Yükseköğretim kurumlarındaki bölüm başkanlarının çatışma yönetimi stilleri ile akademik personelin iş doyum düzeyleri arasındaki ilişki (İstanbul ili örneği)
Abstract
Çatışmalar örgütlerde sıklıkla karşılaşılan, insan doğası gereği kaçınılmaz durumlardır. Modern araştırmalar, çatışmaların örgüt içinde tamamen yok edilmesi yerine doğru yönetilmeleri halinde, örgütler için yararlı olabileceğini ortaya koymuştur. Yükseköğretim kurumlarında görev yapan akademisyenlerin beklentilerinin karşılanamaması ve huzurlu çalışma ortamını engelleyici çatışmaların olması durumunda; iş tatminsizliği ve tükenmişlik ortaya çıkabilmekte, bunun da akademik gelişimi olumsuz yönde etkileyeceği düşünülmektedir. Toplumun dinamiği olan ve ülkelerin gelişmişliğini belirleyen yükseköğretim kurumlarının, sağlıklı bir şekilde işlevini yerine getirebilmesinin önkoşulu akademisyenlerin iş doyumunu sağlamaktır. Bu çalışmada, yükseköğretim kurumlarındaki akademik personelin bölüm başkanlarının kullandıkları çatışma yönetimi stillerine ilişkin algıları ile iş doyum düzeylerinin, bazı demografik açılar itibarıyla farklılaşıp farklılaşmadığı belirlenmiş ve bölüm başkanlarının kullandıkları çatışma yönetimi stilleri ile akademik personelin iş doyum düzeyleri arasındaki ilişki, devlet ve vakıf üniversiteleri bazında karşılaştırmalı olarak incelenmiştir. Araştırmanın çalışma evrenini; İstanbul ilinde, bünyesinde fakülte barındıran 13 devlet 44 vakıf üniversitesinde görevli olan akademik personelin tamamı oluşturmaktadır. Çalışmada söz konusu üniversitelerden, yansız atama ile oranlı örneklem alınmış; kurumların türü itibarıyla devlet ve vakıf olmak üzere iki grup olarak incelenmiştir. Örneklemi, oranlı küme örnekleme yöntemi ile belirlenmiş 2 devlet 6 vakıf üniversitesi oluşturmaktadır. Akademik personelin çatışma yönetimi stillerine ilişkin algılarını ölçmek için Rahim Örgütsel Çatışma Ölçeği (ROCI II), iş doyumlarını ölçmek için ise Minnesota İş Doyumu Ölçeği uygulanmıştır. Veri toplama araçları, söz konusu üniversitelerin fakültelerinde görevli akademisyenlerden tümüne ulaşma gayretiyle toplam 2200 kişiye gönderilmiş, 209 sağlıklı geri dönüş sağlanmıştır. Çalışma, katılımcıların algıları ile sınırlandırılmıştır. Araştırmanın sonuçlarına göre, devlet üniversitelerinde görevli akademik personelin: -Tümleştirme algısı arttıkça iç iş doyumu, dış iş doyumu ve genel iş doyum düzeyinin artmakta olduğu %99 güvenirlilikle söylenebilir. -Ödün verme algısı arttıkça iç iş doyumu, dış iş doyumu ve genel iş doyum düzeyinin artmakta olduğu %99 güvenirlilikle söylenebilir. -Hükmetme algısı arttıkça iç iş doyumu, dış iş doyumu ve genel iş doyum düzeyinin azalmakta olduğu %99 güvenirlilikle söylenebilir. -Kaçınma algısı arttıkça iç iş doyumu, dış iş doyumu ve genel iş doyum düzeyinin artmakta olduğu %95 güvenirlilikle söylenebilir. -Uzlaşma algısı arttıkça iç iş doyumu, dış iş doyumu ve genel iş doyum düzeyinin artmakta olduğu %99 güvenirlilikle söylenebilir. Araştırmanın sonuçlarına göre, vakıf üniversitelerinde görevli akademik personelin: -Tümleştirme algısı arttıkça iç iş doyumu, dış iş doyumu ve genel iş doyum düzeyinin ortadan daha yüksek düzeyde artmakta olduğu %99 güvenirlilikle söylenebilir. -Ödün verme algısı arttıkça iç iş doyumu, dış iş doyumu ve genel iş doyum düzeyinin tümleştirme stilinde olduğu gibi, ortadan daha yüksek düzeyde artmakta olduğu %99 güvenirlilikle söylenebilir. -Hükmetme algısı arttıkça iç iş doyumu, dış iş doyumu ve genel iş doyum düzeyinin orta düzeyde azalmakta olduğu %99 güvenirlilikle söylenebilir. -Kaçınma algısı arttıkça iç iş doyumu, dış iş doyumu ve genel iş doyum düzeyinin çok düşük düzeyde artmakta olduğu %95 güvenirlilikle söylenebilir. -Uzlaşma algısı arttıkça iç iş doyumu, dış iş doyumu ve genel iş doyum düzeyinin orta düzeyde artmakta olduğu %99 güvenirlilikle söylenebilir. Araştırmaya katılan devlet ve vakıf üniversitelerinde görevli akademisyenlerin, bölüm başkanlarının tercih ettiği çatışma yönetimi stillerinden tümleştirme, ödün verme, hükmetme, kaçınma ve uzlaşma algıları arasında istatistiksel olarak manidar bir farklılık olmadığı görülmüş, söz konusu stillere ilişkin algıların benzer olduğu saptanmıştır. Bu sonuç, çatışma yönetimi stilleri algılarında, bağlı bulunulan yükseköğretim kurumunun türü ile ilgili, istatistiksel bir farklılıktan söz edilemeyeceğini göstermektedir. Araştırmaya katılan devlet ve vakıf üniversitelerinde görevli akademisyenlerin iç iş doyumu, dış iş doyumu ve genel iş doyumu algıları arasında istatistiksel olarak manidar bir farklılık olmadığı görülmüş, iş doyum düzeylerinin benzer olduğu tespit edilmiştir. Anahtar Sözcükler Çatışma, Çatışma Yönetimi, Çatışma Yönetimi Stilleri, İş Doyumu, Yükseköğretim Kurumları, Bölüm Başkanları, Akademik Personel.
