Özet:

The aim of this study is to examine whether the organizational justice perceptions of municipal workers have an impact on the learned levels of disappointment. Three scales were used in the study. The first of these is the Three-Dimensional (Distribution, Process and Interaction Justice) and the Twenty-Five Questions of Organizational Justice scale, which was used by Yür in 2005. The second scale is a one-dimensional and twenty-four questions-based learning disappointment scale used by Taiwan in 2011. Finally, the study used the seven question demographic scale created to determine the demographic characteristics of the sample. The sample of the study consists of 210 workers, officers, bosses and directors within the Mersin Metropolitan Municipality. Identifying statistical methods for the evaluation of the research data, the Pearson Correlation for the intervariable relationship and the perception of organizational justice to the learned disappointment were measured and the regression analysis was done. The reduction of process justice and organizational justice (general), learned disappointment, is one of the most impressive findings of this study. In addition, the perception of justice for workers and workers with low income and experience has been higher than for other workers. One of the main reasons for this can be said is that it is a carpenter. Despite the expectation of the staff, it is believed that the workers who are not appointed are responding to the survey with fear of dismissal. Finally, the level of disappointment learned by the relatively high-level employees in terms of career stages was found higher than the other employees. It can also be said that it is due to the political structure of the municipalities. According to this, employees who entered the previous municipality may not find the opportunity to promote and rise in the new period.

Özet:

The purpose of this study is to investigate whether municipality employees' organizational justice perceptions impact their learned helplessness levels or not. The study employed three scales. The first one is Organizational Justice Scale composed of three dimensions (distributive, procedural, and interactive) and 25 questions and used by Yürür in 2005. The second one is Learned Helplessness Scale composed of one dimension and 24 questions and used by Tayfur in 2011. Lastly, the study used seven-question demographic scale to determine the demographic characteristics of the sample. The research sample consists of 210 employees working in Mersin Metropolitan Municipality including workers, civil servants, chiefs, and directors. The study applied descriptive statistical methods for evaluating the data, Pearson's correlation for the relationship between the variables, and regression analysis to measure the effect of organizational justice perception on learned helplessness. One of the remarkable findings of the study is that procedural justice and organizational justice (general) decrease learned helplessness. In addition, employees with less income and experience were found to have higher justice perceptions than others. One of the most important reasons for this may be subcontracting for staff. We think that subcontracted workers who had not been appointed despite waiting for a position as a civil servant responded the survey with fear of being fired. Lastly, those working at relatively higher positions in terms of career steps were detected to have higher learned helplessness levels than other employees. This may be resulting from the political structure of municipalities. Employees who got a job when the previous municipality management was in power may not find a chance for promotion under the new management.

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