Araştırma Makalesi
BibTex RIS Kaynak Göster

The Mediating Role of Work Engagement on the Effect of High Performance Work Systems on Employee Performance

Yıl 2021, Cilt: 35 Sayı: 3, 997 - 1020, 15.07.2021
https://doi.org/10.16951/atauniiibd.868897

Öz

High performance work systems, integrating human resource practices and organizational strategy with an innovative perspective, emerge as a tool that needs to be emphasized in today’s business environment. Especially it is predicted that organizational performance will increase with the increase of employee performance in organizations implementing high performance work systems. Within this context the main purpose of this research is to measure the mediating role of work engagement on the effect of high performance work systems on employee performance. The main contribution of this study into the field is to fill the gap about the lack of studies related to sub variables explaining the causality of the effect of high performance work systems on individual outcomes. The research was conducted on 314 employees who are working in service businesses having operations in Istanbul via questionnaire technique. Four different scales consisted of High Performance Work Systems Scale, Work Engagement Scale, Contextual Performance and Creative Performance Scales were used in the study. The scale for the study consists 47 statements. In order to analyze the gathered data via SPSS and AMOS statistical programs, factor analysis, reliability analysis and the structural equation modelling were used. As a result of the study, all proposed hypotheses were supported. Within the context of the study’s main porpose, findings revealed that work engagement determined as a partial mediator on the effect of high performance work systems on employee performance. 

