Destructive Behaviors in Organizations Extreme Careerism

1. International Journal of Trend in International Open Access Journal International Open Access Journal | www.ijtsrd.com International Journal of Trend in Scientific Research and Development (IJTSRD) Research and Development (IJTSRD) www.ijtsrd.com ISSN No: 2456 - 6470 6470 | Volume - 3 | Issue – 1 | Nov – Dec 2018 Dec 2018 Destructive Behaviors Destructive Behaviors in Organizations: Extreme Careerism n Organizations: Extreme Careerism Burcu Üzüm P Ph.D, Department of Management Kocaeli University Kocaeli Vocational School, Kocaeli, Turkey Kocaeli University Kocaeli Vocational School Turkey ABSTRACT As a result of the literature review about destructive behaviors in organizations, careerism studies were rarely seen. The aim of this study is to reveal the reasons and results of factors affecting the extreme careerism as destructive behavior in organiza using qualitative research method. In this study, semi structured interview questions were prepared to the people working in public institutions and face interview method was applied. The sample consisted of 18 people who participated in t voluntarily. The results of the study showed that there are so-called employees- who act as destructive behavior. The results of the research are remarkable as so-called employees, learned helplessness, religious and moral values, postponing private life. Turkish society, employees in public institutions refrain from exhibiting destructive behavior in organizations to achieve careers. Key Words: Destructive behaviours, careerism, employees, public institution, qualitative research. I. INTRODUCTION Career can be considered as an effort of individuals to reach the point they want to reach throughout their working life. As a result of these efforts, there are gains such as income, status and dignity. Individuals with problematic personality structure s extreme ambitious, dishonest, makyavelist, narcissist can try different ways to get a career. Among the reasons that lead these individuals are the structure of the organization, human distribution of organizational justice, working conditions, legal regulations. Individuals who are under pressure from these factors may exhibit destructive behaviors that can be considered negative in the organization they work. Among the destructive behaviors in the organization, the careerism can be defined as individual of behaviour, devoid of ethics, defying laws and procedures and pursuing careers outside of working performances. The aim of this study is to determine whether there is a tendency towards dest organizations by using qualitative research method. The factors that affect individuals are causes. A.Destructive Behaviors in Organizations Extreme Careerism Human resources that make a difference for organizations also affect the success or the organization (1). Success of the organization is related to employee satisfaction. According to Herzberg, employees’ satisfaction achievement, recognition, self and development. When the employee satisfaction is not achieved within the framework of the stated factors, extreme dissatisfaction is likely. It is difficult for to accept employees' organizations have responsibilities to their employees. Organizations that fail to fulfill these responsibilities may face unwanted situations such as job quitting, whistle blowing, sabotaging organizational commitment organizational trust. These types of behaviors that are unwanted in organizations are called destructive behavior. Destructive behavior in organizations, is defined as exhibiting any deliberate behavior the interests of the organization by employee result of a behavior, the occurrence of damage does not qualify as destructive behavior. Destructive behavior focuses on behavior, not on the harm caused by behavior. As a result of the literature review about destructive behaviors in organizations, careerism studies were rarely seen. The aim of this study is to reveal the reasons and results of factors affecting the extreme careerism as destructive behavior in organizations by using qualitative research method. In this study, semi- structured interview questions were prepared to the people working in public institutions and face-to-face interview method was applied. The sample consisted of 18 people who participated in the interview voluntarily. The results of the study showed that there defined as individual of behaviour, devoid of ethics, defying laws and procedures and pursuing careers g performances. The aim of this study is to determine whether there is estructive behavior in organizations by using qualitative research method. factors that affect individuals are revealed with Behaviors in Organizations and who act as destructive behavior. The results of the research are remarkable as called employees, learned helplessness, religious Human resources that make a difference for organizations also affect the success or unsuccess of ). Success of the organization is related to employee satisfaction. According to satisfaction achievement, recognition, self-study, responsibility rivate life. Finally, in