THE EFFECT OF MINTZBERG’S CLASSIFICATION OF MANAGERIAL ROLES ADOPTED BY MANAGERS, ON HUMAN RESOURCES’ PERCEPTION OF ENDOGENEITY ANS EXOGENEITY STATUS IN SERVICE SECTOR: A SAMPLE APPLICATION
The integration of human resources with the organization via behavioural approaches, constitutes great importance in the organizations that are active in service sector; because of the fact that the employees are in face-to-face interaction with customers at most of their times. Endogeneity and exogeneity status is one of these approaches. A member who feels belonged to the organization and given important responsibilities; acquires endogeneity status and thus enhance performance. On the other hand, a member who acquires exogeneity status will feel the same interaction in a negative way and thus, organizational efficiency will be affected in a negative way because of the low quality of the service. Along with this, the member of the organization perceives these statuses, in accordance with the adopted and displayed roles by the leader. In this sense, the purpose of this study is to research the effect of managerial roles, which are cathegorized by Mintzberg, adopted by leaders on employees’ perception of endogeneity and exogeneity status. For this purpose, survey method is applied in Yalova branch of Ramada Hotels. The survey consists Sharp’s (1993) Managerial Roles Scale, which aims at classifying managerial roles with 46 items; Perceived Insider Status Scale of 6 items developed by Stamper and Masterson (2002), which aims at measuring the employees’ endogeneity and exogeneity status perception; and demographical questions. A total of 150 surveys are delivered and 108 participants have responded to the surveys. The data gathered is analysed by SPSS 20.0 package programme. The findings show that while the decision-maker and informative roles do not have a statistically meaningful effect on perceived insider status of employees, interpersonnel roles have a decreasing effect on perceived insider status of employees.