{"id":2550,"date":"2022-09-30T08:27:20","date_gmt":"2022-09-30T05:27:20","guid":{"rendered":"https:\/\/worknhuman.com\/?p=2550"},"modified":"2023-02-23T12:34:31","modified_gmt":"2023-02-23T09:34:31","slug":"organizasyondaki-roller-odaginda-psikososyal-riskler","status":"publish","type":"post","link":"https:\/\/worknhuman.com\/en\/roles-focus-in-organisation-psychosocial-risks\/","title":{"rendered":"Psychosocial Risks in the Focus of Roles in the Organization"},"content":{"rendered":"<p>\u00a0<\/p>\n<blockquote>\n<p>Psikososyal riskler, i\u015fle ilgili alg\u0131 ve deneyimlere ili\u015fkin psikososyal tehlikelerin, \u00e7al\u0131\u015fanlar\u0131n sa\u011fl\u0131k ve g\u00fcvenlikleri \u00fczerinde olumsuz bir etki yaratma olas\u0131l\u0131\u011f\u0131n\u0131 ifade eder. Psikososyal tehlikeler, i\u015fin tasar\u0131m\u0131 ve y\u00f6netiminin y\u00f6nleriyle ve psikolojik veya fiziksel zarara neden olma potansiyeline sahip sosyal ve organizasyonel ba\u011flamlar\u0131yla ilgilidir. \u0130\u015f organizasyonunun nas\u0131l yap\u0131ld\u0131\u011f\u0131 ve organizasyondaki \u00e7al\u0131\u015fanlar\u0131n sahip oldu\u011fu ya da atand\u0131\u011f\u0131 roller bu ba\u011flamlarla ilgilidir.<\/p>\n<p>Organizasyondaki roller, organizasyon i\u00e7indeki \u00e7al\u0131\u015fanlara hizmet yetkileri sa\u011flama y\u00f6ntemi olarak tan\u0131mlanabilir. \u00c7al\u0131\u015fanlar\u0131n yetki ve yetenekleri bir organizasyon rol\u00fcne atan\u0131rsa, rol i\u00e7in kullan\u0131lan kaynaklar, o roldeki \u00e7al\u0131\u015fanlar taraf\u0131ndan kullan\u0131labilir hale gelir.<\/p>\n<hr \/>\n<p>\u00c7al\u0131\u015fanlar\u0131n organizasyondaki rol ve rolleri ile ilgili ortaya \u00e7\u0131kabilecek ana risk fakt\u00f6rleri; \u201crol belirsizli\u011fi\u201d, \u201crol netli\u011fi\u201d ve \u201crol \u00e7at\u0131\u015fmas\u0131\u201dd\u0131r. \u00a0Ayr\u0131ca, bireylerin sa\u011fl\u0131k ve g\u00fcvenli\u011fini etkileyebilecek a\u015f\u0131r\u0131 rol, rol yetersizli\u011fi ya da di\u011fer insanlara kar\u015f\u0131 \u00e7ok fazla sorumlulu\u011fun olmas\u0131 incelenen riskler aras\u0131nda yer al\u0131r.<\/p>\n<hr \/>\n<p>Rol belirsizli\u011fi, \u00f6nerilen bireysel hedeflere ula\u015fmak i\u00e7in yap\u0131lacak eylemleri anlamada netlik eksikli\u011fidir. Hedeflerle ilgili belirsizli\u011fin varl\u0131\u011f\u0131, \u00e7al\u0131\u015fanlar\u0131n kendilerinden ne yapmalar\u0131 beklendi\u011fini anlamalar\u0131n\u0131 etkiler, performans hedeflerine nas\u0131l ula\u015facaklar\u0131 konusunda \u015f\u00fcpheler yarat\u0131r ve performanslar\u0131n\u0131n nas\u0131l de\u011ferlendirilece\u011fi ve sonu\u00e7lar\u0131n ne olaca\u011f\u0131 konusunda belirsizlik yarat\u0131r.<\/p>\n<p>\u00c7al\u0131\u015fanlar ne yapmalar\u0131 gerekti\u011fini ve onlardan ne beklendi\u011fini bildi\u011finde ise rol netli\u011fini deneyimler. G\u00f6revlerinin i\u00e7eri\u011fi, \u00e7al\u0131\u015fma y\u00f6ntemleri ve \u00f6ncelikleri a\u00e7\u0131kt\u0131r ve \u00e7al\u0131\u015fan, organizasyondaki rol\u00fcn\u00fcn bilincindedir. Rol netli\u011fini deneyimleyen bir \u00e7al\u0131\u015fan, ne yapmalar\u0131 gerekti\u011fini ve onlardan ne beklendi\u011fini bilir. Daha y\u00fcksek rol netli\u011fi, kurulu\u015flar i\u00e7inde daha y\u00fcksek performansl\u0131 \u00e7al\u0131\u015fanlar\u0131n varl\u0131\u011f\u0131 i\u00e7in gerekli niteliklerdendir.