Turkish society, employees in public institutions refrain from exhibiting destructive behavior in factors factors are are Destructive behaviours, careerism, employees, public institution, qualitative research. When the employee satisfaction is not achieved within the framework of the stated factors, extreme dissatisfaction is likely. It is difficult for organizations to accept employees' organizations have responsibilities to their employees. Organizations that fail to fulfill these responsibilities may face unwanted situations such as job quitting, blowing, sabotaging organizational commitment . These types of behaviors that are unwanted in organizations are called destructive Destructive behavior in organizations, is as exhibiting any deliberate behavior against the interests of the organization by employee (2). As a result of a behavior, the occurrence of damage does not qualify as destructive behavior. Destructive behavior focuses on behavior, not on the harm caused Career can be considered as an effort of individuals to reach the point they want to reach throughout their working life. As a result of these efforts, there are gains such as income, status and dignity. Individuals with problematic personality structure such as extreme ambitious, dishonest, makyavelist, narcissist can try different ways to get a career. Among the lead these individuals are the structure of the organization, human distribution of organizational justice, working conditions, legal regulations. Individuals who are under pressure from these factors may exhibit hat can be considered negative in the organization they work. Among the destructive behaviors in the organization, the careerism can be dissatisfaction dissatisfaction because because the the w workplace, reduction and and reduction of of resources resources policies, policies, @ IJTSRD | Available Online @ www.ijtsrd.com www.ijtsrd.com | Volume – 3 | Issue – 1 | Nov-Dec 2018 Dec 2018 Page: 973

2. International Journal of Trend in Scientific Research and Development (IJTSRD) ISSN: 2456 International Journal of Trend in Scientific Research and Development (IJTSRD) ISSN: 2456 International Journal of Trend in Scientific Research and Development (IJTSRD) ISSN: 2456-6470 According to (3), the behaviors of members of the organization, which violate organizational norms in a way that threatens the welfare of the organization or members of the organization, are defined as destructive behaviors. definition; destructive behavior is the deliberate behavior of employees to prevent the operation of routine activities in the organization, which clearly harms the objectives of the organization ( Depending on their position in the organization, employees determine of the target for exhibit destructive behaviors to indicate their dissatisfaction (6). According to Furnham and Taylor and Gruys (1999), there are various destructive organizations. Destructive categorized as follows (1)(2): ?Theft and related behaviors (theft property, abuse of employee discount ?Destruction to property (deface, damage, or destroy property, sabotage production). ?Abuse of information information, falsify records). ?Abuse of time and resources (wast time, changing time card, doing self-employment during work time) ?Unsafe behavior (non-compliance with safety procedures). ?Absenteeism (unexcused absence; misuse sick leave). ?Low quality work (slow or sloppy operation). ?Alcohol use (alcohol use at work, coming to work under influence of alcohol). ?Use of drugs (possession, use or sale drugs at work). ?Improper verbal actions (discussing with clients; verbally harass co-workers). ?Inappropriate physical actions (physically attack co-workers, sexual harassment to co- Destructive behaviors in organizations are harmful to the organization or colleagues except production. If the organization does not meet the expectations of the employees; destructive behaviors are seen in organizations related to negative feelings such as frustration and anger. (7). It may be due to the fact that the organization does not properly support t employee's career development, if the employee thinks so in this way and he/she may be exhibit destructive behaviors (8). Careerism, which causes ). Careerism, which causes haviors of members of the behavior, is expressed as extreme careerism, according to Bratton and Kacmar (9). rism is; employees' efforts to gain power or prestige, according to their without work performance exhibiting destructive behavior, is expressed as careerism, according to Bratton and Kacmar ( Extreme careerism is; employees' efforts to gain power or prestige, according to their without work performance exhibiting behaviors. According to social cognitive theory; individuals have a self-regulatory role on their behavior and thoughts, and can control themselves with this mechanism. However, when the self-regulatory role is disabled, individuals have the capacity to justify their negative behaviors (10). They may deviate from the goals of the organization for their careers and they can keep their goals above everything else. According to Feldman and Weitz ( beliefs that form careerism can