İş yaşamında psikolojik şiddet (mobbing): Farklı kuşakların algıları ve psikolojik şiddete dönük davranışları
Psychological violence (mobbing) in business life: Perceptions and behaviors of different generations towards psychological violence
- Tez No: 996129
- Danışmanlar: PROF. DR. MEHMET ERÇEK
- Tez Türü: Yüksek Lisans
- Konular: İşletme, Business Administration
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 2026
- Dil: Türkçe
- Üniversite: İstanbul Teknik Üniversitesi
- Enstitü: Lisansüstü Eğitim Enstitüsü
- Ana Bilim Dalı: İşletme Ana Bilim Dalı
- Bilim Dalı: İşletme Bilim Dalı
- Sayfa Sayısı: Belirtilmemiş.
Özet
İŞ YAŞAMINDA PSİKOLOJİK ŞİDDET (MOBBİNG): FARKLI KUŞAKLARIN ALGILARI VE PSİKOLOJİK ŞİDDETE DÖNÜK DAVRANIŞLARI ÖZET Bir arada çalışan kuşakların yaşam şekilleri, hayata bakış açıları ve düşünce yapılarının büyüdükleri koşulların farklılığına bağlı olarak değişkenlik gösterebildiği düşünülmektedir. Sağlıklı bir iletişim ortamı oluşturabilmek ve olası kuşak çatışmalarını azaltabilmenin önemli sebeplerinden birinin örgütlerde psikolojik şiddete yönelik algıların anlaşılıp önleyici düzenlemelere gitmek olduğu değerlendirilmektedir. Bu çalışmanın temel amacı, iş yerinde psikolojik şiddetin farklı kuşaklara mensup çalışanlar tarafından nasıl algılandığını incelemek ve kuşaklar arasında psikolojik şiddet algısı açısından belirgin bir farklılık olup olmadığını ortaya koymaktır. Araştırmada esas olarak, kuşaklar ile psikolojik şiddetin algılanışı ve bu duruma verilen tepkiler arasındaki ilişkinin anlaşılması hedeflenmiştir. Bu temel amacı daha sağlıklı biçimde değerlendirebilmek amacıyla cinsiyet, sektör, meslek ve çalışma süresi gibi demografik değişkenler kontrol değişkenleri olarak analize dâhil edilmiştir. Çalışma kapsamında psikolojik şiddetin yalnızca maruz kalınan davranışlar açısından değil, bu davranışların şiddet düzeyinin algılanışı ve psikolojik şiddet karşısında sergilenen başa çıkma tepkileri bakımından da kuşaklara göre farklılaşıp farklılaşmadığı ele alınmıştır. Farklı kuşakların aynı iş ortamında birlikte çalışmaları durumunda ortaya çıkabilecek algı farklılıklarının, örgüt içi iletişim sorunlarına ve uyum güçlüklerine yol açabileceği varsayımından hareketle bulgular değerlendirilmiştir. Belirlenen araştırma amacı doğrultusunda çalışma nicel araştırma yöntemiyle yürütülmüş ve farklı kuşaklardan oluşan bir örneklemden çevrim içi anket yöntemiyle veriler toplanmıştır. Veri toplama aracında, literatürde yaygın olarak kullanılan ölçeklerden oluşturulan bir havuzdan seçilen psikolojik şiddet davranış örneklerine yer verilmiş ve katılımcılardan bu davranışları psikolojik şiddet düzeylerine göre derecelendirmeleri istenmiştir. Anketin ikinci bölümünde, biri daha hafif diğeri yüksek düzeyde psikolojik şiddet içeren iki farklı senaryo hazırlanarak katılımcılara sunulmuştur. Katılımcıların bu senaryoları psikolojik şiddet olarak değerlendirip değerlendirmedikleri, hangi düzeyde psikolojik şiddet olarak algıladıkları ve bu durumda kendileri olsalardı nasıl bir tepki gösterecekleri sorulmuştur. Bu bölümde amaç, farklı kuşakların iş yerinde psikolojik şiddetle nasıl başa çıktıklarını ortaya koymaktır. Soru formunun son bölümünde ise