Browsing by Author "Basim, H. Nejat"

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Can Job Crafting Be A Remedy For Struggling With Work Alienation? The Moderator Effect Of Perceived Supervisor Support*
(2022) Aydin, Esra; Cinar, Esra; Basim, H. Nejat
Drawing on self-determination theory, this study focuses on the relationship between job crafting and work alienation and the moderating effect of perceived supervisor support. Based on theoretical discussions, this study examines (1) whether a negative relationship exists between job crafting and work alienation; (2) whether and how perceived supervisor support moderates that relationship. Findings are based on the data collected from a survey of 203 participants working in Turkey. The results indicate job crafting's negative association with work alienation. Perceived supervisor support is a moderating variable, fostering employee that, in turn, leads to reduced work alienation.
Deviant Employee Behavior in The Eyes of Colleagues: The Role of Organizational Support and Self-Efficacy
(2017) Tuzun, Ipek Kalemci; Cetin, Fatih; Basim, H. Nejat; https://orcid.org/0000-0001-6979-2040; https://orcid.org/0000-0002-2605-9962; ABB-5350-2020; ABD-9381-2021
The present study investigates the influences of multifocal organizational support in the context of deviant employee behavior by examining the potential associations with employees' self-efficacy characteristics. The study proposes that perceived multifocal support and self-efficacy have a direct relationship with deviant behavior, and that these two variables interact in their relationship with deviant workplace behavior. Using self- and peer-reported data from 225 academics, hypothesized relationships were investigated using structural equation modeling. The results indicate that two different forms of support (organizational and supervisory) strongly influenced two different forms of deviant behavior (organizational and interpersonal). Whereas perceived organizational support decreases organizationally relevant deviant behavior, supervisory support decreases deviant behavior toward colleagues. The results also showed that high self-efficacy moderates both the negative relationship between organizational support and deviant behavior toward the organization and that between supervisory support and deviant behavior toward colleagues. The study also discusses the implications of these findings for managers, along with recommendations for future research.
Deviant Employee Behavior in the Eyes of Colleagues: The Role of Organizational Support and Self-Efficacy
(2017) Tuzun, Ipek Kalemci; Cetin, Fatih; Basim, H. Nejat; 0000-0001-6979-2040; 0000-0002-2487-9553; 0000-0002-2605-9962; ABB-5350-2020; J-8116-2015
The present study investigates the influences of multifocal organizational support in the context of deviant employee behavior by examining the potential associations with employees' self-efficacy characteristics. The study proposes that perceived multifocal support and self-efficacy have a direct relationship with deviant behavior, and that these two variables interact in their relationship with deviant workplace behavior. Using self- and peer-reported data from 225 academics, hypothesized relationships were investigated using structural equation modeling. The results indicate that two different forms of support (organizational and supervisory) strongly influenced two different forms of deviant behavior (organizational and interpersonal). Whereas perceived organizational support decreases organizationally relevant deviant behavior, supervisory support decreases deviant behavior toward colleagues. The results also showed that high self-efficacy moderates both the negative relationship between organizational support and deviant behavior toward the organization and that between supervisory support and deviant behavior toward colleagues. The study also discusses the implications of these findings for managers, along with recommendations for future research.
Ethics Lead The Way Despite Organizational Politics
(2018) Basar, Ufuk; Sigri, Unsal; Basim, H. Nejat; 0000-0002-8870-7398; 0000-0003-0008-5131; ADV-8340-2022; J-2510-2016; ABD-9381-2021
The aim of this study was to find out whether ethical leadership has an impact on employees' organizational identification and the perceptions of organizational politics moderate this process. To this end, to ensure triangulation on findings, two separate researches were made. First, a cross-sectional survey was conducted on 137 employees who worked at the head office of a private bank in Istanbul using self-report questionnaires. Second, 2 years later, a time-lagged survey was conducted on 119 employees who worked at the same organization. Hierarchical regression analyses were performed on the collected data from studies 1 and 2. Findings of both studies indicated that ethical leadership resulted in organizational identification slightly more weakly in employees who perceived organizational politics. Drawing on findings, new researches investigating impacts of organizational politics on managerial processes in other organizations may be conducted in the future. Moreover, organizational leaders, who realized the adverse consequences of organizational politics, may take precautions against such tactics. Finally, findings may be noteworthy, because this research is believed to be the first to investigate empirically the moderating role of organizational politics in the association between ethical leadership and employees' organizational identification.