be listed: organizations is not easy, relations with management and colleagues need to be used in ord the career, It seems to be successful without success. This is an effective factor for progress. need for deceptive behavior may be felt in career progression, Long-term career goals will cause uncertainty and cause inconsist interests, commitment to the organization is not rewarded, It is necessary to ensure personal progress rather than the interests of the organization Feldman and Weitz (11) stated that employees who have a tendency to careerism have created an impression that they are performing high even if their performance is low. In addition, they have been stated that such employees can establish good relations with their colleagues and show destructive behaviors in organizations. Griffin and O’Leary the dark side of the organizations, stated that they were behaviours like violence, stress, aggression, discrimination, sexual psychological contract, drug use, retaliation and theft. (12). As an indicator of careerism, employees may exhibit negative behavior towards the organization or other employees in the organization ( Issues related to destructive organizational commitment (14 support, (16), nepotism (6), tendency to lie ( organizational citizenship (18 (19), organizational ethic- leadership (21), management style ( the literature review, participatory decision making, alienation, individual organization harmony ( alienation, individual organization harmony (23), organization, which violate organizational norms in a way that threatens the welfare of the organization or members of the organization, are defined as destructive behaviors. According According to to another another positive positive or or negative negative s the deliberate behavior of employees to prevent the operation of routine activities in the organization, which clearly harms the objectives of the organization (4)(5). Depending on their position in the organization, employees determine of the target for protest and ve behaviors to indicate their According to social cognitive theory; individuals have regulatory role on their behavior and thoughts, can control themselves with this mechanism. regulatory role is disabled, individuals have the capacity to justify their negative ). They may deviate from the goals of careers and they can keep their goals above everything else. According to Furnham and Taylor and Gruys (1999), there are various destructive organizations. Destructive behaviors behaviors in be be in behaviors behaviors can can According to Feldman and Weitz (11), individual beliefs that form careerism can be listed: “Progress in theft of cash or discount) deface, damage, or elations with management and colleagues need to be used in order to advance in It seems to be successful without success. This is an effective factor for progress. Sometimes the need for deceptive behavior may be felt in career term career goals will cause uncertainty and cause inconsistencies in individual to the organization is not It is necessary to ensure personal progress rather than the interests of the organization”. sabotage production). information Abuse of (reveal (reveal confidential confidential resources (wast time, changing employment during work compliance with safety Absenteeism (unexcused absence; misuse sick ) stated that employees who have a tendency to careerism have created an impression that they are performing high even if their performance is low. In addition, they have been stated that such employees can establish good relations with d show destructive behaviors in Griffin and O’Leary-Kelly (2004), on the dark side of the organizations, stated that they were behaviours like violence, stress, aggression, discrimination, sexual drug use, retaliation and theft. ). As an indicator of careerism, employees may exhibit negative behavior towards the organization or other employees in the organization (13). (slow or sloppy operation). coming to work Use of drugs (possession, use or sale drugs at actions (discussing with clients; Inappropriate physical actions (physically attack harassment, harassment, career, career, -workers). Destructive behaviors in organizations are harmful to the organization or colleagues except production. f the organization does not meet the expectations of the employees; destructive behaviors are seen in organizations related to negative feelings such as estructive 14) (15), organizational ), tendency to lie (17), 18), organizational justice -climate (20), ethical ), management style (22). As a result of participatory decision making, behavior are It may be due to the fact that the organization does not properly support the employee's career development, if the employee thinks so in this way and he/she may be exhibit @ IJTSRD | Available Online @ www.ijtsrd.com www.ijtsrd.com | Volume – 3 | Issue – 1 | Nov-Dec 2018 Dec 2018 Page: 974