Kaynakça

  • ALZYOUD, A.Y. (2018), The Influence of Human Resource Management Practices on Employee Work Engagement, Foundations of Management, 10(1): 251-256.
  • ARMSTRONG, M. (2009), Armstrong’s Handbook of Human Resource Management Practice, (11th Edition), UK: Kogan Page.
  • BARON, R.M. ve KENNY, D.A. (1986), The Moderator-Mediator Variable Distinction in Social Psychological Research: Conceptual, Strategic and Statistical Considerations, Journal of Personality and Psychology, 51(6): 173-182.
  • BAKKER, A.B., DEMEROUTI, E. ve LIEKE, L. (2012), Work Engagement, Performance, and Active Learning: The Role of Conscientiousness, Journal of Vocational Behavior, 80(2): 555-564.
  • BAKKER, A.B., ALBRECHT, S. L. ve LEITER, M.P. (2011), Key Questions Regarding Work Engagement, European Journal of Work and Organizational Psychology, 20(1): 4-28.
  • BAKKER, A.B. ve BAL, M.P. (2010), Weekly Work Engagement and Performance: A Study Among Starting Teachers, Journal of Occupational and Organizational Psychology, 83(1): 189-206.
  • BEFORT, N. ve HATTRUP, K. (2003), Valuing Task and Contextual Performance: Experience, Job Roles, and Ratings of the Importance of Job Behaviors, Applied Human Resources Management Research, 8(1): 17-32.
  • BERG, P. (1999), The Effects of High Performance Work Practices on Job Satisfaction in The United States Steel Industry, Industrial Relations, 54(1): 111-135.
  • BORMAN, W.C. ve MOTOWIDLO, S.J. (1997), Task Performance and Contextual Performance: The Meaning for Personnel Selection Research, Human Performance, 10(2): 99-109.
  • COMBS, J., LIU, Y., HALL, A. ve Ketchen, D. (2006), How Much Do High‐Performance Work Practices Matter? A Meta‐Analysis of Their Effects on Organizational Performance, Personnel Psychology, 59(3): 501-528.
  • DESSLER, G. (2013), Human Resources Management, (13th Edition), USA: Pearson Education Limited.
  • EVANS, W.R. ve DAVIS, W.D. (2005), High-Performance Work Systems and Organizational Performance: The Mediating Role of Internal Social Structure, Journal of Management, 31(5): 758-775.
  • GUTHRIE, J. P., FLOOD, P. C., LIU, W. ve MacCURTAIN, S. (2009), High Performance Work Systems in Ireland: Human Resource and Organizational Outcomes, The International Journal of Human Resource Management, 20(1): 112-125.
  • GÜRBÜZ, S. (2019), Aracı, Düzenleyici ve Durumsal Etki Analizleri, Ankara: Seçkin Yayıncılık.
  • HARARI, M.B., REAVES, A.C. ve VISWESVARAN, C. (2016), Creative and Innovative Performance: A Meta-Analysis of Relationships with Task, Citizenship, and Counterproductive Job Performance Dimensions, European Journal of Work and Organizational Psychology, 25(4): 495-511.
  • HARTOG, D.N. ve VERBURG, R.M. (2004), High Performance Work Systems, Organizational Culture and Firm Effectiveness, Human Resource Management Journal, 14(1): 55-78.
  • HUSELID, M.A. (1995), The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance, Academy of Management Journal, 38(3): 635-672.
  • HUSELID, M.A. ve BECKER, B.E. (1996), Methodological Issues in Cross‐Sectional and Panel Estimates of the Human Resource‐Firm Performance Link, Industrial Relations: A Journal of Economy and Society, 35(3): 400-422.
  • JUNG, H.S. ve YOON, H.H. (2016), What Does Work Meaning to Hospitality Employees? The Effects of Meaningful Work on Employees’ Organizational Commitment: The Mediating Role of Job Engagement, International Journal of Hospitality Management, 53: 59-68.
  • KARAGÖZ, Y. (2016), SPSS ve AMOS 23 Uygulamalı İstatistiksel Analizler, Ankara: Nobel Yayıncılık.
  • KARATEPE, O.M. (2013), High-Performance Work Practices and Hotel Employee Performance: The Mediation of Work Engagement, International Journal of Hospitality Management, 32: 132-140.
  • KARATEPE, O.M. ve OLUGBADE, O.A. (2016), The Mediating Role of Work Engagement in the Relationship Between High-Performance Work Practices and Job Outcomes of Employees in Nigeria, International Journal of Contemporary Hospitality Management, 28(10): 2350-2371.
  • KEHOE, R.R. ve WRIGHT, P.M. (2013), The Impact of High-Performance Human Resource Practices on Employees’ Attitudes and Behaviors, Journal of Management, 39(2): 366-391.
  • KROON, B., Van de VOORDE, K. ve Van VELDHOVEN, M. J. P. M. (2009), Cross-Level Effects of High-Performance Work Practices on Burnout: Two Counteracting Mediating Mechanisms Compared, Personnel Review, 38(5): 509-525.
  • LI, X., SANDERS, K. ve FRENKEL, S. (2012), How Leader–Member Exchange, Work Engagement and HRM Consistency Explain Chinese Luxury Hotel Employees’Job Performance, International Journal of Hospitality Management, 31(4): 1059-1066.
  • LUNA-AROCAS, R. ve CAMPS, J. (2007), A Model of High Performance Work Practices and Turnover Intentions, Personnel Review, 37(1): 26-46.
  • MANZOOR, F. (2016), Evaluating The Role of Human Resource Management (Hrm) Practices on Job Performance: An Application of Employee Empowerment as Moderator, City University Research Journal, 6(2): 354-363.
  • MEYDAN, C.H. ve ŞEŞEN, H. (2011), Yapısal Eşitlik Modellemesi Amos Uygulamaları, Ankara: Detay Yayıncılık.
  • MUCHHAL, D.S. (2014), HR Practices and Job Performance, IOSR Journal of Humanities and Social Science, 19(4): 55-61.
  • PATEL, P., MESSERSMITH, J. ve LEPAK, D. (2013), Walkıng the Tightrope: An Assessment of the Relationship Between High-Performance Work Systems and Organizational Ambidexterity, The Academy of Management Journal, 56(5): 1420-1442.
  • POSTHUMA, R.A., CAMPION, M.C., MASIMOVA, M. ve CAMPION, M.A. (2013), A High Performance Work Practices Taxonomy: Integrating the Literature and Directing Future Research, Journal of Management, 39(5): 1184-1220.
  • SARUHAN, S.C. ve ÖZDEMIRCI, A. (2011), Bilim, Felsefe ve Metedoloji, İstanbul: Beta Yayıncılık.
  • SCHAUFELI, B.W., BAKKER, A.B. ve SALANOVA, M. (2006), The Measurement of Work Engagement with A Short Questionnaire, Educational and Psychological Measurement, 66(4): 701-716.
  • SCHAUFELI, W.B., SALANOVA, M., GONZALEZ-ROMA, V. ve BAKKER, A.B. (2002), Burnout and Engagement in University Students, Journal of Cross-Cultural Psychology, 33(5): 464-481.
  • SİPAHI, E., YURTKORU, E.S. ve ÇİNKO, M. (2008), Sosyal Bilimlerde SPSS’le Veri Analizi (2. Baskı), İstanbul: Beta Yayınları.
  • SHIH, H.A., CHIANG, Y.H. ve HSU, C.C. (2006), Can High Performance Work Systems Really Lead to Better Performance? International Journal of Manpower, 27(8): 741-763.
  • SONG, J.H., CHAI, D.S., KIM, J. ve BAE, S.H. (2018), Job Performance in the Learning Organization: The Mediating Impacts of Self‐Efficacy and Work Engagement, Performance Improvement Quarterly, 30(4): 249-271.
  • STURM, T. (2007), High Commitment HRM Organizations - A Case Study, Germany: Grin Verlag.
  • SUAN, C.L. ve NASURDIN, A.M. (2014), An Empirical Investigation into the Influence of Human Resource Management Practices on Work Engagement: The Case of Customer-Contact Employees in Malaysia, International Journal of Culture, Tourism and Hospitality Research, 8: 345-360.
  • TABIU, A. ve NURA, A.A. (2013), Assessing the Effects of Human Resource Management (Hrm) Practices on Employee Job Performance: A Study of Usmanu Danfodiyo University Sokoto, Journal of Business Studies Quarterly, 5(2): 247-260.
  • VARMA, A., BEATTY, R.W., SCHNEIER, C.E. ve ULRICH, D.O. (1999), High Performance Work Systems: Exciting Discovery or Passing Fad? Human Resource Planning, 22(1), 26-37.
  • WANG, G. ve NETEMEYER, R.G. (2004), Salesperson Creative Performance: Conceptualization, Measurement, and Nomological Validity, Journal of Business Research, 57(8): 805-812.
  • WANG, S., YI, X., LAWLER, J. ve ZHANG, M. (2011), Efficacy of High-Performance Work Practices in Chinese Companies, The International Journal of Human Resource Management, 22(11): 2419-2441.
  • WEI, Y.C., HAN, T.S. ve HSU, I. C. (2010), High-Performance HR Practices and OCB: A Cross-Level Investigation of A Causal Path, The International Journal of Human Resource Management, 21(10): 1631-1648.
  • WHITENER, E.M. (2001), Do “High Commitment” Human Resource Practices Affect Employee Commitment? A Cross-Level Analysis Using Hierarchical Linear Modeling, Journal of Management, 27: 515-535.
  • WICKRAMASINGHE, V. ve LIYANAGE, S. (2013), Effects of High Performance Work Practices on Job Performance in Project-Based Organizations, Project Management Journal, 44(3): 64-77.
  • WU, P. C. ve CHATURVEDI, S. (2009), The Role of Procedural Justice and Power Distance in the Relationship Between High Performance Work Systems and Employee Attitudes: A Multilevel Perspective, Journal of Management, 35(5): 1228-1247.
  • YALABIK, Z.Y., POPAITOON, P., CHOWNE, J.A. ve RAYTON, B.A. (2013), Work Engagement as a Mediator Between Employee Attitudes and Outcomes, The International Journal of Human Resource Management, 24(14): 2799-2823.
  • YEH, M.C. (2013), Tourism Involvement, Work Engagement and Job Satisfaction Among Frontline Hotel Employees, Annals of Tourism Research, 42: 214-239.
  • ZACHARATOS, A., BARLING, J. ve IVERSON, R.D. (2005), High-Performance Work Systems and Occupational Safety, Journal of Applied Psychology, 90(1): 77-93.
  • ZOGHBI-MANRIQUE-DE-LARA, P. ve TING-DING, J.M. (2017), Task and Contextual Performance as Reactions of Hotel Staff to Labor Outsourcing: The Role of Procedural Justice, Journal of Hospitality and Tourism Management, 33: 51-61.

