Review
BibTex RIS Cite

İŞE ADANMIŞLIK: MEVCUT DÜŞÜNCENİN GÖZDEN GEÇİRİLMESİ

Year 2018, Volume: 1 Issue: 1, 55 - 71, 06.08.2018

Abstract

Günümüzde
organizasyonlar çalışanlarına önem vererek yani “insan”
faktörü ile rekabetçi avantaj sağlama konusunda çalışmakta ve
ön plana geçmektedir. Organizasyonlar içinde yeni gelen kuşakların
etkin olmalarıyla beraber karakteristik özelliklerini daha fazla
önemsemek gerektiği yadsınamaz bir gerçek olmuştur. Örgütüyle
derinlemesine bir bağlantı hisseden ve tutkuyla çalışan kişiler
“adanmıştır”. Bu noktada iyi örgütler koçluk, geri bildirim
ve performans tartışmaları gibi yetenek yönetimi uygulamaları
içerisinde daha fazla olmaları günümüzde önem kazanmaktadır.
Bu çalışmada Adanmışlık kavramı tüm detayları ile
incelenmiş, organizasyonlar açısından ne gibi yararlar getireceği
konusunda araştırma sonuçları verilmiştir.

References

  • Aon Hewitt (2015). 2015 trends in global employee engagement : Making engagement happen
  • Baker, W., Cross, R. ve Parker, A. (2003). “What creates energy in organizations?” MIT Sloan Management Review: 51-53.
  • Bersin, J. (2015). “Becoming irresistible: A new model for employee engagement”,  Deloitte Review, Issue 16: 147-163.
  • BlessingWhite (2013). Employee Engagement Research Report Update.
  • Burke, M. E. ve Collision, J. (2004). Job Recovering and Retention, Society for Human Resource Management.
  • CEB (2013). “Employee Engagement”.
  • Chambers, E. D. , Foulon , F. , Handfield – Jones , H. , Hankin , S. M. ve Michaels E. G. (1998). ‘’ The war for talent ‘’ , The Mckinsey Quarterly , 3: 44-57.
  • CMS (2012). “Employee Engagement Survey”.
  • Corporate Leadership Council (2004). Driving performance and retention through employee engagement. Washington, DC: Corporate Executive Board.
  • Crabtree, S. (2013). “Worldwide, 13% of Employees Are Engaged at Work”, http://news.gallup.com/poll/165269/worldwide-employees-engaged-work.aspx , Erişim Tarihi: 10.11.2017.
  • Cross, R. Baker, W. ve Parker, A. (2003, Summer). “What creates energy in organizations?” MIT Sloan Management Review: 51-53.
  • Csikszentmihalyi , M. (1975). ‘’Beyond boredom and anxiety ‘’ San Francisco:Jossey-Bass.
  • Elsey, (2005) "Building employee engagement at Sensis", Strategic HR Review , Vol. 4 Issue: 2, pp.16-19
  • Eichinger, R. W., ve Lombardo, M. M. (2005). High learners as high performers. In Lominger in Focus, Minneapolis, MN: Lominger Limited, Inc.
  • Harter, J.K., Schmidt, F.L., Killham, E.A. ve Agrawal, S. (2010). “Q12 meta-analysis: The relationship between engagement at work and organizational outcomes”. White Paper Gallup Organization.
  • Hay Group (2014). The New Rules of Engagement.
  • Herzberg F.,Mausner, B.,ve Snyderman, B. B.(1959). The Motivation To Work ,New York: John Wiley.
  • Heskett vd. (1994). “Putting the Service-Profit Chain to Work”, Harvard Business Review, 164-170.