3. International Journal of Trend in Scientific Research and Development (IJTSRD) ISSN: 2456 International Journal of Trend in Scientific Research and Development (IJTSRD) ISSN: 2456 International Journal of Trend in Scientific Research and Development (IJTSRD) ISSN: 2456-6470 Table1. Working Time Working Time 26 years and above 21-25 years 16-20 years 11-15 years 6-10 years 1-5 years When the answers about the number of years of the participants were examined; people (28%) for 26 years or above persons (16,6%), 16-20 years for 7 persons (38,8%), 11-15 years for 1 person (5,5%) and 1 to (11,1%) have a working time. Table2. Working Time in Current Position Working Time in Position 21 years and above 16-20 years 11-15 years 6-10 years 1-5 years When the working time of the participants is examined; it was seen that 1 person (21.5%) working for 21 years and over, 16-20 years 4 people (22.3%), 11-15 years 4 people (22.3%), (16.6 %) and 1-5 years 6 people (33.3%). Table3. Age of Participants Age 31-35 age 36-40 age 41-45 age 46-50 age 51-55 age 56 age and above When the data of the participants' ages were examined; it was seen that 2 people (11,1) in the 31 35 age group, 4 people in the 36 (22,3%), 3 people in the 41-45 age people in the 46-50 age group (22 , 3%), 2 people (11,1%) in the 51-55 age group and 3 persons (16,6%) in the 56 years and above age group. Table4. Graduation Status of Participants Graduation Status High school Undergraduate Graduate Postgraduate PhD Working Time cynicism, organizational silence and career studies have not been observed. II. METHOD The aim of this study is to reveal the reasons and results of the factors affecting the extreme as destructive behavior in organizations by using qualitative research method.. Qualitative research is observation, interview and document analysis, the use of qualitative methods of collecting information, perceptions and events in the natural environment in a realistic and holistic way to reveal (24). In this study; semi-structured interview questions were prepared and face-to-face interview applied to the people working in public working public institutions. Eighteen participants agreed to participate in the interview voluntarily. For qualitative research, eighteen (18) people were accepted as sufficient number of samples. III. RESULTS In this study, the interview questions were prepared by using the information obtained from the literature review and expert opinions. The research questions determined in accordance with the purpose of the research are as follows: What does career mean to you? Please describe. What can you afford for your career? Would you exhibit misleading behavior? If your answer is yes; what kind of misleading behaviors do you display? Please explain. Is the commitment rewarded by the institution explain. Do you think there is merit in your institution? Please explain. How do your institution see your career effort? How would you react when you think you can't get the your expect? Please explain. In addition, the participants were asked about their working time, working hours, age, marital status, graduation status and gender. The findings of the data obtained as a result of qualitative research are evaluated as follows: qualitative research are evaluated as follows: cynicism, organizational silence and career-related n% (f) above 5 28 16,6 38,8 5,5 0 11,1 3 7 1 0 2 The aim of this study is to reveal the reasons and extreme careerism as destructive behavior in organizations by using Qualitative research is observation, interview and document analysis, such as the use of qualitative methods of collecting information, perceptions and events in the natural environment in a realistic and holistic way to reveal When the answers about the number of years of the It has been seen that 5 above, 21-25 years for 3 20 years for 7 persons (38,8%), 15 years for 1 person (5,5%) and 1 to 5 years structured interview questions face interview method was Working Time in Current Position Working Time in Positionn% (f) above applied to the people working in public-oriented working public institutions. Eighteen participants agreed to participate in the interview voluntarily. For qualitative research, eighteen (18) people were accepted as sufficient number of samples. 1 4 4 3 6 5,5 22,3 22,3 16,6 33,3 When the working time of the participants is In this study, the interview questions were prepared by using the information obtained from the literature review and expert opinions. The research questions determined in accordance with the purpose of the 1 person (21.5%) working 20 years 4 people (22.3%), 15 years 4 people (22.3%), 6-10 years 3 people 5 years 6 people (33.3%). Age of Participants career mean to you? Please describe. n% (f) 2 11,1 4 22,3 3 16,6 4 22,3 2 11,1 16,6 What can you afford for your career? Would you exhibit misleading behavior? If your answer is yes; what kind of misleading behaviors do you display? above 3 rewarded by the institution? Please When the data of the participants' ages were 2 people (11,1) in the 31- , 4 people in the 36-40 age group 45 age group (16,6%), 4 50 age group (22 , 3%), 2 people 55 age group and 3 persons (16,6%) age group. Do you think there is merit in your institution? Please ion see your career-making ? How would you react when you think you can't Graduation Status of Participants Graduation Statusn% (f) In addition, the participants were asked questions about their working time, working hours, age, marital 4 3 4 2 5 22,3 16,6 22,3 11,1 28 The findings of the data obtained as a result of @ IJTSRD | Available Online @ www.ijtsrd.com www.ijtsrd.com | Volume – 3 | Issue – 1 | Nov-Dec 2018 Dec 2018 Page: 975

