Örgüt Kültürünün Çalışan İyi Oluşuna Etkisinde Psikolojik Sağlamlığın Düzenleyici Rolü: Bir Alan Çalışması

Abstract

In the contemporary business environment, the success of organizations is seen to be related not only to financial performance indicators but also to the psychological and emotional states of employees. The social environment to which employees are exposed in the workplace, influences their well-being by playing a determining role in both individual and organizational outcomes. At this point, organizational culture is considered as one of the basic factors that shaping employes’s perceptions and social climate in the workplace. The main purpose of this study is to determine the moderating role of psychological resilience in the effect of organizational culture’s dimensons (support orientation, innovation orientation, rules orientation, goal orientation) on employee well-being. It is expected that the positive effect of support and innovation orientation will be more pronounced among employees with high psychological resilience, whereas the negative effect of rules orientation and goal orientation will be less pronounced. Within the scope of the study a holistic perspective has been adopted by addressing both induviulal and organizational factors to explain employee well-being. In this study the quantitative research paradigm has been adopted and the data were collected from 214 white-collar employe which working various sectors in Turkey. The data obtained from the participants, was examined by PROCESS Macro analysis (Hayes, 2018). According to the analysis all four of the organizational culture dimensons has a positive and significant effect on employee well-being. In addition ıt was determined that psychological resilience has a positive and signaficant effect on employee well-being. The interaction of psychological resilience with the sub-dimensions of organizational culture was not found to be statistically significant. After a significant relationship was found between age, position, organizational tenure and employee well-being, demographic variables were determined as control variables and the moderation analysis was conducted. In the the moderation analysis after controlling the effects of age, position and organizational tenure, it was found that psychological resilience did not undertake a moderating role. The fact that all dimensions of organizational culture and psychological resilience have positive direct effects on employee well-being suggests that this may have rendered it unnecessary for psychological resilience to serve a protective buffering function. Based on these findings it is recommended that managers evaluate psychological resilience not merely as a buffer mechanism against negative conditions but as a strategic individual resource that directly and independently enhances employee well-being when considered together with positive organizational conditions. Accordingly, it is recommended that practices reinforcing supportive, rule-oriented, innovative, and goal-oriented organizational cultures and initiatives aimed at strengthening psychological resilience be implemented within the framework of a holistic human resources strategy that is complementary and conducted simultaneously.