<\/p>\n<p>Rol \u00e7at\u0131\u015fmas\u0131, bir \u00e7al\u0131\u015fan\u0131n i\u015fi veya pozisyonuyla ilgili birbiriyle uyumsuz talepler ald\u0131\u011f\u0131nda ortaya \u00e7\u0131kar. \u0130nsanlar, sahip olduklar\u0131 bir\u00e7ok stat\u00fcye yan\u0131t vermeye \u00e7al\u0131\u015f\u0131rken \u00e7e\u015fitli y\u00f6nlere \u00e7ekildiklerini hissettiklerinde rol \u00e7at\u0131\u015fmas\u0131 ya\u015farlar. Rol \u00e7at\u0131\u015fmas\u0131 k\u0131sa veya uzun vadeli olabilir ya da baz\u0131 spesifik durumlarda ortaya \u00e7\u0131kabilir.<\/p>\n<hr \/>\n<p>Rol \u00e7at\u0131\u015fmas\u0131n\u0131 y\u00f6netmenin yollar\u0131:<\/p>\n<ul>\n<li>\u00c7al\u0131\u015fanlardan tutars\u0131z taleplerde bulunmaktan ka\u00e7\u0131n\u0131n ve m\u00fcmk\u00fcn oldu\u011funca \u00e7ok say\u0131da farkl\u0131 gereksinimin uyumlu olmas\u0131n\u0131 sa\u011flay\u0131n<\/li>\n<li>\u00c7al\u0131\u015fanlar\u0131n kime kar\u015f\u0131 do\u011frudan sorumlu olduklar\u0131n\u0131 bilmeleri i\u00e7in net raporlama ili\u015fkilerine sahip olun. M\u00fcmk\u00fcn oldu\u011funda, i\u015f taleplerindeki olas\u0131 \u00e7at\u0131\u015fmalar\u0131 azaltmak i\u00e7in \u00e7al\u0131\u015fanlar\u0131 birden fazla y\u00f6neticiye kar\u015f\u0131 sorumlu k\u0131lmaktan ka\u00e7\u0131n\u0131n.<\/li>\n<li>\u00c7al\u0131\u015fanlar\u0131n rolleri ve sorumluluklar\u0131yla ilgili herhangi bir ihtilaf hakk\u0131nda endi\u015felerini dile getirmelerine izin verecek sistemlerin mevcut oldu\u011fundan emin olun. \u00d6rne\u011fin, \u00e7al\u0131\u015fanlar\u0131n olas\u0131 rol \u00e7at\u0131\u015fmalar\u0131n\u0131 tart\u0131\u015fmas\u0131na izin vermek i\u00e7in d\u00fczenli ekip toplant\u0131lar\u0131 yap\u0131n.<\/li>\n<li>M\u00fcmk\u00fcnse, \u00e7al\u0131\u015fanlara ki\u015fisel ihtiya\u00e7 ve de\u011ferleriyle \u00e7eli\u015fen roller vermekten ka\u00e7\u0131n\u0131n.<\/li>\n<\/ul>\n<hr \/>\n<p>V\u00e4\u00e4n\u00e4nen ve arkada\u015flar\u0131 taraf\u0131ndan y\u00fcr\u00fct\u00fclen bir ara\u015ft\u0131rma, rol netli\u011fi d\u00fc\u015f\u00fck oldu\u011funda absenteizm (i\u015f devams\u0131zl\u0131\u011f\u0131) riskinin \u00fc\u00e7 kat daha y\u00fcksek oldu\u011funu g\u00f6stermi\u015ftir. D\u00fc\u015f\u00fck rol netli\u011fi ve y\u00fcksek rol \u00e7at\u0131\u015fmalar\u0131n\u0131n 3 y\u0131ll\u0131k bir takibinde, t\u00fckenmi\u015fli\u011fe (burnout) neden olabilece\u011fi ortaya \u00e7\u0131km\u0131\u015ft\u0131r.<\/p>\n<p>N_HumaN, geli\u015ftirdi\u011fi 5 A\u015famal\u0131 \u0130YRS modeli ile \u00e7al\u0131\u015fanlar\u0131n deneyimleyebilece\u011fi organizasyon rollerine ba\u011fl\u0131 psikososyal riskleri belirlemek, de\u011ferlendirmek ve iyile\u015ftirme \u00e7al\u0131\u015fmalar\u0131 yapmak \u00fczere i\u015fletmelere hizmetler sunar.<\/p>\n<hr \/><hr \/>\n<p>Borritz, M. (2006). Burnout as a predictor of self-reported sickness absence among human service workers: Prospective findings from three year follow up of the Puma Study.\u00a0<i>Occupational and Environmental Medicine<\/i>,\u00a0<i>63<\/i>(2), 98\u2013106. https:\/\/doi.org\/10.1136\/oem.2004.019364<\/p>\n<p>Cox, T., &amp; Griffiths, A. (2005). The nature and measurement of work-related stress.\u00a0<i>Evaluation of Human Work, 3rd Edition<\/i>, 553\u2013571. https:\/\/doi.org\/10.1201\/9781420055948.ch19<\/p>\n<p>Ma\u00f1as, M. A., D\u00edaz-F\u00fanez, P., Pecino, V., L\u00f3pez-Liria, R., Padilla, D., &amp; Aguilar-Parra, J. M. (1AD, January 1).\u00a0<i>Consequences of team job demands: Role ambiguity climate, affective engagement, and extra-role performance<\/i>. Frontiers. Retrieved April 11, 2022, from https:\/\/www.frontiersin.org\/articles\/10.3389\/fpsyg.2017.02292\/full<\/p>\n<p>\u00a0<\/p>\n<p>SafeWork NSW. (2020, July 6).