4. International Journal of Trend in Scientific Research and Development (IJTSRD) ISSN: 2456 International Journal of Trend in Scientific Research and Development (IJTSRD) ISSN: 2456 International Journal of Trend in Scientific Research and Development (IJTSRD) ISSN: 2456-6470 When the graduation status of the participants were examined, it was determined that 4 of them were high school graduates (22.3%), 3 of them were undergraduate (16.6%), 4 of them were (22.3%), 2 of them were postgraduate (11.1%), them were Ph.D. (28%). Table5. Marital Status of Participants Marital Statusn% (f) Married Single When the marital status of the participants was examined; it was seen that 16 person married and 2 person (11.1%) were single. Table6. Gender of Participants Gendern% (f) Male 12 Female When the gender of the participants were examined, it was seen that 12 employees (66.7%) were male and 6 employees (33.3%) were female. Participants (P); When the answers to the question of what career means to you are examined, the common concepts emphasized are as follows: P said that: “position on to demonstrate knowledge, skills, experience and attitudes and behavior according to position”, “specialization”, P(2) said that “promotion”, P(3) that “the reason for respect and self-development”, in addition to these discourses, P(5) added “self and respect”. P(4) said that “education and training”, K (6) is K (10) stated that ”doing the work”, P (7) when he/she said “come and rise”, P(12) added that ”while staying in the same position while providing revenue growth”, P(8) said that “efforts to reach a specific target”, P(11) said that “success”, P(14) responded to this expression as “stepping up to the upper”. K(13) said that “success in the profession”, P(15) said that “training”, P(17) said that expression”, P(18) expressed their opinions about the career as ”the most perfect and the desire to capture the beauty”. What can you afford for your career? Would you exhibit misleading behavior? If your answer is yes; what kind of misleading behaviors do you di Please explain to the question, P(5) said ”I can neglect my house, family and children for a certain period of time”, P(15) said that “I postponed my When the graduation status of the participants were examined, it was determined that 4 of them were high school graduates (22.3%), 3 of them were graduate (16.6%), 4 of them were graduate marriage life and making children”, P(11) and P(17) “I didn't get married”. All of the participants answered that “I do misleading behaviors and P(11) said that “Those who do not have personality can be misleading”. P(16) considered deviance behaviour “cheat somebody of marriage life and making children”, P(11) and P(17) said that “I didn't get married”. All of the participants answered that “I do misleading behaviors and continue to do my job”. P(11) said that “Those who do not have personality can be misleading considered deviance behaviour his/her rights”. Is the commitment rewarded by the institution explain. All participants stated that not a reward ”. P(1), P(2) said that “ be to the manager but it can not to the institution P(13) stated that “the commitment the private sector has been rewarded but it is not a reward in public institutions”. “commitment is servility and betraying rewarded, they seem to have worked without work and they have a position over co Do you think there is merit in your institution? explain to the question; P(3) said that “merit varies from person to person”, P(4) and P(16) said “merit are applied within the framework of laws”. P(15) said that “replied that merit is very rare”. The other participants stated that” they have stated that “uninformed, inexperienced people have reached top positions as man relations, political relations, urbanism and uncle relations”. How do your instituion see your career effort? How would you react when you think you can get the your expect? Please explain participants answered “I did not P(1) said that “remain silent “, P(8) and P(10) said that “I will reproach”, P(15) said that “exhibit irritable behavior”, P(17) said that “I am sad and endure in silence”. The other participants stated that, institution of respond will not be changed and that their reactions would be “wait”. IV. CONCLUSION Adams et al. (8) have found an inverse relationship between organizational citizenship behavior and careerism. However, in this study, the participants stated that they continue to do their jobs because they work in a public institution. In this respect, there is no decrease in organizational citizenship behavior. Turkish society has a commitment to the state. However, it has been emphasized that there is commitment to the manager, commitment to the institution. graduate (11.1%), 5 of Marital Status of Participants rewarded by the institution? Please All participants stated