katılımcıların kendi psikolojik şiddet deneyimlerini ve bu deneyimlere verdikleri tepkileri daha ayrıntılı biçimde ortaya koyabilmek amacıyla açık uçlu sorulara yer verilmiş; elde edilen veriler nicel bulguları destekleyici ve tanımlayıcı bir çerçeve sunmak üzere analiz edilmiştir. Bu yönüyle çalışma, kuşaklar arası mobbing algıları ve başa çıkma biçimlerine ilişkin literatüre ampirik katkı sağlamayı ve insan kaynakları uygulamalarına yönelik çıkarımlar üretmeyi amaçlamaktadır. Ölçek verileri ve uygulanan istatistiksel analizler (Ki-kare, ANOVA, Ordinal Regresyon - PLUM, GLM) kuşaklar arasında anlamlı farklılıklar olduğunu ortaya koymuştur. Ki-kare testleri, psikolojik şiddet algısında kuşaklar arası farklılıkları doğrularken, ANOVA sonuçları Z kuşağının çoğu davranışı yüksek düzeyde psikolojik şiddet olarak değerlendirdiğini, X kuşağının ise daha yüksek tolerans gösterdiğini ortaya koymuştur. PLUM ve GLM analizleri, Z kuşağının şiddeti yönetime bildirme veya işten ayrılma eğiliminin X ve Y kuşaklarına kıyasla daha yüksek olduğunu göstermiş; Y kuşağı ise değişken bir profil sergileyerek bazen X kuşağına, bazen de Z kuşağına benzer tepkiler göstermiştir. Senaryo bulguları, Z kuşağının yarısının psikolojik şiddeti yüksek düzeyde değerlendirdiğini, X kuşağının ise daha toleranslı olduğunu göstermiştir. İkinci, daha ağır senaryoda Y ve Z kuşaklarının yaklaşık %70'i durumu yüksek düzeyde psikolojik şiddet olarak görürken, X kuşağında bu oran %53 seviyesindedir. Y ve Z kuşakları psikolojik şiddet algıladığı durumlarda genellikle yönetime başvurmayı tercih ederken, X kuşağı ekip arkadaşlarıyla iletişim kurmayı ve durumu tolere etmeyi daha fazla tercih etmiştir. Açık uçlu yanıtlar, kadın katılımcılarda en yaygın psikolojik şiddet türünün“küçümsenme ve aşağılanma”, erkeklerde ise“görmezden gelinme ve izole edilme”olduğunu göstermiştir. Yönetici konumundakiler daha çok“başarılarının küçümsenmesi”ve“değersizleştirilme”ile karşılaşırken, yönetici olmayan çalışanlar“aşırı iş yükü”ve“yetersiz hissettirilme”yi sıkça belirtmiştir. Katılımcıların %57'si daha önce iş yerinde psikolojik şiddet yaşadığını ifade etmiştir. Öncül bulgular, X kuşağının iş yerinde psikolojik şiddete diğer kuşaklardan daha dayanıklı olduğunu ve bazı durumları psikolojik şiddet olarak değerlendirmediğini göstermektedir. Y ve Z kuşaklarının ise iş yerinde geçirilen zamanı sosyal yaşamlarının bir parçası olarak değerlendirdikleri ve bu ortam beklentileriyle uyumsuz şekilde düzenlendiğinde, çoğunlukla işi bırakmaya yönelik tepki gösterdikleri bulgulanmıştır. Bu bağlamda, Y ve Z kuşakları için şirketteki sosyal çevre özel hayatlarının bir parçası olarak değerlendirilebilmekte ve psikolojik şiddetin algılanması işten ayrılma olasılıklarını artırmaktadır. X kuşağı ise profesyonel ve özel hayat arasında keskin bir ayrım yapmakta ve çalışma tarzlarını, üretkenliklerini etkilemediği sürece psikolojik şiddete karşı daha dayanıklı bulunmaktadır. Bulgular, kuşaklar arası farklılıkların örgütlerin iletişim, motivasyon ve eğitim stratejilerini yeniden yapılandırmalarını gerektirdiğini ve bu yaklaşımların çalışan bağlılığı ile kurumsal verimlilik açısından kritik öneme sahip olduğuna işaret etmektedir.
