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İnsan Kaynakları Uzmanlarının Türk ve Suriyeli Çalışanlara İlişkin İş Gücü Çeşitliliği Algıları

Yıl 2024, , 169 - 187, 22.10.2024
https://doi.org/10.59293/anadoluiid.1560010

Öz

Bu çalışma İnsan Kaynakları uzmanlarının Türk ve Suriyeli çalışanlara ilişkin iş gücü çeşitliliği algılarını incelemektedir. Araştırmada, 13 farklı çalışana 10 adet yarı yapılandırılmış mülakat sorusu sorulmuş, mülakatlar online olarak gerçekleştirilmiştir. Mülakat çıktıları tematik olarak kategorize edilip incelenmiştir. Araştırma, İnsan Kaynakları uzmanlarının Türk ve Suriyeli çalışanlar hakkındaki algılarının milliyet, etnik köken, dil, din, eğitim ve iş deneyimi gibi faktörlerden etkilendiğini ortaya koymuştur. Türk çalışanlar daha yetenekli, deneyimli ve şirket kültürüne uyum sağlayabilir olarak algılanırken Suriyeli çalışanlar kendilerini gerçekleştirebilmek için iş ortamında daha fazla desteğe ihtiyacı olan ve uyum sağlamakta zorlanan kişiler olarak ilişkilendirilmiştir. Suriyeli çalışanların istihdamına ilişkin zorluklar arasında dil engelleri, kültürel farklılıklar ve sınırlı kaynaklar yer almıştır. Bulgular literatür çerçevesinde tartışılmış ve gelecek araştırmalar için önerilerde bulunulmuştur.