that “commitment is (2) said that “commitment can can not to the institution”, commitment of the institution in the private sector has been rewarded but it is not a reward in public institutions”. P(12) said that is servility and betraying? These are they seem to have worked without work and they have a position over co-workers”. % (f) 88,9 16 2 88,9 11,1 11,1 When the marital status of the participants was (88.9%) were (11.1%) were single. Gender of Participants 66,7 33,3 6 Do you think there is merit in your institution? Please ; P(3) said that “merit varies from person to person”, P(4) and P(16) said that “merit are applied within the framework of laws”. P(15) said that “replied that merit is very rare”. The that”there is no merit” and they have stated that “uninformed, inexperienced people have reached top positions as manager relations, political relations, urbanism and uncle When the gender of the participants were examined, it (66.7%) were male and 6 Participants (P); When the answers to the question of what career means to you are examined, the common concepts emphasized are as follows: P(1) and P(16) “position on to demonstrate knowledge, skills, experience and attitudes and behavior P(9) “promotion”, P(3) said development”, in said that: How do your instituion see your career-making ? How would you react when you think you can’t expect? Please explain to the question; all participants answered “I did not see any response”. said that “remain silent “, P(8) and P(10) said iscourses, P(5) added “self-esteem “education and training”, ”doing the work”, P (7) said that “exhibit irritable when he/she said “come and rise”, P(12) added that ”while staying in the same position while providing P(17) said that “I am sad and endure in The other participants stated that, institution will not be changed and that their reactions “efforts to reach a specific target”, P(11) said that “success”, P(14) responded to this expression as “stepping up to the “success in the profession”, said that “self- found an inverse relationship (18) expressed their opinions about the career as ”the most perfect and the desire to capture between organizational citizenship behavior and careerism. However, in this study, the participants stated that they continue to do their jobs because they work in a public institution. In this respect, there is no n organizational citizenship behavior. Turkish society has a commitment to the state. However, it has been emphasized that there is commitment to the manager, but there is not What can you afford for your career? Would you exhibit misleading behavior? If your answer is yes; what kind of misleading behaviors do you display? P(5) said ”I can neglect my house, family and children for a certain . “I postponed my @ IJTSRD | Available Online @ www.ijtsrd.com www.ijtsrd.com | Volume – 3 | Issue – 1 | Nov-Dec 2018 Dec 2018 Page: 976

5. International Journal of Trend in Scientific Research and Development (IJTSRD) ISSN: 2456 International Journal of Trend in Scientific Research and Development (IJTSRD) ISSN: 2456 International Journal of Trend in Scientific Research and Development (IJTSRD) ISSN: 2456-6470 Employees stated that they were postponing thei to have a family and to have children for their careers. This statement was made explicit by a female employee, and a male employee stated that he was still not married. This situation; it shows that employees ignore their private lives for their ca It is understood from the findings obtained that there is no merit in the institution studied. There is an intense sense of nepotism in public institutions. Lack of merit refers to the existence of cases such as favoritism and discrimination. Furthe employee evaluated misleading behaviors as somebody of his/her rights. This situation can be described as devotion to both religious and moral values. Extreme Careerism derives “so-called employees who pretend to show high performance. Participants talk about so-called employees. Such people claim that their self do work very hard, but they are not work hard. The participants stated that they could not response from the institution and they predicted that the situation would not change. As a result, they prefer to wait. This situation can be expressed as learned helplessness. Employees cannot take the promotion they expect for their careers. can be explained by the collectivism and high power distance as a characteristic of Turkish society according to the statements of employees; It is possible to state that there is a perception of organizational injustice and inequality. Em give organizational silence reactions as a result of the injustice they suffer, but they continue their work because they work in a public institution. The results obtained are influenced by the individual characteristics of the participants such a age, gender, duty consciousness, morality and religious values. A similar result was found by Furnham and Taylor (1). In addition, social culture characteristics such as commitment to the state also affect the behaviors and attitudes of the As a result, in Turkish society, employees in public institutions refrain from showing destructive behavior in organizations to achieve careers. REFERENCES 1.Furnham, A. & Taylor, J. (2004). The dark side of behaviour at work. The dark side of behaviour at work. The dark side of behaviour at Employees stated that they were postponing their wish to have a family and to have children for their careers. This statement was made explicit by a female employee, and a male employee stated that he was still not married. This situation; it shows that employees ignore their private lives for their careers. work understanding and avoiding employees leaving, thieving and deceiving. Hampshire: Palgrave Macmillan Houndmills. 