  • Hewitt Associates LLC. (2005). Employee Engagement.
  • Grabe, S. (2015). Participation: Structural and relational power and Maasai women’s political subjectivity in Tanzania. Feminism and Psychology, 0, 1-21.
  • Gubman, E.L. (1998) .Talent Solution: Aligning Strategy and People to Achieve Extraordinary Results. New York, NY: McGraw-Hill.
  • İnce, A.R. (2016). “Algılanan Örgütsel Desteğin İşe Adanmışlık Üzerinde Etkisinde Yönetici Desteğinin Aracılık Rolü”, Elektronik Sosyal Bilimler Dergisi, C:15, S:57, ss. 649-660.
  • Kahn , W. A. (1990). ‘’ Psychological condition of personal engagement and disengagement at work ‘’Academy of Management Journal , Vol . 33 : 692-724.
  • Kaplan, R.S.,ve Norton, D.P. (1996). The balanced scorecard: Translating strategy into action. Boston: Harvard Business School Press.
  • Mainemelis, C. (2001). “When the Muse Takes It All: A Model for the Experience of Timelessness in Organizations.” Academy of Management Review, 26(4): 548-565.
  • Michaels, E., Handfield ve James, H. ve Axelrod, B. (2001). The war for Talent, Boston Mass: Harward Business School Press.
  • Lazonick, W. (2014). Profits Without Prosperity. Havard Business Review.
  • Özyılmaz, A. ve Süner, Z. (2015). “İşe Adanmışlığın İşyeri Tutumlarına Etkisi: Hatay’daki 9 İşletmede Yapılan Ampirik Araştırmanın Sonuçları”, Eskişehir Osmangazi Üniversitesi İİBF Dergisi, 10 (3), ss.143-164.
  • PWC (2011). Engaging Your Pivotal Talent, www.pwc.com/hr, Erişim Tarihi: 06.08.2017.
  • PWC (2015). “2015 Employee Engagement Landscape Study: Championing Greatness or Capturing Mediocrity”, PWC an HR perspective.
  • Right Management (2009). “Employee Engagement as a construck of Organisational Effectivenes”, Right Management a Manpower Company.
  • Robinson , D. , Perryman , S. ve Hayday , S. (2004). ‘’The drivers of employee engagement ‘’ , Brighton , Institute for Employment Studies.
  • Quinn, R. W. ve Dutton, J.E. (2005). “Coordination as energy in conversation”, Academy of Management Review, 30(1): 36-57.
  • Schippman, J.S., Ash, R.A., Battista, M. Carr, L., Eyde, L.D.,ve Hesketh, B. (2000). “The practice of competency modeling”, Personnel Psycholody, 53: 703-740.
  • Seijts, G, ve Crim, D. (2006). “What engages employees the most or, the Ten C’s of employee engagement”, Ivey Business Journal, March/April: 1-5.
  • SHRM (2014). Employee Engagement: Your Competitive Advantage.
  • SHRM (2015). Engaging And Integrating a Global Workforce, SHRM Foundation Research Findings.
  • Staying & Walk Survey (2013). The Business Value of a Healty Workforce, Towers Watson and National Business Group on Health.
  • Towers Watson (2015). Top Management's Role Crucial in Driving Employee Engagement, Towers Watson Study.
  • Yavan, Öznur (2016). “Örgütsel Davranış Düzleminde Adanmışlık”, Pamukkale Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, Sayı:25, ss.278-296.
Year 2018, Volume: 1 Issue: 1, 55 - 71, 06.08.2018