\u00a0<i>Role clarity, role conflict and work-related stress: Tip sheet 8<\/i>. SafeWork NSW. Retrieved April 11, 2022, from https:\/\/www.safework.nsw.gov.au\/resource-library\/mental-health\/mental-health-strategy-research\/stress-tip-sheets\/role-clarity,-role-conflict-and-work-related-stress-tip-sheet-8#:~:text=Ways%20to%20manage%20role%20conflict,they%20are%20directly%20accountable%20to.<\/p>\n<p>V\u00e4\u00e4n\u00e4nen, A., Kalimo, R., Toppinen-Tanner, S., Mutanen, P., Peir\u00f3, J. M., Kivim\u00e4ki, M., &amp; Vahtera, J. (2004). Role clarity, fairness, and organizational climate as predictors of sickness absence.\u00a0<i>Scandinavian Journal of Public Health<\/i>,\u00a0<i>32<\/i>(6), 426\u2013434. https:\/\/doi.org\/10.1080\/14034940410028136<\/p>\n<\/blockquote>\n\n\n<div data-wp-interactive=\"core\/file\" class=\"wp-block-file\"><object data-wp-bind--hidden=\"!state.hasPdfPreview\" hidden class=\"wp-block-file__embed\" data=\"https:\/\/worknhuman.com\/wp-content\/uploads\/2023\/02\/Organizasyondaki-Roller-Odaginda-Psikososyal-Riskler.pdf\" type=\"application\/pdf\" style=\"width:100%;height:600px\" aria-label=\"Embed of Organizasyondaki-Roller-Odaginda-Psikososyal-Riskler.\"><\/object><a id=\"wp-block-file--media-adbf3fa6-61c3-4adb-836e-67dd29391668\" href=\"https:\/\/worknhuman.com\/wp-content\/uploads\/2023\/02\/Organizasyondaki-Roller-Odaginda-Psikososyal-Riskler.pdf\">Organizasyondaki-Roller-Odaginda-Psikososyal-Riskler<\/a><a href=\"https:\/\/worknhuman.com\/wp-content\/uploads\/2023\/02\/Organizasyondaki-Roller-Odaginda-Psikososyal-Riskler.pdf\" class=\"wp-block-file__button wp-element-button\" download aria-describedby=\"wp-block-file--media-adbf3fa6-61c3-4adb-836e-67dd29391668\">Download<\/a><\/div>","protected":false},"excerpt":{"rendered":"<p>\u00a0 Psikososyal riskler, i\u015fle ilgili alg\u0131 ve deneyimlere ili\u015fkin psikososyal tehlikelerin, \u00e7al\u0131\u015fanlar\u0131n sa\u011fl\u0131k ve g\u00fcvenlikleri \u00fczerinde olumsuz bir etki yaratma olas\u0131l\u0131\u011f\u0131n\u0131 ifade eder. Psikososyal tehlikeler, i\u015fin tasar\u0131m\u0131 ve y\u00f6netiminin y\u00f6nleriyle &hellip; <\/p>","protected":false},"author":1,"featured_media":2978,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"aside","meta":{"footnotes":""},"categories":[48],"tags":[282,204,308,307],"class_list":["post-2550","post","type-post","status-publish","format-aside","has-post-thumbnail","hentry","category-icerikler","tag-psikolojik-saglik-ve-guvenlik-cozumleri","tag-psikososyal-riskler","tag-psyschosocial-risks","tag-rol-catismasi","post_format-post-format-aside"],"_links":{"self":[{"href":"https:\/\/worknhuman.com\/en\/wp-json\/wp\/v2\/posts\/2550","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/worknhuman.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/worknhuman.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/worknhuman.com\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/worknhuman.com\/en\/wp-json\/wp\/v2\/comments?post=2550"}],"version-history":[{"count":0,"href":"https:\/\/worknhuman.com\/en\/wp-json\/wp\/v2\/posts\/2550\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/worknhuman.com\/en\/wp-json\/wp\/v2\/media\/2978"}],"wp:attachment":[{"href":"https:\/\/worknhuman.com\/en\/wp-json\/wp\/v2\/media?parent=2550"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/worknhuman.com\/en\/wp-json\/wp\/v2\/categories?post=2550"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/worknhuman.com\/en\/wp-json\/wp\/v2\/tags?post=2550"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}