Özet (Çeviri)
PSYCHOLOGICAL VIOLENCE (MOBBING) IN BUSINESS LIFE: PERCEPTIONS AND BEHAVIOURS OF DIFFERENT GENERATIONS TOWARDS PSYCHOLOGICAL VIOLENCE SUMMARY The concept of psychological violence (mobbing) has increasingly found a place in both national and international literature in the field of organizational behavior. Although the determinants of psychological violence, its empirical measurement and, to a lesser extent, the behaviors used to cope with psychological violence have been examined in many studies, the perceptions and reactions of different generations regarding psychological violence have received relatively little attention in the literature. However, the fact that the working segment of the society consists of different age groups means that different generations spend at least one-third of their daily time together. In a work environment consisting of different generations, the different perceptions that employees develop regarding psychological violence and the different reactions they give to the situations they perceive may lead to negative behaviors due to possible communication problems. It has been previously discussed in the literature that various organizational behaviors of generations may differ. Therefore, a better understanding of the psychological violence perceptions of different generations and their behaviors towards violence has been described as an important research question. The aim of this study is to observe how employees from different generations who are exposed to psychological violence in the workplace interpret psychological violence and their reactions to psychological violence, and to compare the extent to which they differ by measuring them. Although human resources policies should primarily be structured to prevent psychological violence, the possibility of psychological violence being perceived differently by employees from different generations may constitute a significant obstacle in the determination and implementation of these policies. From this point of view, the study aims to provide an innovative and different perspective to the literature by focusing on the differences in perception and reaction between generations that have not been sufficiently addressed before. In this study, a questionnaire form was designed from existing scales for the measurement of psychological violence, and the form also evaluates the perceptions of the respondents about different theoretical scenarios. One of the scales used in the pool was the Leymann Inventory of Psychological Terror (LIPT) developed by Leymann (1990), and the other was the Workplace Bullying Questionnaire (NAQ) by Einarsen and Raknes (1997). The Workplace Bullying Scale was translated into Turkish by Aydın and Öcel (2009). Similarly, the validity and reliability study of the Leymann Psychological Terror Inventory was conducted by Çögenli and Asunakutlu (2014) and translated into Turkish. Additionally, the psychological violence scale developed by Aiello et al. (2008), another scale used in the study, was translated in Turkey by Laleoğlu and Özmete (2013). Finally, the participants' psychological violence experiences and reactions were collected with open-ended questions in the questionnaire form and evaluated with the content analysis method. Psychological violence (mobbing) is used in the sense of harassment, disturbing, pressuring or causing distress and can also be expressed as psychological terror or intimidation in the workplace. Psychological violence is the systematic and long-term pressure exerted by the person or persons in power on their teammates or employees, especially in organizations where the hierarchy is multi-layered and communication and control are weak. According to Leymann, psychological violence is a type of psychological terror directed by one or more people. According to another definition, psychological violence represents the humiliating and discouraging actions of coworkers, both individually and in groups, for a long time (at least 6 months) and against a specific person or people (at least once a week). When psychological violence is mentioned in the workplace, the victims of violence and the perpetrators of violence generally come to mind. However, there is also a party that is perhaps at least as important as these two parties, but is not always involved in the incident, namely the bystanders. Those who use psychological violence are people who try to isolate the person they target from the work environment with their behaviors. Victims of psychological violence are people who are exposed to such unethical behaviors, even if they do not want to. Bystanders, who have a great influence on the continuation of psychological violence in the workplace, can support the victim of psychological violence by standing by him/her and not leaving him/her alone, and can ensure that the psychological violence ends or, in some cases, decreases. However, this method is rarely used and the reason for this is the idea that being by the side of the victim may lead to the same treatment. Generation includes all people of roughly the same age with similar social orientations and life views. The time interval between generations is usually the same as the birth of parents and their children. Historical intervals determined for generation classification are; Silent Generation (1925-1945), Baby Boomers (1946- 1964), Generation X (1965- 1979), Generation Y (1980 - 1999), Generation Z (2000- 2010) and Generation Alpha (2011 and later). Generation X, a generation consisting of individuals born between 1965 and 1979 and showing demographically similar characteristics, has been influenced by the office culture and comfort created by the previous generation, and has also experienced the financial comfort of being a member of a dual-income family. However, Generation X is not as loyal to authority as previous generations. They are better at questioning authority and rules in business life and trying to change them when they are against them. Generation Y consists of individuals born between 1980 and 1999 and are also called Millennials due to their exposure to the internet during childhood or adolescence. Individuals in Generation Y also value flexible work environments, prefer work environments with few boundaries, and are also individuals who can multitask, are eager to learn, and attach great importance to career advancement. Generation Z, individuals born after 2000, is the last generation to join the workforce. This generation is thought to be more successful than other generations in terms of self-confidence, expressing