Conflicts are the situations that are frequently encountered in organisations, inevitable by human nature. Recent research has shown that conflicts can be beneficial for organisations if, instead of being totally eliminated, managed properly. Job dissatisfaction and burnout can emerge when the expectations of the academicians working in higher education institutions are not met and conflicts hindering peaceful work occur; and, this is thought to affect academic development negatively. Institutions of higher education are the dynamics of society, determining the countries' level of development, and the precondition for them to fulfil their functions healthily is the establishment of job satisfaction. The present study aims to determine whether the job satisfaction levels of the academic personnel working in higher education institutions and their perception of the conflict management styles employed by their department heads vary in regards to some certain demographic aspects; and to investigate the relationship between the conflict management styles employed by department heads and the job satisfaction levels of the academic personnel on a comparative basis of state universities and foundation universities. The research population consists of the entire academic personnel working in the 13 state and 44 foundation universities which have Faculties in Istanbul. Proportional sampling was employed by random selection for those universities; and, they were studied in two groups as the types of state and foundation universities. The sample thus constructed comprises 2 state and 6 foundation universities. Rahim Organisational Conflict Scale (ROCI II) and Minnesota Job Satisfaction Scale were utilized to measure the academic personnel's perception of conflict management styles and to measure their levels of job satisfaction, respectively. In an effort to reach the entire academicians working in those universities, the data collection instruments were delivered to a total of 2.200 participants, of whom 209 appropriate responses were obtained. The study is limited to the participants' perceptions. For the academic personnel working in state universities, the results of the research yield that: -Their internal job satisfaction, external job satisfaction and general job satisfaction levels are found to increase as the perception of integrity increases, as measured at 99% reliability; -Their internal job satisfaction, external job satisfaction and general job satisfaction levels are found to increase as the perception of compromising increases, as measured at 99% reliability; -Their internal job satisfaction, external job satisfaction and general job satisfaction levels are found to decrease as the perception of dominance increases, as measured at 99% reliability; -Their internal job satisfaction, external job satisfaction and general job satisfaction levels are found to increase as the perception of avoidance increases, as measured at 95% reliability; -Their internal job satisfaction, external job satisfaction and general job satisfaction levels are found to increase as the perception of agreement increases, as measured at 99% reliability. Whereas, for the academic personnel working in foundation universities, the results of the research yield that: -Their internal job satisfaction, external job satisfaction and general job satisfaction levels are found to increase to a rate above average as the perception of integrity increases, as measured at 99% reliability; -Like integrity, their internal job satisfaction, external job satisfaction and general job satisfaction levels are found to increase to a rate above average as the perception of compromising increases, as measured at 99% reliability; -Their internal job satisfaction, external job satisfaction and general job satisfaction levels are found to decrease to an average rate as the perception of dominance increases, as measured at 99% reliability; -Their internal job satisfaction, external job satisfaction and general job satisfaction levels are found to increase to a very low rate as the perception of avoidance increases, as measured at 95% reliability; -Their internal job satisfaction, external job satisfaction and general job satisfaction levels are found to increase to a rate above average as the perception of agreement increases, as measured at 99% reliability. No statistically meaningful difference was found between the participants' perception of their department heads' preferred conflict management styles; namely, integrity, compromising, dominance, avoidance and agreement. Their perceptions of those preferred styles were found to be similar. It can be concluded that no difference can be statistically stated for the perception of conflict management styles in regards to the type of the higher education institution. No statistically meaningful difference was found between the participants' perception of internal job satisfaction, external job satisfaction and general job satisfaction. Their job satisfaction levels were found to be similar. Key Words Conflict, Conflict Management, Conflict Management Styles, Job Satisfaction, Higher Education Institutions, Department Heads, Academic Personnel.
