SOSYAL KAYTARMA DAVRANIŞI İLE ALGILANAN GÖREV GÖRÜNÜRLÜĞÜ ARASINDAKİ İLİŞKİNİN İNCELENMESİNE YÖNELİK BİR ARAŞTIRMA

Altan DOĞAN; Serdar BOZKURT; Rıza DEMİR

Makale detayları

SOSYAL KAYTARMA DAVRANIŞI İLE ALGILANAN GÖREV GÖRÜNÜRLÜĞÜ ARASINDAKİ İLİŞKİNİN İNCELENMESİNE YÖNELİK BİR ARAŞTIRMA

Yazarlar:

Altan DOĞAN | Serdar BOZKURT | Rıza DEMİR

Yayıncı:

Selcuk University

Dergi:

The Journal of Social Economic Research 2012 Vol.12 Issue 24, pp.53-80

Belge Tipi:

Makale

Yayın Tarihi:

11/2012

Belge Dili:

Türkçe

Document ID (Org No.):

2000610528

Sıklık:

İki Yıllık

eISSN:

2148-3043

Özet:

 

Çalışmada yöneticilerin, çalışanlarının sosyal kaytarma davranışı gösterip göstermediklerine yönelik algıları ile çalışanların, kendi görevlerinin görünürlüklerine yönelik algıları arasındaki ilişki araştırılmıştır. Ayrıca sosyal kaytarma davranışının ve görev görünürlüğü algısının demografik değişkenlere göre farklılık gösterip göstermediği de incelenmiştir. Araştırmaya satış ve pazarlama alanında çalışan (yönetici ve satış temsilcisi) 180 kişi katılmıştır. Veriler SPSS 18.0 programında analiz edilmiştir. Araştırma sonucunda, sosyal kaytarma davranışı ile algılanan görev görünürlüğü arasında ilişki bulunamamıştır. Demografik değişkenler olarak incelenen cinsiyet, yaş ve kıdeme göre, görev görünürlüğü ve sosyal kaytarma davranışına yönelik algılamalarda farklılıklar saptanmıştır.

 

