THE RELATIONSHIP BETWEEN POWER RESOURCES USED BY THE MANAGER AND JOB SATISFACTION, TURNOVER INTENTION AND JOB PERFORMANCE: A QUALITATIVE RESEARCH ON CUSTOMER RELATIONSHIP EMPLOYEES

Abstract

This study was conducted to reveal the relationship between the manager’s power sources, job satisfaction, turnover intention and job performance, which are related to organizational performance. Qualitative research model was used in this research. Within the scope of the research, in-depth interviews were conducted with five participants, each working in the customer service unit and in the call center, in two different organizations in the communication sector in Adıyaman, and they were subjected to content analysis. According to the results of analaysis, it has been seen that the most perceived power source by the employees working as face to face is the coercive power, and this power negatively affects job performance and job satisfaction and increases the turnover intention. But the most perceived power source by employees working in call center is expertise power and legal power. It has been observed that employees who perceive the power of reward, legal power and expertise power perceive their job satisfaction and job performance as high. Another result is that employees who provide face-to-face service have turnover intention, but none of the employees who serve through the call center have this intention.