Sanal Kaytarma ve İş Performansı İlişkisi: Kuşaklar Teorisi Yaklaşımı (The Relationship between Cyber-Loafing and Job Performance: Generations Theory Perspective)

Abstract

Purpose – This study aims to determine the forms of cyberloafing activities on employees along with the effects on their job performances according to generational differences. Design/methodology/approach – In the study, cyberloafing activities were measured using Blanchard and Henle (2008)‘s scale consist of 17 items. The employee performance is measured by the scale developed by Kirkman and Rosen (1999). Their scale had three dimensions, named as productivity, proactivity and customer service. As cyberloafing is considered as a deviant behavior against productivity, only productivity dimension is used. 300 questionnaires were given to food & beverage employees in Izmir, however only 250 of them were analyzed. Findings: As a result, exploratory factor analysis found that cyberloafing has four different dimensions. These dimensions were named as “recreational activities, checking updates, sports & betting and social media”. One of the cyberloafing dimensions which is called recreational activities were negatively related with job performance. However, there was no significant relation between the other dimensions of cyberloafing and the job performance. Also, it is found that cyberloafing differs from generation to generation on recreational activities and social media dimensions. Besides, job performance also differs from generation to generation and it is found that baby boomers had the highest job performance rather than generation X and generation Y. Discussion – Cyber-loafing was found to have four factors different than the literature. Generations affect the dimensions obtained differently. The different levels of the relationship between the internet and technological tools of each generation is considered as one of the reasons for this interaction. Generations also differ in job performance. In this sense, past experiences of generations, such as how they are raised or what they have or not, are reflected in their job performance.