Kaynakça

  • Ahmad, S. (2019), “The Role of Adaptation Skills in Enhancing Job Performance: Insights from Syrian Immigrant Workers”. Journal of Immigrant and Minority Health, 21(5): 1023-1031.
  • Banerjee, B., Verma, A. (2020), “Syrian Refugees in India: An Exploratory Study of the Experiences and Challenges of Employment and Entrepreneurship”, Journal of Ethnic and Migration Studies, 46(3): 492-509.
  • Bendick Jr, M., Egan, M. L., Lofhjelm, S. M. (2011), Combating Bias and Discrimination in the Workplace. In The Oxford Handbook of Workplace Discrimination, 215-236, Oxford University Press.
  • Braun, V., Clarke, V. (2006), “Using Thematic Analysis in Psychology”, Qualitative Research in Psychology, 3(2): 77-101.
  • Çelik, S. (2020), “Managing Intergenerational Differences in the Workplace: Strategies for HR Practitioners”, Journal of Organizational Behavior, 41(2): 214-230.
  • Cox, T. H., Blake, S. (1991), “Managing Cultural Diversity: Implications for Organizational Competitiveness”, Academy of Management Perspectives, 5(3): 45-56.
  • Diken, A., Kayadibi, Ö. (2022), “Örgütlerde İnsan Unsuruna Helal Perspektifinden Bakış”, Academic Platform Journal of Halal Lifestyle, 4(2): 50-58.
  • Doverspike, D., Taylor, M. A., Arthur, W., Jr. (2014), Stereotype Threat in Organizations: Implications for Equity and Performance. In Stereotype Threat: Theory, Process, and Application, 295-313, Oxford University Press.
  • Dovidio, J. F., Love, A., Schellhaas, F. M. H., Hewstone, M. (2016), “Reducing Intergroup Bias Through Intergroup Contact: Twenty Years of Progress and Future Directions”, Group Processes & Intergroup Relations, 19(6): 708-724.
  • Greenaway, K. H., Hannan, P. L., Rienzo, C. (2018), The Impacts of Immigration on Occupational Wages: Evidence from Britain”, Journal of Economic Behavior & Organization, 148: 335-356.
  • Güngör, A. (2018), “Embracing Cultural Diversity in the Workplace: Insights from Turkish Managers”, European Journal of Work and Organizational Psychology, 27(3): 321-335.
  • Güngör, A. (2018), “The Impact of Cultural Diversity on Employee Engagement: A Study of Turkish Managers”, International Journal of Human Resource Management, 29(3): 423-437.
  • Harrison, D. A., Klein, K. J. (2007), “What's the Difference? Diversity Constructs as Separation, Variety, or Disparity in Organizations”, Academy of Management Review, 32(4): 1199-1228.
  • Herring, C. (2009), “Does Diversity Pay? Race, Gender, and the Business Case for Diversity”, American Sociological Review, 74(2): 208-224.
  • Herring, C., Henderson, A. D., Kandola, R. S. (2009), Diversity and Inclusion in the Workplace: A Review and Research Agenda. In Handbook of Diversity in Feminist Psychology, 257-282, Springer.
  • Hirsch, A. M., Unterhitzenberger, C., Schumann, S. (2017), “Refugee Integration and Social Capital: Evidence from a Field Experiment”, Journal of Economic Behavior & Organization, 143: 1-18.
  • Homan, A. C., Buengeler, C., Eckhoff, R. A., van Ginkel, W. P., Voelpel, S. C. (2015), “The Interplay of Diversity Training and Diversity Beliefs on Team Creativity in Nationality Diverse Teams”, Journal of Applied Psychology, 100(5): 1456.
  • Jackson, S. E., Joshi, A., Erhardt, N. L. (2003), “Recent Research on Team and Organizational Diversity: SWOT Analysis and Implications”, Journal of Management, 29(6): 801-830.
  • Joshi, A., Roh, H. (2009), “The Role of Context in Work Team Diversity Research: A Meta-analytic Review”, Academy of Management Journal, 52(3): 599-627.
  • Kaše, R., Van Der Velde, M., Van Dick, R. (2019), “Diversity Climate, Inclusion Climate and Workforce Diversity: The Main Moderating Role of Organizational Culture”, Journal of Occupational and Organizational Psychology, 92(2): 273-300.
  • Kaushik, M., Arora, K., Rangnekar, S. (2019), “Diversity Management in Indian Organizations: A Qualitative Study on Challenges and Strategies”, Management and Labour Studies, 44(1-2): 149-162.
  • Kaya, F. (2020), “The Contribution of Syrian Immigrant Workers to Workplace Diversity: Perspectives from Turkish Managers”, Journal of Diversity in Higher Education, 13(2): 89-104.