2.Seçer, B. & Seçer, H. Ş üretkenlik karşıtı iş davranı önlenmesi. (Ed.) A. Keser, G. Yılmaz, S. Yürür. Çalışma Yaşamında Davranı Umuttepe Yayıncılık. 3.Robinson, S., Bennett, R. J. (1995). A typology of deviant workplace behaviors: a multidimensional scaling study. Academy of Management Journal, 38(2): 555-572. 4.Marcus, B. (2004). counterproductive behavior at work: a general perspective. American Psychological Association, 89(4): 647-660. 5.Demir, M., Tütüncü, Ö. (2010). A işletmelerinde örgütsel sapma ile i eğilimi arasındaki ilişki. Anatolia: Turizm Araştırmaları Dergisi, 21(1):64 6.Özüren, Ü. (2017). nepotizm uygulamalarına ba karşıtı davranışlar ve sonuçları. Yüksek Lisans Tezi, Đstanbul Kültür Üniversitesi Sosyal Bilimler Enstitüsü, Đ 7.Doğan, A., Deniz, N. (2017). Algılanan liderlik tarzının üretkenlik karşıtı iş Çıkmasındaki etkisinde örgüt kültürünün rolü. Uluslararası Sosyal Araştırmalar Dergisi, 10(52): 1014-1024. 8.Adams, J. W., Srivastava, A., Herriot, P. Patterson, F. (2012). Careerist orientation and organizational citizenship behavior in expatriates and non-expatriates. Development, 40(6): 469-489. 9.Bratton, V. K., Kacmar, K. M. (2004). Extreme careerism the dark management. (Ed.) R. Griffin & A.O’Leary The Dark Side of Organizational Behaviour, 291 308. San Francisco: Jassey 10.Yıldız, B., Yıldız, H. & Alpkan, L. (2015). Olağandışı işyeri davranışlarının bir öncülü olarak kariyerizm.3. Örgütsel Davranı 689, Tokat. 11.Feldman, D. C., Weitz, B. A. (1991). From the invisible hand to the gladhand: Understanding a careerist orientation to work. Human Resource Management, 30(2): 237-257. work understanding and avoiding employees leaving, thieving and deceiving. Basingstoke, Hampshire: Palgrave Macmillan Houndmills. Seçer, B. & Seçer, H. Ş. (2009). Örgütlerde davranışları: Belirleyicileri ve d.) A. Keser, G. Yılmaz, S. Yürür. amında Davranış, 425-462. Kocaeli: It is understood from the findings obtained that there is no merit in the institution studied. There is an intense sense of nepotism in public institutions. Lack of merit refers to the existence of cases such as favoritism and discrimination. Furthermore, an employee evaluated misleading behaviors as cheat Robinson, S., Bennett, R. J. (1995). A typology of deviant workplace behaviors: a multidimensional scaling study. Academy of Management Journal, . This situation can be Marcus, counterproductive behavior at work: a general perspective. American Psychological Association, B. (2004). Antecedents Antecedents of of described as devotion to both religious and moral called employees” Tütüncü, Ö. (2010). Ağırlama letmelerinde örgütsel sapma ile işten ayrılma ndaki ilişki. Anatolia: Turizm tırmaları Dergisi, 21(1):64-74. who pretend to show high performance. Participants Such people claim self do work very hard, but they are not Özüren, nepotizm uygulamalarına bağlı olarak üretkenlik lar ve sonuçları. Basılmamış Đstanbul Kültür Üniversitesi al Bilimler Enstitüsü, Đstanbul. Ü. (2017). T Tekstil işletmelerinde The participants stated that they could not get a response from the institution and they predicted that . As a result, they prefer to wait. This situation can be expressed as learned helplessness. Employees cannot take the they expect for their careers. This situation can be explained by the collectivism and high power as a characteristic of Turkish society. Also according to the statements of employees; It is possible to state that there is a perception of organizational injustice and inequality. Employees give organizational silence reactions as a result of the injustice they suffer, but they continue their work because they work in a public institution. Deniz, N. (2017). Algılanan liderlik şıtı iş davranışlarının ortaya Çıkmasındaki etkisinde örgüt kültürünün rolü. ştırmalar Dergisi, 10(52): , Srivastava, A., Herriot, P. & Patterson, F. (2012). Careerist orientation and organizational citizenship behavior in expatriates expatriates. Journal Journal 489. of of Career Career The results obtained are influenced by the individual characteristics of the participants such as personality, age, gender, duty consciousness, morality and religious values. A similar result was found by ). In addition, social culture characteristics such as commitment to the state also affect the behaviors and attitudes of the participants. As a result, in Turkish society, employees in public institutions refrain from showing destructive behavior Kacmar, K. M. (2004). Extreme dark management. (Ed.) R. Griffin & A.O’Leary-Kelly. The Dark Side of Organizational Behaviour, 291- 308. San Francisco: Jassey-Bass. the side side of of impression impression Yıldız, B., Yıldız, H. & Alpkan, L. (2015). yeri davranışlarının bir öncülü olarak 3. Örgütsel Davranış Kongresi, 684- Weitz, B. A. (1991). From the invisible hand to the gladhand: Understanding a careerist orientation to work. Human Resource 257. Furnham, A. & Taylor, J. (2004). The dark side of @ IJTSRD | Available Online @ www.ijtsrd.com www.ijtsrd.com | Volume – 3 | Issue – 1 | Nov-Dec 2018 Dec 2018 Page: 977

