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Bu çalışma, İstanbul’da spor sektöründe çalışanların örgütsel sessizlik algısının örgütsel vatandaşlık davranışları üzerindeki etkilerini araştırmayı amaçlanmıştır. Spor sektöründe, bu iki değişken arasındaki ilişkiyi inceleyen çalışmalar sınırlıdır. Bundan dolayı bu çalışma, literatürdeki bu boşluğu doldurmaya çalışmıştır. Araştırmanın örneklemini, İstanbul Spor Sektöründe çalışan spor profesyonelleri arasından gönüllü seçim yöntemiyle seçilen 372 profesyonel çalışan oluşturmaktadır. Araştırmada veri toplama aracı olarak örgütsel sessizlik ölçeği Van Dyne ve diğ. (2003), örgütsel vatandaşlık ölçeği Podsakoff ve McKenzie (1989) tarafından geliştirilmiş ölçekler seçilmiştir. Örgütsel sessizliğin alt boyutları ile örgütsel vatandaşlık arasındaki ilişkiler faktör analizi, korelasyon analizi ve regresyon analizleri ile test edilmiştir. Araştırma sonucunda iki sonuç elde edilmiştir. Birincisi örgütsel sessizlik ile örgütsel vatandaşlık arasındaki ilişkinin var olduğudur (p<0.05). İkincisi, kabullenici ve korunma amaçlı sessizliğin örgütsel vatandaşlık davranışı üzerinde olumsuz etkisi olurken, koruma amaçlı sessizliği ise örgütsel vatandaşlık davranışı üzerinde olumlu etkisi vardır (p<0.05). Sonuç olarak hem özel hem de kamu spor kuruluşlarının üst yönetimi, olumsuz hususları önlemek ve olumlu davranışların oluşmasını teşvik etmek için zorunlu ve gerekli önlemler almalıdır.
The study aimed at investigating the effects of organizational silence perception on organizational citizenship behaviors of employees in the sports sector in Istanbul. There is an inadequate amount of studies examining the relationship of both variables, uniquely in the sports sector. Thus, this study tried to fill this gap in the literature. The sample of this study consisted of 372 professional employees chosen by the volunteer selection method among sports professionals who are working in the Istanbul Sports Sector. In the research, the organizational silence scale is developed by Van Dyne et al. (2003) and organizational citizenship scale is developed by Podsakoff and McKenzie (1989) were chosen as a data collection tool. The relations between sub-dimensions of organizational silence and organizational citizenship were tested with factor analysis, correlation analysis and regression analysis. Two outcomes were obtained as a result of the research. The first was that there was a relationship between organizational silence and organizational citizenship (p<0.05). The second was that acquiescent silence and defensive silence were effected on organizational citizenship behavior negatively, while prosocial silence effects on positively (p<0.05). In conclusion, the senior administration of sports organizations, both private and public, should take urgent and necessary actions to prevent negative issues and encourage positive behavior from occurring.
The study aimed to investigate the effects of organizational silence perception on organizational citizenship behaviours of employees in the sports sector in Istanbul. There is an inadequate amount of studies examining the relationship both two variables, uniquely in the sports sector. Hence, this study tried to fill this gap in the literature. The sample of this study consisted of 372 professional employees chosen by the voluntary selection method among sports professionals who are working in Istanbul Sports Sector. In the research, the organizational silence scale is developed by Van Dyne et al. (2003) and organizational citizenship scale is developed by Podsakoff and McKenzie (1989) were chosen as a data collection tool. The relations between sub-dimensions of organizational silence and organizational citizenship were tested with factor analysis, correlation analysis and regression analyses. Two outcomes were obtained as a result of the research. The first was that there was a relationship between organizational silence and organizational citizenship (p<0.05). The second was that acquiescent silence and defensive silence were effected on organizational citizenship behaviour negatively, while prosocial silence effects on positively (p<0.05). In conclusion, the senior administration of sports organizations, both private and public, should take urgent and required actions to prevent negative issues and encourage positive behaviour from occurring.
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