COVID-19 salgınının başından itibaren hastanelerin ve çalışanlarının yoğunluğu artmıştır. Bu araştırma sağlık çalışanlarının iş yükü, iş tatmini ve tükenmişlik durumlarının ve aralarındaki ilişkilerin birlikte incelendiği bir çalışmadır. Bu amaçla kamu hastanelerindeki 202 sağlık çalışanına yönelik anket uygulanmıştır. Elde edilen bulgulara göre, iş yükü ile tükenmişlik arasında orta düzeyde aynı yönde; iş yükü ile iş tatmini arasında ortaya yakın düzeyde zıt yönde, tükenmişlik ile iş tatmini arasında ise orta düzeyde zıt yönde anlamlı ilişki bulunmaktadır. Öte yandan iş tatmininin, iş yükünün tükenmişliğin alt boyutu olan kişisel başarıda düşme hissine olan etkisinde tam aracılık; duygusal tükenmeye ve duyarsızlaşmaya olan etkisinde ise kısmi aracılık rolü üstlendiği bulunmuştur. Ayrıca bulgular, COVID-19 ile ilgili bölümlerde görev yapan çalışanlarda iş yükü, tükenmişlik, duygusal tükenme ve duyarsızlaşma düzeylerinin daha yüksek; iş tatmini ve içsel tatmin düzeylerinin ise daha düşük olduğunu göstermektedir. Sonuçlar, sağlık çalışanlarının salgın nedeniyle doğal olarak artan iş yükünün etkisiyle işte tatmin durumlarının azaldığını, bunun da artan tükenmişliğe neden olduğunu ortaya koymaktadır.
Purpose –The purpose of this study is to examine the impacts of dark leadership on organizational commitment. As opposed to the positive leadership styles’ benefits, it is expected to see a negative impact of the negative leadership styles on organizational commitment. Dark leadership is a term to describe the leadership in a context where the leaders’ negative personality traits negatively affect the organizational decision-making and the public impression of the organization.Design/methodology/approach –In this study, there are 559 employees who work either in a bank branch or a general directorate of banking in Istanbul. To examine the impacts of the dark leadership on the bankers’ organizational commitment, “simple linear regression analysis” and “multiple linear regression analysis” are used.Findings–Study findings reveal a significant negative impact of the dark leadership on the bankers’ organizational commitment. Moreover, it is found that dark leadership has meaningful negative impacts on the bankers’ affective commitment and continuance commitment. Furthermore, findings show a positive impact of the dark leadership on the bankers’ normative commitment. There is limited empirical research related to the impacts of dark leadership on organizational commitment; therefore, this study aims to contribute to the gap in the human resources management, organizational behavior, and management and organizations literature.Discussion –It is possible to say that dark leadership should seek help from experts and/or institutions in order to prevent the negative effect of dark leadership on employees' organizational commitments. At this point, the human resources management unit plays an important role in identifying dark leaders.
This article probes into the meaningfulness of work as a potential mediator between paternalistic leadership and well-being as well as an outcome, being one of the dimensions of psychological empowerment. This is addressed in this preparatory study. According to hypothesis, leadership behavior, ahead of that of other influential variables, can contribute to the prediction of psychologic well-being at work. In order to measure paternalistic leadership behaviour, we have used a questionnaire-based instrument whose validity and reliability of the instrument have already been proven by Aycan in Turkey. The research hypothesis was tested using single and multiple regression by the mediating model of Baron and Kenny within a convenience sample consisting of 77 males and females working in a variety of organizations, occupations, and industries in Turkey. The results of the analyses conducted have revealed that benevolent paternalistic leadership and executive/authorized paternalistic leadership factors have significant effects on positive effect and negative effect factors of well-being construct and the work meaningfulness variable has a mediating role on these effects. In addition, it has been exhibited that executive/authorized benevolent leadership has a significant effect on fulfillment factor of well-being construct and the variable work meaningfulness has a mediating role on this effect. Additional evidence is provided herein, with respect to the fact that leadership behaviour can affect employee well-being and it is suggested that the individuals that seek creating healthier workplaces should not neglect supervision. It is argued that, for DOI: --------------------------
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