6. International Journal of Trend in Scientific Research and Development (IJTSRD) ISSN: 2456 International Journal of Trend in Scientific Research and Development (IJTSRD) ISSN: 2456 International Journal of Trend in Scientific Research and Development (IJTSRD) ISSN: 2456-6470 12.Linstead, S., Griffin, R. W. & (2014). Theorizing and researching the dark side of organization. Organization Studies, 35(2): 165 188. 13.Yıldız, B. (2016). Kariyerizm ile zorunlu vatandaşlık davranışları arasındaki ili ayrılma niyetinin moderatör etkisi. 24. Ulusal Yönetim ve Organizasyon Kongresi, 29 2016, 196-203, Đstanbul. 14.Demirel, Y. (2009). Örgütsel ba üretkenlik karşıtı davranışlar arasındaki ili kavramsal yaklaşım. Đstanbul Ticaret Üniversitesi Sosyal Bilimler Dergisi, 8(15): 115-132. 15.Doğruöz, E., Özdemir, M. (2018). E örgütlerinde üretim karşıtı iş davranı örgütsel bağlılık ilişkisi. Elementary Education Online, 17(1): 396-413. 16.Akbaş-Tuna, A., Boylu, Y. (2016). Algılanan örgütsel destek ve işe ilişkin duyuş halinin üretkenlik karşıtı iş davranı etkileri: hizmet sektöründe bir araştırma. Araştırmaları Dergisi, 8(4): 505-521. 17.Erdost-Çolak, H. E., Yıldırım-Sırkıntıo Esen, Ü. B. (2018). Çalışanların yalan söyleme eğilimi ve üretkenlik arasındaki ilişkide kişiliğin düzenleyici rolü. Kastamonu Üniversitesi Đktisadi ve Đ Fakültesi Dergisi, 20(2): 76-95. 18.Polatçı, S., Özçalık, F. & Cindiloğlu, M. (2014). Üretkenlik karşıtı iş davranışı ve örgütsel vatandaşlık davranışı ı Maréchal, G. uyumunun etkileri. Niğde Üniversitesi Đdari Bilimler Fakültesi Dergisi, 7(3): 1 19.Demir, M., Ayas, S. & Harman, A. (2018). Üretim karşıtı iş davranışları üzerinde örgütsel adalet algısının rolü: banka International Journal of Academic Value 4(19): 435-448. 20.Doğan, S., Kılıç, S. (2014). iklim ve üretkenlik kar arasındaki ilişkilerin incelenmesi. Đdari Bilimler Dergisi, 15(1): 21.Arıok, M., Gündüz-Çekmecelio Etik liderliğin üretim kar üzerindeki etkisi: Ankara üretim sektöründe bir uygulama. Uluslararası Dergisi, 10(52): 915-928. 22.Kanten, P. ve Ülker, F. (2014). Yönetim tarzının üretkenlik karşıtı iş davranı yabancılaşmanın aracılık rolü. Mu Koçman Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 32: 16-40. 23.Yıldız, B. & Alpkan, L. (2014). A theoretical model on the proposed predictors of destructive deviant workplace behaviors and the mediator role of alienation. 4 th International Conference on Leadership, Technology, Innovation and Business Management https://abs.mehmetakif.edu.tr/upload/0575_8883_ yayinDosya.pdf. 24.Yıldırım, A. (1999). Nitel ara temel özellikleri ve eğitim ara ve önemi. Eğitim ve Bilim, 23: 7 itim ve Bilim, 23: 7-12. ğde Üniversitesi Đktisadi ve (2014). Theorizing and researching the dark side of organization. Organization Studies, 35(2): 165- dari Bilimler Fakültesi Dergisi, 7(3): 1-12. Demir, M., Ayas, S. & Harman, A. (2018). Üretim ları üzerinde örgütsel adalet algısının rolü: banka International Journal of Academic Value Studies, Yıldız, B. (2016). Kariyerizm ile zorunlu ları arasındaki ilişkide işten ayrılma niyetinin moderatör etkisi. 24. Ulusal Yönetim ve Organizasyon Kongresi, 29-31 Mayıs çalı çalışanları örneği. Kılıç, S. (2014). Algılanan örgütsel etik iklim ve üretkenlik karşıtı iş davranışları kilerin incelenmesi.C.Ü. Đktisadi ve dari Bilimler Dergisi, 15(1): 269-292. Örgütsel bağlılık ve lar arasındaki ilişkiye stanbul Ticaret Üniversitesi 132. Çekmecelioğlu, H. (2017). in üretim karşıtı iş davranışları üzerindeki etkisi: Ankara üretim sektöründe bir Uluslararası Özdemir, M. (2018). Eğitim ş davranışları ve Elementary Education Sosyal Sosyal Ara Araştırmalar Kanten, P. ve Ülker, F. (2014). Yönetim tarzının davranışlarına etkisinde işe manın aracılık rolü. Muğla Sıtkı Koçman Üniversitesi Sosyal Bilimler Enstitüsü lu, Y. (2016). Algılanan kin duyuşsal iyi oluş davranışları üzerine etkileri: hizmet sektöründe bir araştırma. Đşletme 521. Alpkan, L. (2014). A theoretical model on the proposed predictors of destructive deviant workplace behaviors and the mediator role of alienation. 4 th International Conference on Leadership, Technology, Innovation and Business Sırkıntıoğlu, Ş. & anların yalan söyleme karşıtı şıtı in düzenleyici rolü. ktisadi ve Đdari Bilimler davranı davranışları 501-509, https://abs.mehmetakif.edu.tr/upload/0575_8883_ ğlu, M. (2014). şı ve örgütsel Yıldırım, A. (1999). Nitel araştırma yöntemlerinin ğitim araştırmalarındaki yeri üzerinde üzerinde ki kişi-örgüt @ IJTSRD | Available Online @ www.ijtsrd.com www.ijtsrd.com | Volume – 3 | Issue – 1 | Nov-Dec 2018 Dec 2018 Page: 978