Ethics, 17(7), 729-743.
  3. Alge, B. J., Greenberg, J. & Brinsfield, C. T. (2006). An identity based model of organizational monitoring: Integrating information privacy and organizational justice. Research in Personnel and Human Resources Management, 25, 71-135.
  4. Barutçugil, İ. (2002).
  5. Bilgi Yönetimi, Kariyer Yayınları,
  6. İstanbul.
  7. Bennet, C. S. & S. D. Locke. (1998).
  8. Privacy in the Workplace, Labor Law Journal, 49(1), 781-787. Bradley J. A. G. Ballinger & S. G. Green. (2004). Remote Control: predictors Of Electronic Monitoring Intensity and Secrecy, Personnel Psychology, 57(2), 377-410.
  9. Chalykoff, J., & Kochan, T. A. (1989). Computer-aided Monitoring: Its Influence on Employee Job Satisfaction And Turnover, Personnel Psychology, 42(4), 807-834
  10. Chowdhury, N. (2006). Building Knowledge Management in Malaysia. Inside Knowledge, 9(7). [online]: http://www.km4dev.org/index.php/articles/news/744. D’Urso, S. C. (2006). Who’s Watching Us at Work? Toward A Structural Model of Electronic Monitoring and Surveillance in Organizations. Communication Theory, 16(3), 281-303.
  11. Davenport, T., H., Long, D.W. & Beers, M.C. (1998). Successful Knowledge Management Projects, Sloan Management Review, (39)2, 43-57.
  12. Demirel, Y. & Seçkin, Z. (2011). Örgütsel Adaletin Bilgi Paylaşımı Üzerine Etkisi: İlaç Sektörü Çalışanlarına Yönelik Bir Araştırma. Bilig, 56, 99- 119. Erdemir, E. (2008). Bilgi Toplumunda Çalışma İlişkilerinin Yeni Boyutu: İşyeri ve Çalışanlara Yönelik İzleme Faaliyetleri ve Türkiye’deki Durum, 1. Ulusal Çalışma İlişkileri Kongresi: Sakarya Üniversitesi Bildiriler Kitabı, 39-52.
  13. Erdemir, E., Çeliktaş, I., (2006). Örgütsel ve Hukuki Açıdan İşyeri İzleme: Karşılaştırmalı bir inceleme Kazanç Hakemli Hukuk Dergisi, (19-20), 87-102.
  14. Erdemir, E. ve U. Koç (2006). Büyük Patron Sizi İzliyor! Farklı Sektörlerde İşyeri İzleme Aracı Olarak Yeni Teknolojilerin Kullanımı: Eskişehir Örneği, 5. Orta Anadolu İşletmecilik Kongresi, Tokat Gaziosmanpaşa Üniversitesi, Bildiriler Kitabı, 141-148.
  15. Findlay, P., A. McKinlay, A. Marks & P. Thompson (2000). In Search of Perfect People: Teamwork and Team Players in the Scottish Spirits Industry, Human Relations, 53(12), 1549–1571.
  16. George, J. F. (1996). Co