Yüksek lisans tez aşaması ve ders dönemindeki uzmanlığı, içtenliğiyle yol gösteren, motive eden ve her zaman destek olan, cömert yardımlarıyla çalışma saatleri içerisinde ve ötesinde desteğini hiç esirgemeyen, tezimin her aşamasında katkı sağlayan değerli danışman hocam Doç. Dr. Tuğça Poyraz Tacoğlu'na çok teşekkür ediyorum.Yüksek lisans tez savunma juri heyetinde yer alan ve değerli fikirleriyle katkı sunan Gazi Üniversitesi Sosyoloji Bölümü Öğretim Üyesi Erdal Aksoy'a ve Hacettepe Üniversitesi Edebiyat Fakültesi Sosyoloji Bölümü Yrd. Doç. Dr. Nilüfer Özcan Demir'e şükranlarımı arz ediyorum.Araştırmada yer alarak, görüşmelerde içtenlikle katkıda bulunan, aynı zamanda misafir ederek, değerli zamanlarını ayıran tüm katılımcılara tek tek teşekkürlerimi sunuyorum.

This study examined the effects of team decision accuracy, team member decision influence, leader consideration behaviors, and justice perceptions on staff members' satisfaction with the leader and attachment to the team in hierarchical decision-making teams. The authors proposed that staff members' justice perceptions would mediate the relationship between (a) team decision accuracy, (b) the amount of influence a staff member has in the team leader's decision, and (c) the leader's consideration behaviors and staff attachment to the team and satisfaction with the leader. The results of an experiment involving 128 participants in a total of 64 teams, who made recommendations to a confederate acting as the team leader, generally support the proposed model.

Procedural justice and social facilitation theories were used to investigate effects of 2 kinds of process control on fairness perceptions, task satisfaction and performance of complex, computer-monitored tasks. A laboratory study manipulated participation (high or low voice) and monitoring approach (monitoring, control over monitoring, or no monitoring). High-voice participants perceived higher justice. Monitored participants reported higher satisfaction with high voice and lower satisfaction with low voice. Task performance was poorer for monitored participants unless they had control over monitoring. Among those with control, performance was not impaired for higher baseline performers. The 2 kinds of process control had different effects on the outcome variables. Results suggest the value of considering variations in the kinds of control provided and the justice principles that may apply in predicting effects of monitoring procedures.

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