The Effect of Administrators’ Behaviors That Involves Favoritism on Organizational Opposition

Abstract

Establishment of effective organizations has been the main subject of many researches in recent years. The effectiveness of organizations is directly or indirectly related to many variables. The concepts of favoritism and organizational opposition among these variables aroused the interest of the researcher and in line with the attained sources, it was found out that no researches with regard to these two concepts have been made up until now. We can briefly define favoritism as giving someone priority or granting privilege to someone, favoring someone unjustly and without complying with law and rules, backing someone up; getting away from objectivity and taking side by comparing a certain person, group, opinion or implementation with others when it is required to select one among them. Organizational opposition is defined as uttering about some conflicts and heresy within the organization. The purpose of this research is revealing the impact of favoritism of executives on the organizational opposition. The research made by using descriptive-relational screening model which is one of the quantitative research methods. The universe of research is composed of teachers who were employed in public primary, secondary and high schools in central Siirt (a province in Turkey) in 2015-2016 school year. In the study one of the non-random sampling methods, the convenience sampling method is used. Favoritism Scale (FS) including 15 articles and Organizational Opposition Scale (OOS) which is composed of 7 sub-dimensions and 67 article are used in the research. The obtained data is organized in r. 3.3.1 program (R Core Team, 2016). Confirmatory Factor Analysis (CFA) is made in MPlus 7 program. According to results obtained from research, it is seen that there are significant differences in both organizational opposition and favoritism of executives in terms of gender, the field of study, seniority and school type but there is a significant difference only in organizational opposition with regard to independent variable of union membership. In addition while it is seen that there are positive significant and medium level relationships between favoritism of executives and organizational opposition, it is also found out that favoritism of executives is an important predictor of organizational opposition.

Impact of organizational silence and favoritism on nurse's work outcomes and psychological well‐being

“…Nurses perceived higher favoritism the longer they stayed in a unit. This confirms the finding of Toytok and Uçar 28 that being in the organization for a long time can lead to friendship, which often inadvertently turns into favoritism. Brahms and Schmitt 46 suggested that favoritism is understood depending on who receives it.…”

“…According to Morgan, 57 unhappy employees can lead to reduced productivity, poor customer service and problems with employee retention. Favoritism breeds negativity, as it feeds organizational opposition 28 . This causes disputes, division, and disruption, and organizational growth is difficult.…”

“…It is a common issue that surrounds and contributes to workplace politics. Favoritism is particularly evident during hiring new applicants and promoting employees, who may be judged not on merit but according to who is endorsed by upper management, especially if the person is a relative 28 . Previous studies have identified how favoritism negatively affects employees.…”

Analysis of the administrative mentality of school administrators according to Weber’s types of power

“…The act of power used by managers is defined by Weber (2013) as follows: "Power (Macht) is the potential of an individual in a social relationship to realize his will despite the resistance of others" (p.40). Administrators affect their subordinates by using various sources of power and steer the individuals to the desired acts that will realize the objectives of the organization (Toytok & Uçar, 2018). Weber (2013) divided the sources of power that help administrators establish authority over their subordinates into three: rational power, traditional power, and charismatic power.…”

“…Özcenay (2017) conducted a study with teachers and school administrators and found that the most preferred power type of administrators was legal power. Toytok and Uçar (2018) stated that the inability of school administrators to use power resources is related to the emergence of perceptions and behaviours related to depression in teachers. Therefore, they emphasized that using the sources of power in the right time and with the right methods has a supportive role in ensure that the school organisation achieves its goals.…”