  • Kossek, E. E., Zonia, S. C. (1993), “Assessing Diversity Climate: A Field Study of Reactions to Employer Efforts to Promote Diversity”, Journal of Organizational Behavior, 14(1): 61-81.
  • Kossek, E. E., Lobel, S. A., Brown, J. (2012), Human Resource Strategies to Manage Workforce Diversity: Examining "The Business Case" for Diversity. In The Oxford Handbook of Diversity and Work, 313-336, Oxford University Press.
  • Kulik, C. T. (2004), Unlocking the Benefits of Diversity: All-inclusive Multiculturalism and Positive Organizational Change”, Journal of Applied Behavioral Science, 40(2): 218-236.
  • Kulik, C. T., Roberson, L. (2008), Diversity Initiatives and Programs: Do They Improve Organizational Outcomes? In The Oxford Handbook of Organizational Psychology, 560-583, Oxford University Press.
  • Kusuma-Powell, O., Flanagan, J., Ayoubi, R. M. (2019), “Unpacking Expatriate Attitudes Toward Refugees in the Workplace: The Role of Cultural Intelligence and Intercultural Contact”, The International Journal of Human Resource Management, 30(18): 2538-2559.
  • Liu, S., Liu, J., Cao, M. (2020), “The Impact of Diversity Climate on Employee Performance in Multinational Corporations: A Cross-Level Moderated Mediation Model”, Journal of Business Ethics, 164(3): 615-632.
  • Makela, L., Kivala, M., Suutari, V. (2018), Promoting Diversity and Inclusion Through Leadership Development Programs, In The Routledge Companion to Leadership, 465-476, Rout.
  • Mansour, R. (2018), “Improving Language Proficiency among Syrian Immigrant Workers: A Case Study Analysis”, Journal of Language and Social Psychology, 37(6): 743-759.
  • Nembhard, I. M., Edmondson, A. C. (2006), “Making it Safe: The Effects of Leader Inclusiveness and Professional Status on Psychological Safety and Improvement Efforts in Health Care Teams”, Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 27(7): 941-966.
  • Nishii, L. H., Özbilgin, M. F. (2007), “Global Diversity Management: Towards a Conceptual Framework”, The International Journal of Human Resource Management, 18(11), 1883-1894.
  • Özdemir, E. (2020), “Organizational Commitment and Job Performance: A Study of Turkish Employees”, Journal of Applied Psychology, 105(6): 621-634.
  • Özkan, M. (2019), “Recognition in the Workplace: A Key Driver of Employee Motivation and Performance”, European Journal of Work and Organizational Psychology, 28(4): 541-556.
  • Patton, M. Q. (2015), Qualitative Research & Evaluation Methods: Integrating Theory and Practice, (4th ed.), Sage.
  • Seligman, C., Montgomery, M. J. (2017), “The Role of Diversity Climate in Fostering Receptiveness to Diversity Training”, Journal of Business and Psychology, 32(4): 379-394.
  • Thomas, D. A., Ely, R. J. (1996), “Making Differences Matter: A New Paradigm for Managing Diversity”, Harvard Business Review, 74(5): 79-90.
  • UNHCR. (2021), Turkey - 2021 Plan Summary, https://reporting.unhcr.org/turkey-2021-plan-summary (01.10.2024). Van Knippenberg, D., De Dreu, C. K., Homan, A. C. (2004), “Work Group Diversity and Group Performance: An Integrative Model and Research Agenda”, Journal of Applied Psychology, 89(6): 1008-1022.
  • Vural, Z. B. A., Liedtke, C. (2017), “Farklılıkların Yönetimi ve Kurum Kültürü: Sistem Teorisi Perspektifi”, Gümüşhane Üniversitesi İletişim Fakültesi Elektronik Dergisi, 5(1): 1-33.
  • Yadav, S., Lenka, U. (2020), “Workforce Diversity: From a Literature Review to Future Research Agenda”, Journal of Indian Business Research, 12(4): 577-603.
  • Yıldırım, B. (2021), “Continuous Learning and Development Opportunities as Drivers of Employee Engagement: A Study on Turkish and Syrian Workers”, Human Resource Development Quarterly, 32(1): 89-104.
  • Yıldırım, B. (2021), “Enhancing Communication Skills for Effective Team Collaboration: Perspectives from Turkish Workers”, Journal of Business Communication, 58(1): 120-135.
  • Yılmaz, D. (2019), “The Role of Communication Skills in Enhancing Team Collaboration: Perspectives from Turkish and Syrian Employees”, Journal of Business Communication, 56(3): 321-335.
  • Zikic, J., Klehe, U. C., Van Vianen, A. E. (2010), “Integrating the Study of Cultural Diversity in Organizations”, Journal of Organizational Behavior, 31(8): 1101-112.