Abstract

References

  • Aon Hewitt (2015). 2015 trends in global employee engagement : Making engagement happen
  • Baker, W., Cross, R. ve Parker, A. (2003). “What creates energy in organizations?” MIT Sloan Management Review: 51-53.
  • Bersin, J. (2015). “Becoming irresistible: A new model for employee engagement”,  Deloitte Review, Issue 16: 147-163.
  • BlessingWhite (2013). Employee Engagement Research Report Update.
  • Burke, M. E. ve Collision, J. (2004). Job Recovering and Retention, Society for Human Resource Management.
  • CEB (2013). “Employee Engagement”.
  • Chambers, E. D. , Foulon , F. , Handfield – Jones , H. , Hankin , S. M. ve Michaels E. G. (1998). ‘’ The war for talent ‘’ , The Mckinsey Quarterly , 3: 44-57.
  • CMS (2012). “Employee Engagement Survey”.
  • Corporate Leadership Council (2004). Driving performance and retention through employee engagement. Washington, DC: Corporate Executive Board.
  • Crabtree, S. (2013). “Worldwide, 13% of Employees Are Engaged at Work”, http://news.gallup.com/poll/165269/worldwide-employees-engaged-work.aspx , Erişim Tarihi: 10.11.2017.
  • Cross, R. Baker, W. ve Parker, A. (2003, Summer). “What creates energy in organizations?” MIT Sloan Management Review: 51-53.
  • Csikszentmihalyi , M. (1975). ‘’Beyond boredom and anxiety ‘’ San Francisco:Jossey-Bass.
  • Elsey, (2005) "Building employee engagement at Sensis", Strategic HR Review , Vol. 4 Issue: 2, pp.16-19
  • Eichinger, R. W., ve Lombardo, M. M. (2005). High learners as high performers. In Lominger in Focus, Minneapolis, MN: Lominger Limited, Inc.
  • Harter, J.K., Schmidt, F.L., Killham, E.A. ve Agrawal, S. (2010). “Q12 meta-analysis: The relationship between engagement at work and organizational outcomes”. White Paper Gallup Organization.
  • Hay Group (2014). The New Rules of Engagement.
  • Herzberg F.,Mausner, B.,ve Snyderman, B. B.(1959). The Motivation To Work ,New York: John Wiley.
  • Heskett vd. (1994). “Putting the Service-Profit Chain to Work”, Harvard Business Review, 164-170.
  • Hewitt Associates LLC. (2005). Employee Engagement.
  • Grabe, S. (2015). Participation: Structural and relational power and Maasai women’s political subjectivity in Tanzania. Feminism and Psychology, 0, 1-21.
  • Gubman, E.L. (1998) .Talent Solution: Aligning Strategy and People to Achieve Extraordinary Results. New York, NY: McGraw-Hill.
  • İnce, A.R. (2016). “Algılanan Örgütsel Desteğin İşe Adanmışlık Üzerinde Etkisinde Yönetici Desteğinin Aracılık Rolü”, Elektronik Sosyal Bilimler Dergisi, C:15, S:57, ss. 649-660.
  • Kahn , W. A. (1990). ‘’ Psychological condition of personal engagement and disengagement at work ‘’Academy of Management Journal , Vol . 33 : 692-724.
  • Kaplan, R.S.,ve Norton, D.P. (1996). The balanced scorecard: Translating strategy into action. Boston: Harvard Business School Press.
  • Mainemelis, C. (2001). “When the Muse Takes It All: A Model for the Experience of Timelessness in Organizations.” Academy of Management Review, 26(4): 548-565.
  • Michaels, E., Handfield ve James, H. ve Axelrod, B. (2001). The war for Talent, Boston Mass: Harward Business School Press.
  • Lazonick, W. (2014). Profits Without Prosperity. Havard Business Review.
  • Özyılmaz, A. ve Süner, Z. (2015). “İşe Adanmışlığın İşyeri Tutumlarına Etkisi: Hatay’daki 9 İşletmede Yapılan Ampirik Araştırmanın Sonuçları”, Eskişehir Osmangazi Üniversitesi İİBF Dergisi, 10 (3), ss.143-164.
  • PWC (2011). Engaging Your Pivotal Talent, www.pwc.com/hr, Erişim Tarihi: 06.08.2017.
  • PWC (2015). “2015 Employee Engagement Landscape Study: Championing Greatness or Capturing Mediocrity”, PWC an HR perspective.
  • Right Management (2009). “Employee Engagement as a construck of Organisational Effectivenes”, Right Management a Manpower Company.
  • Robinson , D. , Perryman , S. ve Hayday , S. (2004). ‘’The drivers of employee engagement ‘’ , Brighton , Institute for Employment Studies.
  • Quinn, R. W. ve Dutton, J.E. (2005). “Coordination as energy in conversation”, Academy of Management Review, 30(1): 36-57.
  • Schippman, J.S., Ash, R.A., Battista, M. Carr, L., Eyde, L.D.,ve Hesketh, B. (2000). “The practice of competency modeling”, Personnel Psycholody, 53: 703-740.
  • Seijts, G, ve Crim, D. (2006). “What engages employees the most or, the Ten C’s of employee engagement”, Ivey Business Journal, March/April: 1-5.
  • SHRM (2014). Employee Engagement: Your Competitive Advantage.
  • SHRM (2015). Engaging And Integrating a Global Workforce, SHRM Foundation Research Findings.
  • Staying & Walk Survey (2013). The Business Value of a Healty Workforce, Towers Watson and National Business Group on Health.
  • Towers Watson (2015). Top Management's Role Crucial in Driving Employee Engagement, Towers Watson Study.
  • Yavan, Öznur (2016). “Örgütsel Davranış Düzleminde Adanmışlık”, Pamukkale Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, Sayı:25, ss.278-296.
There are 40 citations in total.

Details

Primary Language Turkish
Subjects Economics, Business Administration
Journal Section Research Article
Authors

Mustafa Kemal Yılmaz 0000-0002-9509-1456

Tamer Keçecioğlu 0000-0003-1393-8279

Publication Date August 6, 2018
Acceptance Date August 5, 2018
Published in Issue Year 2018 Volume: 1 Issue: 1

Cite

APA Yılmaz, M. K., & Keçecioğlu, T. (2018). İŞE ADANMIŞLIK: MEVCUT DÜŞÜNCENİN GÖZDEN GEÇİRİLMESİ. Business Economics and Management Research Journal, 1(1), 55-71.

The texts to be sent to our journal should be prepared according to the template file linked below. You can also download the template file and make corrections on it. Articles that are not prepared in accordance with the template file are returned to the author by the editor.

Download the Template...