Hospital employees' organizational democracy perceptions and its effects on organizational citizenship behaviors

Geçkil, Tahsin; Tikici, Mehmet

doi:10.21276/apjhs.2016.3.2.23

Cited by 16 publications

(53 citation statements)

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“…Organizational democracy surrounds a wide scope of meanings. Inextricably intertwined concepts such as “participative management,” “employee participation in decision making,” “employee participation,” “workplace democracy,” and “industrial democracy” are frequently used synonyms of organization democracy (Geckil & Tikici, ; Kerr, ; Safari et al, ; Weber, Unterrainer, & Palgi, ; Weber et al, ).…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

“…Yildirim () added the third component by arguing that organizational justice concept is treated as a distribution of gains (distributional justice), processes harnessed in taking distribution decisions (procedural justice), and interpersonal relations (interaction justice). Later researchers revealed this third component as subdimension of procedural justice (Geckil & Tikici, ). Additionally, literature has also identified various antecedents of distributive and procedural justice, for example, personality traits, structure, culture, demographics, and organizational practices (Cohen‐Charash & Spector, ; Schminke, Ambrose, & Cropanzano, ).…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

“…As evidence in the literature, similar kind of relations also exists between organizational democracy and organizational citizenship behavior. Geckil and Tikici () found that organizational democracy is positively associated with citizenship behavior. They concluded that democratic practices in organization nourish the concept of citizenship and enable employees to feel like citizens of their organization.…”

Section: Employee Outcomesmentioning

confidence: 99%

“…Since 1990 and specifically after 2003, Academy of Management Annual Meeting conference "Democracy in a Knowledge Economy" and with the August 2004 special topic issue of the Academy of Management Executive "Democracy in and Around Organizations," this political and western-based phenomenon received considerable attention from researchers around the world. Nonetheless, in this tenor, literature evidenced that implementing democratic practices at work will promote a number of organizational and employee related outcomes in a positive way including trust and communication (Holtzhausen, 2002(Holtzhausen, , 2002, job flows (Alves, Burdin, & Dean, 2016), improved psychological capital (Geckil, Ileri, & Kaya, 2016), organization citizenship (Geckil & Tikici, 2016), equality (Oseen, 2016), higher job satisfaction and commitment Vitols, 2009;Weber, Unterrainer, & Schmid, 2009), employee well-being (Vliet, 2012), socio-moral climate (Weber et al, 2012) improved employee health (Foley & Polanyi, 2006), freedom (Fenton, 2012), better labor relations (Hickland, 2017), enhanced productivity and creativity (Deetz, 1992;Harrison & Freeman, 2004;Kerr, 2004), employee voice (Dahl, 1985), and reduction in violence (Karstedt, 2015), decreasing the turnover rate (Heller, 1998;Strauss, 2006); improving work relationships (Gunn, 2011); decreasing job stress (Franca & Pahor, 2012;Kalleberg, Nesheim, & Olsen, 2009); improving the skills and abilities of individuals toward more collaboration (Verdorfer, Weber, & Unterrainer, 2013). Although there exists a number of studies supporting democratic models for organizations and its related outcomes; yet there are faint whispers for the paradigm of organizational democracy among contemporary scholars in the social and management discourse.…”

Section: Introductionmentioning

confidence: 99%

“…"workplace democracy," and "industrial democracy" are frequently used synonyms of organization democracy (Geckil & Tikici, 2016;Kerr, 2004;Safari et al, 2018;Weber et al, 2012).…”

Section: Introductionmentioning

confidence: 99%

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Organizational democracy and employee outcomes: The mediating role of organizational justice

et al. 2019

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In the last two decades, scholars have proposed that implementing democratic practices and ideas in organizations results in significant improvements in employees' attitude and behavior. Using two widely advocated and debated dimensions of organizational democracy (empowerment and communication), the present study provides empirical evidence of this mentioned relationship between organizational democracy and employee outcomes (commitment, citizenship behavior, and turnover intentions) under mediating role of organizational justice. Based on the data of 262 employees working in fan manufacturing companies, structural equation modeling was employed to estimate the results. Results suggest that bringing democratization at workplace enhance employee commitment and citizenship behavior and reduce intentions to leave the organization. Furthermore, the study also supports organizational justice as a mediator, suggesting that the relationship between organizational democracy and employee outcomes becomes more strengthened once justice is introduced. The study provides empirical evidence to ideas and prepositions of many organizational democracy researchers working for decades.

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Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

Section: Employee Outcomesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

“…"workplace democracy," and "industrial democracy" are frequently used synonyms of organization democracy (Geckil & Tikici, 2016;Kerr, 2004;Safari et al, 2018;Weber et al, 2012).…”

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Organizational democracy and employee outcomes: The mediating role of organizational justice

et al. 2019

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The perceptional triangle of incivility, politics, and democracy: The role of supportiveness

Ahmed

Adeel

2023

Bus. Polit.

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Bringing democracy to the workplace has gained researchers’ attention during the last few years. In addition to its proorganizational outcomes, democratization at the workplace also helps to eradicate organizational negativities. The present study investigates these claims by empirically examining the relationship between organizational democracy, perception of politics, and workplace incivility. A sample of 300 full-time employees working in fifteen different banks in the district of Gujrat Pakistan was obtained. The structural equation modeling technique was used to test the proposed hypotheses. The results indicated that workplace democracy is negatively associated with the perception of organizational politics and workplace incivility. Nevertheless, when there is organizational democracy with a supportive environment, it further reduces its incivility and politics. The study provides empirical evidence to managers and organizational decision makers in developing democratic workplaces to promote participative culture and eradicate organizational negativities. More studies on democratic practices with different contexts and factors are discussed and proposed for future studies.

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The rationale and development of organizational democracy scale

Ahmed

2022

Bus. Polit.

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The idea of bringing democratization at the workplace has been present in management literature for decades. Literature has witnessed an increased interest of researchers on this topic, especially after the 2003 Academy of Management Annual Meeting conference having the theme “Democracy in a Knowledge Economy,” and August 2004 special issue of the Academy of Management Executive: “Democracy in and around Organizations.” To further explore this underpinned concept, the present study aims to refine and develop the organizational democracy construct. Using in-depth literature analysis published in last three decades on organizational democracy, ten dimensions (freedom, fairness, integrity, tolerance, shared responsibility, structure, transparency, knowledge sharing, accountability, and learning environment) were identified, leading to the development of its conceptual framework. By deploying established scale development procedures, the organizational democracy scale was developed, refined, and validated. The new organizational democracy scale consists of forty-five items consistent with theory and practice. The scale will assist future researchers and industrial practitioners in a deeper exploration of this construct and organizational managers for establishing, assessing, and improving democratic practices at their workplaces.

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Hospital employees' organizational democracy perceptions and its effects on organizational citizenship behaviors

Cited by 16 publications

References 0 publications

Organizational democracy and employee outcomes: The mediating role of organizational justice

Organizational democracy and employee outcomes: The mediating role of organizational justice

The perceptional triangle of incivility, politics, and democracy: The role of supportiveness

The rationale and development of organizational democracy scale

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