Human Resources Specialists' Perceptions of Workforce Diversity Regarding Turkish and Syrian Employees

Yıl 2024, , 169 - 187, 22.10.2024
https://doi.org/10.59293/anadoluiid.1560010

Öz

This study examines the perceptions of Human Resources Specialists towards Turkish and Syrian employees. In the study, 10 semi-structured interview questions were asked of 13 different employees. These interviews were conducted online. The interview outputs were then categorized and analyzed thematically. The study revealed that the perceptions of Human Resources Specialists about Turkish and Syrian employees are affected by factors such as nationality, ethnicity, language, religion, education, and work experience. While Turkish employees are perceived as more talented, experienced and able to adapt to the company culture, Syrian employees are perceived as people who need more support in the work environment in order to realize themselves and have difficulty adapting. Difficulties with the employment of Syrian refugees include language barriers, cultural differences, and limited resources. The findings were discussed within the framework of the literature and suggestions for future research were made.

Kaynakça

  • Ahmad, S. (2019), “The Role of Adaptation Skills in Enhancing Job Performance: Insights from Syrian Immigrant Workers”. Journal of Immigrant and Minority Health, 21(5): 1023-1031.
  • Banerjee, B., Verma, A. (2020), “Syrian Refugees in India: An Exploratory Study of the Experiences and Challenges of Employment and Entrepreneurship”, Journal of Ethnic and Migration Studies, 46(3): 492-509.
  • Bendick Jr, M., Egan, M. L., Lofhjelm, S. M. (2011), Combating Bias and Discrimination in the Workplace. In The Oxford Handbook of Workplace Discrimination, 215-236, Oxford University Press.
  • Braun, V., Clarke, V. (2006), “Using Thematic Analysis in Psychology”, Qualitative Research in Psychology, 3(2): 77-101.
  • Çelik, S. (2020), “Managing Intergenerational Differences in the Workplace: Strategies for HR Practitioners”, Journal of Organizational Behavior, 41(2): 214-230.
  • Cox, T. H., Blake, S. (1991), “Managing Cultural Diversity: Implications for Organizational Competitiveness”, Academy of Management Perspectives, 5(3): 45-56.
  • Diken, A., Kayadibi, Ö. (2022), “Örgütlerde İnsan Unsuruna Helal Perspektifinden Bakış”, Academic Platform Journal of Halal Lifestyle, 4(2): 50-58.
  • Doverspike, D., Taylor, M. A., Arthur, W., Jr. (2014), Stereotype Threat in Organizations: Implications for Equity and Performance. In Stereotype Threat: Theory, Process, and Application, 295-313, Oxford University Press.
  • Dovidio, J. F., Love, A., Schellhaas, F. M. H., Hewstone, M. (2016), “Reducing Intergroup Bias Through Intergroup Contact: Twenty Years of Progress and Future Directions”, Group Processes & Intergroup Relations, 19(6): 708-724.
  • Greenaway, K. H., Hannan, P. L., Rienzo, C. (2018), The Impacts of Immigration on Occupational Wages: Evidence from Britain”, Journal of Economic Behavior & Organization, 148: 335-356.
  • Güngör, A. (2018), “Embracing Cultural Diversity in the Workplace: Insights from Turkish Managers”, European Journal of Work and Organizational Psychology, 27(3): 321-335.
  • Güngör, A. (2018), “The Impact of Cultural Diversity on Employee Engagement: A Study of Turkish Managers”, International Journal of Human Resource Management, 29(3): 423-437.
  • Harrison, D. A., Klein, K. J. (2007), “What's the Difference? Diversity Constructs as Separation, Variety, or Disparity in Organizations”, Academy of Management Review, 32(4): 1199-1228.
  • Herring, C. (2009), “Does Diversity Pay? Race, Gender, and the Business Case for Diversity”, American Sociological Review, 74(2): 208-224.
  • Herring, C., Henderson, A. D., Kandola, R. S. (2009), Diversity and Inclusion in the Workplace: A Review and Research Agenda. In Handbook of Diversity in Feminist Psychology, 257-282, Springer.
  • Hirsch, A. M., Unterhitzenberger, C., Schumann, S. (2017), “Refugee Integration and Social Capital: Evidence from a Field Experiment”, Journal of Economic Behavior & Organization, 143: 1-18.
  • Homan, A. C., Buengeler, C., Eckhoff, R. A., van Ginkel, W. P., Voelpel, S. C. (2015), “The Interplay of Diversity Training and Diversity Beliefs on Team Creativity in Nationality Diverse Teams”, Journal of Applied Psychology, 100(5): 1456.
  • Jackson, S. E., Joshi, A., Erhardt, N. L. (2003), “Recent Research on Team and Organizational Diversity: SWOT Analysis and Implications”, Journal of Management, 29(6): 801-830.
  • Joshi, A., Roh, H. (2009), “The Role of Context in Work Team Diversity Research: A Meta-analytic Review”, Academy of Management Journal, 52(3): 599-627.
  • Kaše, R., Van Der Velde, M., Van Dick, R. (2019), “Diversity Climate, Inclusion Climate and Workforce Diversity: The Main Moderating Role of Organizational Culture”, Journal of Occupational and Organizational Psychology, 92(2): 273-300.
  • Kaushik, M., Arora, K., Rangnekar, S. (2019), “Diversity Management in Indian Organizations: A Qualitative Study on Challenges and Strategies”, Management and Labour Studies, 44(1-2): 149-162.
