Abstract:

The aim of this study is to investigate the impact of the practices of nepoticism seen in shoe industries on the tendency to show organizational opposition behaviors on employees. Although studies have found that the practices of nepoticism have a set of positive effects in literature, most of these practices have a negative impact on employers’ trust and work motivation in the enterprise, causing disruption in equality and justice perceptions. These practices can be considered as a trigger on employers’ tendencies to demonstrate organizational opposition behavior. In this context, according to the findings of the research conducted on the shoe industry workers in Istanbul in order to determine the possible impact of employers’ concepts of nepotizm on organizational opposition behaviors, there has been no comprehensive interaction between opposition and nepotizm. It has been found that the horizontal opposition is affected by employment nepotizm but the vertical opposition is not affected by nepotizm. It is found that the ground-changed opposition is affected by both kinds of nepotizm.

Abstract:

The aim of this study is to investigate the effects of nepotism practices on the tendency of the employees at the socks sector to show organizational dissent behaviors. Although there are studies in literature suggesting that nepotism practices have positive effects, mostly they adversely affect the trust and motivationsof the employees and cause the perception of equality and justice to be damaged. Similarly, when the effects of employees exposed to nepotism practices on their attitudes and behaviors such as organizational silence, commitment, job satisfaction are examined, it is possible to see similar negative effects as a triggering factor on their tendency to show organizational dissent behavior. The emergence of organizational dissent behavior in the employees follows the existence of an event which will trigger the perception of the problem, lead to a disagreement and lead the employees to say their thoughts. Kassing 2009 says that the main causes of organizational dissent; employees' behaviors against each other, low efficiency, decision making process, distribution of authority/duties and resources, ethical and unlawful practices and performance evaluation injustice. In the first part of the study; the concept of nepotism, the second part; the concept of organizational dissent is discussed. In the last chapter, an empirical study was conducted on the relationship between the two concepts and the results of the analysis were given. It was used in our research; Ford and McLaughin 1985 and Abdalla et al. 1998 developed scale for human resources managers and scale adapted for employees by Asunakutlu and Avcı 2010 . In order to measure attitudes towards Organizational Dissent behaviors, the scale developed by Kassing 1998 and adapted by Aksel 2013 was used. There are a total of 272 employees working in socks business in Istanbul. T test, ANOVA and correlation analysis were performed by using the data obtained from the survey. In this context, the findings of the study to determine the possible effects of nepotism perceptions of socks industry employees in İstanbul on organizational dissent behaviors showed that there was no interaction between dissent and nepotism. However, it was found that latent dissent is affected by recruitment nepotism; articulated dissent is not affected and displaced dissent is affected by both types of nepotism

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