Conflicts are the situations that are frequently encountered in organisations, inevitable by human nature. Recent research has shown that conflicts can be beneficial for organisations if, instead of being totally eliminated, managed properly. Job dissatisfaction and burnout can emerge when the expectations of the academicians working in higher education institutions are not met and conflicts hindering peaceful work occur; and, this is thought to affect academic development negatively. Institutions of higher education are the dynamics of society, determining the countries' level of development, and the precondition for them to fulfil their functions healthily is the establishment of job satisfaction. The present study aims to determine whether the job satisfaction levels of the academic personnel working in higher education institutions and their perception of the conflict management styles employed by their department heads vary in regards to some certain demographic aspects; and to investigate the relationship between the conflict management styles employed by department heads and the job satisfaction levels of the academic personnel on a comparative basis of state universities and foundation universities. The research population consists of the entire academic personnel working in the 13 state and 44 foundation universities which have Faculties in Istanbul. Proportional sampling was employed by random selection for those universities; and, they were studied in two groups as the types of state and foundation universities. The sample thus constructed comprises 2 state and 6 foundation universities. Rahim Organisational Conflict Scale (ROCI II) and Minnesota Job Satisfaction Scale were utilized to measure the academic personnel's perception of conflict management styles and to measure their levels of job satisfaction, respectively. In an effort to reach the entire academicians working in those universities, the data collection instruments were delivered to a total of 2.200 participants, of whom 209 appropriate responses were obtained. The study is limited to the participants' perceptions. For the academic personnel working in state universities, the results of the research yield that: -Their internal job satisfaction, external job satisfaction and general job satisfaction levels are found to increase as the perception of integrity increases, as measured at 99% reliability; -Their internal job satisfaction, external job satisfaction and general job satisfaction levels are found to increase as the perception of compromising increases, as measured at 99% reliability; -Their internal job satisfaction, external job satisfaction and general job satisfaction levels are found to decrease as the perception of dominance increases, as measured at 99% reliability; -Their internal job satisfaction, external job satisfaction and general job satisfaction levels are found to increase as the perception of avoidance increases, as measured at 95% reliability; -Their internal job satisfaction, external job satisfaction and general job satisfaction levels are found to increase as the perception of agreement increases, as measured at 99% reliability. Whereas, for the academic personnel working in foundation universities, the results of the research yield that: -Their internal job satisfaction, external job satisfaction and general job satisfaction levels are found to increase to a rate above average as the perception of integrity increases, as measured at 99% reliability; -Like integrity, their internal job satisfaction, external job satisfaction and general job satisfaction levels are found to increase to a rate above average as the perception of compromising increases, as measured at 99% reliability; -Their internal job satisfaction, external job satisfaction and general job satisfaction levels are found to decrease to an average rate as the perception of dominance increases, as measured at 99% reliability; -Their internal job satisfaction, external job satisfaction and general job satisfaction levels are found to increase to a very low rate as the perception of avoidance increases, as measured at 95% reliability; -Their internal job satisfaction, external job satisfaction and general job satisfaction levels are found to increase to a rate above average as the perception of agreement increases, as measured at 99% reliability. No statistically meaningful difference was found between the participants' perception of their department heads' preferred conflict management styles; namely, integrity, compromising, dominance, avoidance and agreement. Their perceptions of those preferred styles were found to be similar. It can be concluded that no difference can be statistically stated for the perception of conflict management styles in regards to the type of the higher education institution. No statistically meaningful difference was found between the participants' perception of internal job satisfaction, external job satisfaction and general job satisfaction. Their job satisfaction levels were found to be similar. Key Words Conflict, Conflict Management, Conflict Management Styles, Job Satisfaction, Higher Education Institutions, Department Heads, Academic Personnel.
Description
Keywords
Eğitim ve Öğretim, Akademisyenler, Bölüm başkanı, Eğitim yönetimi, Education and Training, Yükseköğretim, Academicians, Yükseköğretim kurumları, Department head, Educational administration, Çatışma, Higher education, Higher education institutions, Çatışma yönetimi, Conflict, İstanbul, Conflict management, Istanbul, İş doyumu, Job satisfaction