  • Kaya, F. (2020), “The Contribution of Syrian Immigrant Workers to Workplace Diversity: Perspectives from Turkish Managers”, Journal of Diversity in Higher Education, 13(2): 89-104.
  • Kossek, E. E., Zonia, S. C. (1993), “Assessing Diversity Climate: A Field Study of Reactions to Employer Efforts to Promote Diversity”, Journal of Organizational Behavior, 14(1): 61-81.
  • Kossek, E. E., Lobel, S. A., Brown, J. (2012), Human Resource Strategies to Manage Workforce Diversity: Examining "The Business Case" for Diversity. In The Oxford Handbook of Diversity and Work, 313-336, Oxford University Press.
  • Kulik, C. T. (2004), Unlocking the Benefits of Diversity: All-inclusive Multiculturalism and Positive Organizational Change”, Journal of Applied Behavioral Science, 40(2): 218-236.
  • Kulik, C. T., Roberson, L. (2008), Diversity Initiatives and Programs: Do They Improve Organizational Outcomes? In The Oxford Handbook of Organizational Psychology, 560-583, Oxford University Press.
  • Kusuma-Powell, O., Flanagan, J., Ayoubi, R. M. (2019), “Unpacking Expatriate Attitudes Toward Refugees in the Workplace: The Role of Cultural Intelligence and Intercultural Contact”, The International Journal of Human Resource Management, 30(18): 2538-2559.
  • Liu, S., Liu, J., Cao, M. (2020), “The Impact of Diversity Climate on Employee Performance in Multinational Corporations: A Cross-Level Moderated Mediation Model”, Journal of Business Ethics, 164(3): 615-632.
  • Makela, L., Kivala, M., Suutari, V. (2018), Promoting Diversity and Inclusion Through Leadership Development Programs, In The Routledge Companion to Leadership, 465-476, Rout.
  • Mansour, R. (2018), “Improving Language Proficiency among Syrian Immigrant Workers: A Case Study Analysis”, Journal of Language and Social Psychology, 37(6): 743-759.
  • Nembhard, I. M., Edmondson, A. C. (2006), “Making it Safe: The Effects of Leader Inclusiveness and Professional Status on Psychological Safety and Improvement Efforts in Health Care Teams”, Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 27(7): 941-966.
  • Nishii, L. H., Özbilgin, M. F. (2007), “Global Diversity Management: Towards a Conceptual Framework”, The International Journal of Human Resource Management, 18(11), 1883-1894.
  • Özdemir, E. (2020), “Organizational Commitment and Job Performance: A Study of Turkish Employees”, Journal of Applied Psychology, 105(6): 621-634.
  • Özkan, M. (2019), “Recognition in the Workplace: A Key Driver of Employee Motivation and Performance”, European Journal of Work and Organizational Psychology, 28(4): 541-556.
  • Patton, M. Q. (2015), Qualitative Research & Evaluation Methods: Integrating Theory and Practice, (4th ed.), Sage.
  • Seligman, C., Montgomery, M. J. (2017), “The Role of Diversity Climate in Fostering Receptiveness to Diversity Training”, Journal of Business and Psychology, 32(4): 379-394.
  • Thomas, D. A., Ely, R. J. (1996), “Making Differences Matter: A New Paradigm for Managing Diversity”, Harvard Business Review, 74(5): 79-90.
  • UNHCR. (2021), Turkey - 2021 Plan Summary, https://reporting.unhcr.org/turkey-2021-plan-summary (01.10.2024). Van Knippenberg, D., De Dreu, C. K., Homan, A. C. (2004), “Work Group Diversity and Group Performance: An Integrative Model and Research Agenda”, Journal of Applied Psychology, 89(6): 1008-1022.
  • Vural, Z. B. A., Liedtke, C. (2017), “Farklılıkların Yönetimi ve Kurum Kültürü: Sistem Teorisi Perspektifi”, Gümüşhane Üniversitesi İletişim Fakültesi Elektronik Dergisi, 5(1): 1-33.
  • Yadav, S., Lenka, U. (2020), “Workforce Diversity: From a Literature Review to Future Research Agenda”, Journal of Indian Business Research, 12(4): 577-603.
  • Yıldırım, B. (2021), “Continuous Learning and Development Opportunities as Drivers of Employee Engagement: A Study on Turkish and Syrian Workers”, Human Resource Development Quarterly, 32(1): 89-104.
  • Yıldırım, B. (2021), “Enhancing Communication Skills for Effective Team Collaboration: Perspectives from Turkish Workers”, Journal of Business Communication, 58(1): 120-135.
  • Yılmaz, D. (2019), “The Role of Communication Skills in Enhancing Team Collaboration: Perspectives from Turkish and Syrian Employees”, Journal of Business Communication, 56(3): 321-335.
  • Zikic, J., Klehe, U. C., Van Vianen, A. E. (2010), “Integrating the Study of Cultural Diversity in Organizations”, Journal of Organizational Behavior, 31(8): 1101-112.
Toplam 44 adet kaynakça vardır.

Ayrıntılar

Birincil Dil Türkçe
Konular İstihdam Eşitliği ve Çeşitliliği, Örgütsel Davranış
Bölüm Makaleler
Yazarlar

Canan Örmen 0009-0001-9483-9370

Yasin Şehitoğlu 0000-0003-0074-6446

Erken Görünüm Tarihi 22 Ekim 2024
Yayımlanma Tarihi 22 Ekim 2024
Gönderilme Tarihi 2 Ekim 2024
Kabul Tarihi 20 Ekim 2024
Yayımlandığı Sayı Yıl 2024

Kaynak Göster

APA Örmen, C., & Şehitoğlu, Y. (2024). İnsan Kaynakları Uzmanlarının Türk ve Suriyeli Çalışanlara İlişkin İş Gücü Çeşitliliği Algıları. Anadolu İktisat Ve İşletme Dergisi, 8(2), 169-187. https://doi.org/10.59293/anadoluiid.1560010