themselves comfortably, getting along with different sociological groups, seeking rights, and creativity. It is also thought that since they are easily bored, they will quickly move away from work environments that do not meet their expectations, and therefore the institution they work for may label them as disloyal. This study attempts to make sense of how the perception of psychological violence is evaluated by different generations. For this purpose, structured questionnaires were used as a data collection method, and not only scales measuring the perception of psychological violence but also different scenarios were used in the form. As a result of the different conditions in which generations working together grew up; their lifestyles, perspectives on life and mindsets have differentiated. As a result, generations also exhibit different organizational behaviors in the work environment. For example, employees of Generation Z and Y, who witnessed periods when technological developments were at their peak, attach more importance to the balance between their work and private lives, unlike Generation X. While Generation X exhibits a more meticulous working style compared to other generations, Generation Y, who are fond of their independence, do not want to spend too much time working. It is noteworthy that Generation Z wants to be less bound by rules, spends more time on their private lives and looks at the concept of respect differently. In order to create a healthy work environment, organizations should first understand the source of communication problems in the work environment of generations, namely their perceptions of psychological violence. For this purpose, this study attempted to measure the reactions of employees from different age groups who were subjected to psychological violence and the actions they would take against psychological violence. First of all, examples of psychological violence were presented in the section of the questionnaire used to measure the perception of psychological violence and they were asked to rate these actions according to their severity. In the scenario section, two different psychological violence scenarios were prepared and presented. The first scenario is about the employee being subjected to behaviors such as being ignored and humiliated by teammates over time as a result of minor but continuous criticisms from their manager. In the second scenario, the manager attributes the employee's performance to a problem they may have experienced in their private life, intervenes in their private life by making various insinuations and damages their reputation among their teammates. The second scenario includes more intense psychological violence compared to the first scenario. In the study conducted with a total of 283 participants, it was a prerequisite for the participant to have at least 1 year of professional work experience, and the number of participants from each gender and generation was tried to be kept similar in order to create a homogeneous sample. From the results of the participants' evaluation of the first scenario, it can be deduced that fifty percent of Generation Z defines the psychological violence in this scenario as high level. On the other hand, half of Generation X thinks that this scenario is a medium level of psychological violence. 13% of Generation X argues that there is no psychological violence in this scenario. This rate is around 2% in Generations Y and Z. This shows that tolerance to psychological violence in the workplace is lower in these generations. According to the answers to the second question of the first scenario,“What would you do if you were Ayşe?”, almost half of Generations Y and Z stated that they would report this situation to the management. This rate is lower in Generation X. Generation X stated that they would also contact their teammates to the extent that they report this situation to the management, which provides clues about the bond that Generation X establishes with the people they work in the same environment. The evaluations of the second scenario, which has a relatively more severe act of psychological violence compared to the first, have a sharper distribution compared to the first scenario. In this scenario, Generation Y and Z agree with an average rate of 70% that this scenario involves high levels of psychological violence. This rate has risen to 53% in Generation X, and the remaining majority think that there is moderate psychological violence. When the participants are asked the question“What would you do if you were Murat?”, the answers are surprising in some ways. Generation X does not communicate with their teammates in this situation, does not work harder to reduce psychological violence, and a very large percentage of them report the violence to the management. A similar situation is also the case in Generation Z, while the indecisiveness in Generation Y continues to affect these responses. Generation Z, which is associated with disloyalty to organizations, first reports a problem to the management instead of looking for a new job. While the actions that Generation X will take seem to be in line with their characteristic features, Generation Z prefers to communicate, contrary to expectations. 57% of the survey participants claim that they have previously been subjected to psychological violence in the workplace. When the participants are asked how long they have been subjected to psychological violence, the findings differ according to the experiences of the generations. Generation X has been subjected to psychological violence for an average of 14 months, while this number is close to 2 years for Generation Y. Generation Z states that they may have been subjected to psychological violence for an average of 8 months. This situation may be a result of Generation Z not having many years in their working lives, and in line with their answers in the scenarios, they may not have endured psychological violence and may have quit their jobs. The answers given to the question“What action would you take if you were subjected to psychological violence?”in the questionnaire were compiled and categorized. According to the findings obtained as a result of the study, in addition to the answers and actions in the scenario question, the participants gave the answers“I would communicate with the person who committed psychological violence,”“I would change teams,”and“I would not take any action.”It can be said that the generation with the highest rate of reporting psychological violence to management is Generation Y, while the generation with