Human or Social Resources Management: Which Conditions Force HR Departments to Select the Right Employees for Organizational Social Capital?
(2016) Sozen, H. Cenk; Varoglu, Demet; Yeloglu, H. Okan; Basim, H. Nejat; https://orcid.org/0000-0001-9423-9503; https://orcid.org/0000-0002-2605-9962; AFW-3265-2022; L-1624-2017
This study examines in which cases organizations tend to form social capital, and explores how such attitude affects their recruitment strategies. This countrywide research project covering 158 firms located in 18 different cities was conducted to understand and to identify the variables which increase organizations' tendency to form social capital. A mixed methodological approach was adopted to reveal relationships between variables. The results show that dependency to state and suppliers, environmental uncertainty, rate of tenured staff in organizations, ownership status, conduct of HR activities by other departments or units and educational level of HR staff increase organizations' tendency to form social capital. Besides, it was found that organizational age, outsourcing of HR activities and centralized HR departments are negatively associated with social capital.
Improving Job Performance Through Identification and Psychological Capital
(2018) Tuzun, Ipek Kalemci; Cetin, Fatih; Basim, H. Nejat; 0000-0001-6979-2040; 0000-0002-2487-9553; 0000-0002-2605-9962; ABB-5350-2020; J-8116-2015; ABD-9381-2021
Purpose - The purpose of this paper is to increase understanding of the link between various identification foci and performance, and to test whether one's psychological capital (PsyCap) can explain the influence of collective or relational identification on job performance. Design/methodology/approach - The study sample comprised 235 academicians working in a foundation university from Turkey. The questionnaires were practiced in two different time intervals with using an identifier coding system for avoiding common method bias issues. The authors used structural equation modeling with using AMOS v23.0. Findings - The results showed that PsyCap has positive effects on the job performance and work group identification flourishes employees PsyCap level; there is no evidence of any mediating effect of PsyCap on the relationships between various organizational identification foci and job performance. Originality/value - This study extends previous research by providing evidence of that rather than the other identification target (organization, work unit, and career) identification with supervisor influenced on job performance.
Paradoxical Leadership Model
(2018) Basar, Ufuk; Basim, H. Nejat; 0000-0003-0008-5131; J-2510-2016; ABD-9381-2021
The aim of this research is to develop a new theoretical leadership model, which explains the dark and bright sides of leadership with a holistic view, and thereby, to trigger a new debate through bringing in a new perspective to leadership phenomenon in the light of extant theories. In this respect, following a review of historical development process of leadership theories, drawing on LMX theory a new theoretical leadership model was developed. Because it explains dark and bright behaviors of a leader with a holistic view, this new model was defined as paradoxical leadership model. Theoretical and practical implications of paradoxical leadership model, as well as how new avenues will be opened for researchers in the future were discussed.
The Role of Big Five Personality on Predicting the Resilience: A Canonical Relation Analysis
(2015) Cetin, Fatih; Yeloglu, Hakki Okan; Basim, H. Nejat; 0000-0002-2487-9553; ABD-9381-2021; J-8116-2015; L-1624-2017
Resilience is an ability to bounce back from adversities, setbacks or difficulties in face of stressful life events. The main purpose of this study was to analyze the role of big five personality in predicting the resilience and to determine the most influent dimensions of resilience in this process. Data were gathered from 286 university students with using survey method. The instruments were Resilience Scale and Big Five Personality Scale. Results of the canonical correlation analysis showed that extroversion, agreeableness, conscientiousness and openness to experience are positively, and neuroticism is negatively related to the resilience. Furthermore, it was determined that perception of self, social resources and social competence sub-dimensions of the resilience, and extroversion and consciousness sub-dimensions of the personality distinguished in predicting the resilience and personality respectively. Ultimately all results proposed that big five personality explain significant variance in resilience structure. The results were discussed in the light of the literature.
Who Desires To Stay? The Role Of Relational Job Crafting On The Intention To Stay With The Mediating Role Of Workplace Friendship
(2022) Cinar, Esra; Basim, H. Nejat
Drawing on theory of reasoned action and identity theory, we examined the mediating effect of workplace friendship on the association between relational job crafting and the intention to stay. The hypotheses were tested by analysing the data collected from 228 participants. We found positive and significant relationships between the intention to stay and relational job crafting, as well as with workplace friendship. Furthermore, a positive and significant relationship between relational job crafting and workplace friendship was found. The results also indicate that workplace friendship has a partial mediating effect on the relationship between relational job crafting and the intention to stay.