It would be easier to define employees’ contribution to their organization as long as
 they perform their individual work, in other words, their activities in organizations, since
 an employee who works individually and does a little amount of work or none will not
 produce anything and such an employee will be defined and disciplined through various
 ways. It is more difficult to define the individual contribution of team members when a
 performance is carried out by a group in which the group members carry out their duties
 in the group, not individually. In such cases some employees would show social loafing
 behavior (Wright and Noe, 1996: 586). Employees would have the tendency to make
 efforts if they work individually, not a member of a group (Johns, 1996: 254). For that
 reason, the importance of social loafing behavior has increased nowadays when group and
 team work has become common. Not only should organizations know the reasons for
 social loafing behavior, but also they should take steps to eradicate these reasons. Task
 visibility has been defined as one of the factors of social loafing behavior. Task visibility
 is defined as the belief of a person on how much the manager is aware of his/her effort on
 work (George, 1992: 192). In this study, the relationship between perceptions of managers
 about social loafing behaviors of their employees and the perceptions of employees about
 their task visibility has been investigated.
 Social loafing is defined as the aptitude of effort reduction of an individual in a group
 (Latane et al., 1979: 823; Kidwell Jr. and Robie, 2003: 540). In other words; social loafing
 describes the aptitude of a person to be less productive when working in a group (Harcum
 and Badura, 1990: 629). The main reason for observing this behavior in a group can be
 seen as the decrease of social awareness in a group situation. Employees usually show
 social loafing behavior for some reasons such as; thinking that their effort will not be
 evaluated in the group, thinking that individual outputs can not be measured, thinking that
 their efforts will not be important and assuming that their work can be done by other
 employees sıralanabilir (Hitt et al., 2009: 383-384; Moorhead and Griffin, 2010: 235;
 McShane and Von Glinow, 2010: 238; Robbins and Coulter, 2009: 255; Karau and
 Williams, 1997: 156; Earley, 1989: 565-566; Plaks and Higgins, 2000: 962).
 Task visibility is defined as the belief of a person on how much the manager is aware
 of his/her effort on work (George, 1992: 192; Liden et al., 2004: 288; Kidwell Jr. and
 Bennett, 1993). When the task visibility is low, employees can think that their managers
 do not realize their effort. In this situation, it is possible to see social loafing behavior
 (George, 1992: 192). Because when employees show social loafing behavior, they may
 believe that this behavior will not be realized by anyone. The level of visibility for any
 task depends on the environmental factors for the job, the observation and evaluation level
 for performance of the employee. For this reason, when individuals work alone and the
 outputs of their work can be measured, task visibility will be high (Jones, 1984: 686).
 The failure in evaluating the effort or contribution made by an individual working in a
 group would be one of the reasons of social loafing behavior. That's to say, task visibility
 is a determining factor of social loafing behavior. When his/her task is not seen by his/her
 manager, he/she would show social loafing behavior. Thereby, social loafing behavior can
 be eradicated on the condition that an individual working in a group thinks that his/her contribution is seen or measured and this contribution is appraisable (George, 1995: 327;
 Murphy et al., 2003:71).
 The aim of this research is to analyze the relationship between social loafing behavior
 and task visibility of employees working in service and production sectors in sales and
 marketing branches. The relationship between perceptions of managers about social
 loafing behaviors of their employees and the perceptions of employees about their task
 visibility has been investigated. Also another aim of the study is to determine if the
 perception of social loafing behavior and task visibility show difference or not.
 We think that the results of this study will help the managers in order to reduce or
 prevent the social loafing behaviors of employees. Results of the study are important
 because the managers can realize the behaviors that can reduce efficiency. There is a lack
 of study in the related literature which investigates production and service sector
 employees in our country so this research gains more importance. The sample of the
 research consists of the employees who are working in production and service sectors in
 sales and marketing departments of the organizations in Istanbul. The method of the
 sampling is “convenience sampling”. Totally 180 people including 101 sales and
 marketing employees and 79 managers participated to the research. The questionnaire
 which was developed by Jennifer M. George (1992) about social loafing behavior and
 perceived task visibility has been used in the study.
 As the hypothesis of the research, no relationship is found between social loafing
 behavior and task visibility. The social loafing perception of male managers is found
 higher than female managers. The task visibility perceptions of male and female
 employees are found very close to each other so there is no statistical difference between
 these factors. Also it is found in the research that younger managers can realize social
 loafing behavior more than lower aged managers. The task visibility perceptions of
 emplayees also show difference depending on the age variable. The employees who are
 above 36 age perceive task visibility more than lower aged employees. No relationship is
 found between social loafing behavior and task visibility depending on seniority.
 The results of the study reveal that sale and marketing managers and employees do
 not perceive social loafing behavior and task visibility a lot. As a result of the study, it is
 possible to say that it will be suitable to design HR systems that can help to realize social
 loafing behavior in work environment and these systems will help to increase
 organizational effectiveness and individual work satisfaction. It is not possible to
 generalize the results of this study for all sales and marketing employees. Because of this
 reason, this kind of empirical studies should be done for larger samples in the future.

Makale detayları

SOSYAL KAYTARMA DAVRANIŞI İLE ALGILANAN GÖREV GÖRÜNÜRLÜĞÜ ARASINDAKİ İLİŞKİNİN İNCELENMESİNE YÖNELİK BİR ARAŞTIRMA

Yazarlar: Altan DOĞAN | Serdar BOZKURT | Rıza DEMİR

Yayıncı: Selcuk University

Dergi: The Journal of Social Economic Research 2012 Vol.12 Issue 24, pp.53-80

Belge Tipi: Makale

Yayın Tarihi: 11/2012

Belge Dili: Türkçe

Document ID (Org No.): 2000610528

Sıklık: İki Yıllık

eISSN: 2148-3043

Sayı

Yazarlar:

Altan DOĞAN | Serdar BOZKURT | Rıza DEMİR

Yayıncı:

Selcuk University

Dergi:

The Journal of Social Economic Research 2012 Vol.12 Issue 24, pp.53-80

Belge Tipi:

Makale

Yayın Tarihi:

11/2012

Belge Dili:

Türkçe

Document ID (Org No.):

2000610528

Sıklık:

İki Yıllık

eISSN:

2148-3043