Örgütsel Yalnızlık Algısının Örgütsel Bağlılık Üzerindeki Etkisi: Bankacılık Sektöründe Bir AraştırmaSema Yolaç, Beril Omuz
Bu çalışmanın amacı, örgütsel yalnızlık algısının örgütsel bağlılık üzerindeki etkisinin incelenmesidir. İş görenin kendini örgüt içinde yalnız hissetmesi, örgütsel bağlılığını azaltabilmektedir. Örgüte bağlılığı azalan bireyin performansının düşmesi, örgütün verimliliğini olumsuz yönde etkilemektedir. Buna karşılık, örgüt içinde iletişim kurabilen, kendini örgütün başarılı ve önemli bir üyesi olarak işgörenin örgütsel bağlılığı yüksek olmaktadır. Çalışanın örgütsel bağlılığı arttıkça, performansı ve verimlilik düzeyi de artmaktadır. Böylelikle kişi hem yalnızlık duygusundan kurtulmakta hem de örgütün verimliliğine katkı sağlamaktadır. Çalışma, sosyal mübadele teorisine dayanmaktadır. Teoriye göre bireyler sosyal ilişkilere, ödüllendirilme beklentisi ile girmektedir. Birbirleriyle etkileşim halinde olan çalışanlar kendilerini örgüt içerisinde yalnız hissetmemekte ve bu ilişkilerinden maddi faydanın yanı sıra sosyal bir fayda da sağlayabilmektedir. Kendini örgütün önemli bir parçası olarak gören çalışanın bağlılığı artmakta; beklentilerinin yeterli düzeyde karşılanmadığını düşünmesi durumunda da bağlılığı zayıflayabilmektedir. Araştırmanın örneklemini kolayda örnekleme yöntemi ile ulaşılan 387 bankacılık sektörü çalışanı oluşturmaktadır. Verilerin analizinde SPSS 25 programı kullanılmıştır. Yapılan regresyon analizi sonucunda, örgütsel yalnızlığın duygusal yoksunluk boyutunun, örgütsel bağlılığın duygusal bağlılık boyutu üzerinde istatistiksel açıdan anlamlı ve negatif bir etkisinin olduğu sonucuna ulaşılmıştır. Ayrıca, örgütsel yalnızlığın duygusal yoksunluk boyutunun örgütsel bağlılığın normatif bağlılık boyutu üzerinde istatistiksel açıdan anlamlı ve negatif bir etkisi olduğu görülmektedir.
The Effect of Perception of Organizational Loneliness on Organizational Commitment: A Research in the Banking SectorSema Yolaç, Beril Omuz
The aim of this study is to examine perception of the effect of organizational loneliness on organizational commitment. An employee’s loneliness inside the organization may decrease his organizational commitment. The decreased performance of such an employee effects the organization’s productivity in the negative direction. In contrast, an employee who is able to communicate within the organization, who sees himself as a successful and important part of the organization has a higher commitment. As an employee’s level of commitment increases, his performance and productivity increase, too. This way, an individual both avoids the feeling of loneliness and contributes to the productivity of the organization. The work is based on the social exchange theory. The theory states that individuals take part in social interactions with the expectation of being rewarded. Employees who interact with each other do not feel lonely in the organization, and they can gain social as well as financial benefits from these relationships. The loyalty of the employee who sees himself as an important part of the organization increases. On the other side, if he thinks that his expectations are not met sufficiently, his loyalty may weaken. The convenience sampling method was used to make up the sample space of the research, which consists of 387 banking sector workers. The SPSS 25 Program was used for data analysis. As a result of the regression analysis, it was found that the emotional deprivation dimension of organizational loneliness has a statistically significant and negative effect on affective commitment. In addition, it is seen that the emotional deprivation dimension of organizational loneliness has a statistically significant and negative effect on the normative commitment.
Employees are affected by the working environments in which they operate, and their social relations in these environments. Communication problems and barriers which occur between employees and people that they are in constant interaction with and have to spend time together in business life -such as colleagues, managers and assistants- can cause employees to feel lonely. Individuals who feel lonely within a certain group or organization may exhibit behaviors such as alienation, self-isolation, decreased performance, decreased commitment and quitting. Employees with a low level of commitment to the organization they are in have a negative effect on the productivity of the organization. In contrast, the organizational commitment of an employee who sees himself as an important member of the organization, who can communicate within the organization, is high. However, if he thinks his expectations are not met sufficiently, his commitment to his organization may decrease. A strong loyalty relationship that employees will establish with their organizations is important for the continuity of the work and productivity.
This research was carried out to examine the effect of perception of organizational loneliness on organizational commitment. The work is based on the social exchange theory. According to the theory, individuals enter social relationships with the expectation of being rewarded. Thinking the organization will benefit them can help a person develop loyalty to his organization. Having healthy relationships that employees will establish in line with their mutual benefits and expectations can eliminate the perception of organizational loneliness. The commitment of employees who do not experience loneliness is at a higher level.
The organizational loneliness scale consists of two dimensions: emotional deprivation and social companionship. The emotional deprivation dimension is related to the loneliness felt by the person in the relationships he/she establishes. Factors such as communication barriers experienced in the work environment and inability to establish healthy interactions have an effect on emotional deprivation. An employee who feels lonely may feel useless, powerless and abandoned. As a result, they may react with such behaviour as cutting out communication, isolating themselves from the environment or being cold to those around them. The social companionship dimension is related to the structure of one's relationships in the work environment. The inadequacy of the social environment that he can relate to, such as his colleague or peer, causes a feeling of loneliness. The person in business life necessarily has a social environment with which he interacts. Behaviors that can be seen as friendship, interaction, cooperation and solidarity in this social environment contribute to the development of social companionship. In the absence of such environments, the person feels lonely and therefore his ties with the organization he is a member of may weaken.
The organizational commitment scale consists of affective, normative and continuance commitment dimensions. Affective commitment refers to the employee's seeing himself as a member of the organization and establishing an emotional bond with the organization. Normative commitment refers to the continuation of an individual's relationship with the organization for moral / ethical reasons. Continuance commitment is considered as choosing to stay in the organization for economic reasons. Existence of high organizational commitment shows that there is a strong bond between the employee and the organization. Feeling such a strong commitment, the employee internalizes the organizational goals and behaves as the organization wants. As a result, besides moral gains such as success, appreciation and being cared for, they also gain financial gains such as salary increases and promotions. The behaviors of employees in accordance with their level of commitment to the organization significantly affect the efficiency of the organization and the sustainability of its activities.
In the study, first, organizational loneliness and organizational commitment issues were examined theoretically. Then, a research was conducted to reveal the effect of organizational loneliness on organizational commitment. The sample of the study consists of 387 banking sector employees, which was selected using the convenience sampling method. The SPSS 25 program was used to analyze the data. 70.5% of the participants (273) were women, 29.5% (114) were men. Exploratory factor analysis, reliability analysis, correlation analysis and regression analysis were performed in the study. As a result of the regression analysis, it was determined that the emotional deprivation dimension of organizational loneliness has a significant and negative effect on the affective and normative commitment.
As a result, the level of commitment of employees to the organization gains importance in today's world where conditions are changing rapidly. The loneliness of the employee decreases his organizational commitment. On the other hand, the employee who has the opportunity to communicate and socialize effectively within the organization does not feel lonely. The level of commitment of these people to the organization is also high. Thus, the increase in the performance of the employees affects the productivity of the organization positively. For this reason, the development and structuring of working conditions in which the person does not feel lonely emerges as an important situation for both the employee and the organization.