TY  - JOUR
T1  - YÜKSEK KATILIMLI İNSAN KAYNAKLARI YÖNETİMİ UYGULAMALARININ ÇALIŞANLARIN İŞ TATMİNİ VE İŞTEN AYRILMA NİYETLERİ ÜZERİNDEKİ ETKİSİ
TT  - RELATIONSHIPS BETWEEN HIGH INVOLVEMENT HUMAN RESOURCE MANAGEMENT PRACTICES, JOB SATISFACTION, AND TURNOVER INTENTION: AN EXPLORATORY STUDY ON RETAIL EMPLOYEES IN ISTANBUL
AU  - Mertel, Kübra
PY  - 2019
DA  - December
Y2  - 2020
JF  - Bilge Uluslararası Sosyal Araştırmalar Dergisi
JO  - busad
PB  - Ülkü Ocakları Eğitim ve Kültür Vakfı
WT  - DergiPark
SN  - 2602-2303
SP  - 52
EP  - 59
VL  - 3
IS  - 2
LA  - tr
AB  - Bumakalede, yüksek katılımlıinsan kaynakları yönetimi uygulamalarının (güçlendirme, adil ödüllendirme,bilgi paylaşımı) iş tatmini ve işten ayrılma niyetleri üzerindeki etkisiaraştırılmış ve iş tatmininin yüksek katılımlı insan kaynakları yönetimi uygulamalarıile işten ayrılma niyeti arasındaki aracılık rolü incelenmiştir. Yapılanaraştırma dâhilinde verinin kesitsel bir anket çalışmasıyla toplanması uygungörülmüştür. Veri, yüksek katılımlı insan kaynaklarıyönetimi uygulamalarınınuygulamakta olan ve perakende giyim sektöründe faaliyet gösteren beş farklışirkette çalışan 82 kişiden toplanmıştır. Öne sürülen hipotezlerin testindeçoklu regresyon analizleri kullanılmıştır. Sonuçlar, yüksek katılımlı insan kaynaklarıyönetimi uygulamalarının her bir tek tek düşünüldüğünde, bu uygulamalarınçalışanların işten ayrılma niyetini etkilediklerini göstermiştir. Bu uygulamalar birlikte düşünüldüğünde isesadece güçlendirme ve adil ödüllendirmenin işten ayrılma niyetini etkilediğigörülmüştür. İş tatmininin yukarıda bahsi geçen ilişkilerdeki aracılık rolünebakıldığında, tatminin sadece güçlendirme ile işten ayrılma niyeti arasındaaracılık rolü oynadığı sonucuna varılmıştır.
KW  - iş tatmini
KW  - işten ayrılma niyeti
KW  - yüksek katılımlı insan kaynakları yönetimi
KW  - güçlendirme
KW  - adil ödüllendirme
KW  - bilgi paylaşımı
N2  - In this article, three high involvement human resource management practices(i.e., empowerment, information sharing and fair rewards) are chosen toevaluate their effect on turnover intention and job satisfaction. In addition,the mediating role of job satisfaction in the relationship between highinvolvement human resource management practices and employees’ turnoverintention is scrutinized. To this end, a cross-sectional descriptive survey wasconsidered the most appropriate option. Data were collected from 82 employees who areworking in five different companies operating in retail apparel industry, whichhave implemented or are implementing high involvement human resource managementpractices in their respective organizations. To evaluate hypothesized relationships,multiple regression analyses were used. Results showed that when highinvolvement human resource management practices considered independently,information sharing, empowerment, and fair rewards had significant impacts onturnover intention. On the other hand, when high involvement humanresource management practices were considered as a whole, only fair rewards andempowerment influenced turnover intention. Mediation analysis results showedthat job satisfactionacted as a perfect mediator in the relationship between empowerment andturnover intention.
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UR  - https://dergipark.org.tr/tr/pub/busad/issue//632357
L1  - https://dergipark.org.tr/tr/download/article-file/960652
ER  -