the lowest rate is Generation X. As it is known, the generation with the lowest rate of communicating with management in the answers given to the scenario question was Generation X. These relative differences can be explained as follows; when using the scenario technique, the participants were asked to assume that the event in the scenario had happened to them and to indicate the actions they would take regarding it. In this question, the participants explained the action they would take in any possible psychological violence scenario or against an act of psychological violence they were the victim of. The point to be noted at this point is that the level, duration, or nature of this psychological violence varies according to the participant. Participants who communicate with their teammates belong to Generation X, as in the scenario question, and this indicates that Generation X's work environment and social life are intertwined. As mentioned above, since they cannot feel the presence of their families, social life and circle of friends are vital for them (Kaleli and Yalçın, 2021). While the rate of communicating with the person who commits psychological violence is around 10% in Generation Y and Z, this rate has reached 25% in Generation X. Generations Y and Z, on the other hand, prefer to report this situation to the management or quit their job instead of communicating with the person who commits psychological violence due to the effect of individualization and increasing socialization in the virtual environment (Yıldız, 2021). The answers to the open-ended question“What kind of psychological violence were you exposed to?”in the questionnaire were compiled under four separate subheadings. The most common psychological violence behavior encountered by female participants was“belittlement and humiliation”, and they stated that the type of psychological violence that came right after was“physical and verbal abuse”. On the other hand, the most common types of psychological violence encountered by male participants are“being ignored”and“being isolated”. The psychological violence encountered by employees in managerial positions is highlighted as“being belittled of their success”and“being devalued”. Employees also frequently stated in the questionnaire forms types of violence such as“having their contributions to the company ignored”,“having their efforts belittled”or“not appreciating their work”. The most common types of psychological violence encountered by participants who are not in managerial positions in the workplace are“too much workload”and“being made to feel inadequate”. In addition, the concept of“being isolated”is frequently referred to in this classification. In this study, the perceptions of psychological violence in the workplace and the actual and possible reactions to psychological violence of Generations X, Y and Z were measured with a questionnaire. In the scenarios designed for the act of psychological violence, the perceptions and reactions of different generations were addressed. Based on the responses given by Generation X, it can be said that they react with a high tolerance instead of leaving their workplace when they are exposed to psychological violence. An action that is a high level of psychological violence compared to other generations can be perceived as low or medium level for Generation X. As a result of the research, it is seen that Generation Y employees do not have as distinct reactions as Generation X and Z, and in some cases they give reactions similar to Generation X, and in some cases they give answers that overlap with the perception of Generation Z. Generation Z, who has been in the workplace for an average of 5 years, is the generation with the lowest tolerance to psychological violence and they call the relatively milder psychological violence scenario as high psychological violence with the highest rate. Similarly, in the scaling question, most actions fall into the high psychological violence class for Generation Z. Although Generation Z is a generation that does not give up in the face of problems, in the event of psychological violence against them, instead of dealing with this situation, they prefer to quit their job or wait for the authorities to solve the problem. As a result of the research, although there are acts of psychological violence where each generation reacts differently, there are also situations where each generation agrees. In this direction, companies can educate themselves and their employees from different generations about the different perspectives of other generations. Increasing communication skills and broadening perspectives can improve organizational development and tolerance. There may also be limitations in the actions that the participants in the study can take due to the differences in their private lives and living conditions. For example, Generation X may choose to tolerate psychological violence instead of looking for a new job because they have a family to which they are responsible, and Generation Z may be less tolerant of actions and behaviors that do not match their expectations since they are relatively new to business life. As a result, it is evaluated that the communication and motivation tools that organizations will reorganize within the framework of the differences mentioned above can contribute to the sustainability and efficiency of talent in organizations.
Benzer Tezler
- Devrelerin büyük işaret cevaplarının bilgisayar yardımıyla bulunması
Başlık çevirisi yok
NÜKHET GÜNEYİ
Yüksek Lisans
Türkçe
1985
Elektrik ve Elektronik MühendisliğiUludağ ÜniversitesiElektrik-Elektronik Mühendisliği Ana Bilim Dalı
PROF. DR. ERGÜR TÜTÜNCÜOĞLU
- Bir ilaç fabrikasında personel gereksinmesinin belirmesi seçilmesi ve elde tutulmasına yönelik bir uygulama çalışması
Başlık çevirisi yok
EMİNE BOZBAĞ
Yüksek Lisans
Türkçe
1989
İşletmeİstanbul ÜniversitesiÇalışma Ekonomisi ve Endüstri İlişkileri Ana Bilim Dalı
PROF. DR. TUĞRAY KAYNAK
- Çimentonun sertleşmesi üzerinde kimyasal komponentlerin etkisi
Başlık çevirisi yok
NACİYE TÜRKEL
Yüksek Lisans
Türkçe
1986
Kimya MühendisliğiUludağ ÜniversitesiKimya Ana Bilim Dalı
PROF. DR. MUSTAFA CEBE
- 1981 Türkiye tarımsal yapısının önemli bileşenleri ve tarımsal bölgelerin elde edilmesi
Principle components of Turkey's agricultural structure and to determine agricultural rigions in 1981
İHSAN KARABULUT
- Buğdayda farklı melezleme teknikleri kullanarak tohum tutma oranının saptanılması
Başlık çevirisi yok
İSMAİL TÜZÜN
Yüksek Lisans
Türkçe
1986
ZiraatUludağ ÜniversitesiTarla Bitkileri Ana Bilim Dalı
PROF. DR. HALİS RUHİ EKİNGEN