Browsing by Author "Yeloglu, Hakki Okan"

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Are Self-Efficacious Individuals more Sensitive to Organizational Justice Issues? The Influence of Self-Efficacy on the Relationship between Justice Perceptions and Turnover
(2018) Askun, Duysal; Yeloglu, Hakki Okan; Yildirim, Olcay Bige; L-1624-2017
Moderating role of self-efficacy has been studied in several research contexts which also frequently involved organizations. According to the theoretical framework borrowed by social cognitive theory and referent cognitions theory, we have decided to explore the moderating role of self-efficacy in the relationship between justice perceptions and turnover intentions. Nine-hundred and four employees coming from private companies in Istanbul and Ankara participated in our study. Our results revealed important findings in relation to the moderating effects of different self-efficacy dimensions. Many interaction effects were as expected, except for those high in willingness to expend effort in completing the behavior. We discussed the results in light of certain theoretical assumptions and offered related recommendations for organizational practice and future research.
How Can Prosocial Silence Be Golden? The Roles of Commitment to Learning and Organizational Support
(LEARNING ORGANIZATION, 2024-03-12) Kizrak, Meral; Yeloglu, Hakki Okan
PurposeDrawing from organizational learning theory, social exchange theory and positive psychology approach, this study aims to examine the relationship between commitment to learning and prosocial silence, as well as the mediating role of perceived organizational support (POS) in this relationship.Design/methodology/approachThe authors used path analysis to examine the relationships between research variables. Data were collected from 275 employees of private sector companies in Turkey through an online survey platform. To test the proposed hypotheses, the authors conducted regression and mediation analyses using the bootstrapping method.FindingsThe results indicate that the organization's commitment to learning positively and significantly impacts employee prosocial silence, and POS partially mediates this relationship.Practical implicationsManagers who aim to promote other-oriented and helping behavior in the organization should understand how prosocial silence can be golden. They should cultivate and model a learning mindset by focusing on strengths instead of weaknesses, reward experimentation and provide employees with timely feedback allowing them to think and reflect on their failures.Originality/valueAlthough the dominant position of previous studies endorses the detrimental sides of organizational silence, less research has focused on employees' prosocial silence behavior and the underlying mechanisms that may explain employees' tendency to remain silent with helpful intent, a gap this research attempts to fill.
The Moderating Role of Self Efficacy on the Perceptions of Justice and Turnover Intentions
(2016) Celik, Duysal Askun; Yeloglu, Hakki Okan; Yildirim, Olcay Bilge; L-1624-2017
Previous research in organizational behavior has reported many variables serving as either mediators or moderators in the predictive relationship between justice perceptions and turnover intentions. So far, none of the studies seems to have considered the possible influence of self-efficacy as a moderating variable in that relationship. Positive organizational behavior approach strongly offers usage of individual capacity variables for producing positive organizational outcomes (Luthans, 2002). In this study, we have explored the moderating role of self-efficacy in the relationship between justice perceptions and turnover intentions. Nine-hundred and four employees coming from private companies of Istanbul and Ankara, in Turkey, participated in the study. To analyze the results, we have used confirmatory factor analyses and regression analyses. Our results revealed important findings in relation to the moderating effects of different self-efficacy dimensions. We have found a negative relationship between justice perceptions and turnover intentions. For self-efficacy dimensions, many interaction effects were as expected, except for those high in willingness to expend effort in completing the behavior. We discussed the results in light of certain theoretical assumptions and offered related recommendations for organizational practice and future research. (C) 2016 The Authors. Published by Elsevier Ltd.
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.