Yüksek Performanslı İş Sistemlerinin Çalışan Performansı Üzerindeki Etkisinde İşe Tutkunluğun Aracılık Rolü

Yıl 2021, Cilt: 35 Sayı: 3, 997 - 1020, 15.07.2021
https://doi.org/10.16951/atauniiibd.868897

Öz

İnsan kaynakları uygulamaları ve örgüt stratejisini yenilikçi bir yaklaşım ile bütünleştiren yüksek performanslı iş sistemleri, günümüz iş yaşamında üzerinde önemle durulması gereken bir araç olarak karşımıza çıkmaktadır. Özellikle yüksek performanslı iş sistemlerini uygulayan örgütlerde, yaptığı iş ile kendisini tanımlayan çalışanların göstereceği performansın örgütsel performansı artıracağı düşünülmektedir. Bu bağlamda ele alınan çalışmanın temel amacı yüksek performanslı iş sistemlerinin çalışan performansı üzerindeki etkisinde işe tutkunluğun aracılık rolünü incelemektir. Çalışmanın alana katkısı, yüksek performanslı iş sistemlerinin bireysel çıktılar üzerindeki etkisinin nedenselliğini açıklayan alt değişkenlerle ilgili çalışma boşluğunu doldurmaktır. Araştırma, İstanbul’da faaliyet gösteren farklı alanlardaki hizmet işletmelerinde görev yapan 314 çalışan üzerinde anket tekniği yardımıyla gerçekleştirilmiştir. Araştırmada Yüksek Performanslı İş Sistemleri Ölçeği, İşe Tutkunluk Ölçeği, Bağlamsal Performans ve Yaratıcı Performans Ölçekleri olmak üzere dört farklı ölçek kullanılmıştır. Ölçüm aracında 47 ifade bulunmaktadır. Elde edilen verilerin analizi için SPSS ve AMOS programları aracılığıyla, faktör analizi, güvenilirlik analizi ve yapısal eşitlik modellemesinden yararlanılmıştır. Araştırma sonucunda, öne sürülen hipotezlerin desteklendiği görülmüştür. Çalışmanın temel amacı kapsamında araştırma bulguları, yüksek performanslı iş sistemlerinin çalışan performansı üzerindeki etkisinde işe tutkunluğun kısmi aracılık etkisi olduğunu ortaya koymuştur.

Kaynakça

  • ALZYOUD, A.Y. (2018), The Influence of Human Resource Management Practices on Employee Work Engagement, Foundations of Management, 10(1): 251-256.
  • ARMSTRONG, M. (2009), Armstrong’s Handbook of Human Resource Management Practice, (11th Edition), UK: Kogan Page.
  • BARON, R.M. ve KENNY, D.A. (1986), The Moderator-Mediator Variable Distinction in Social Psychological Research: Conceptual, Strategic and Statistical Considerations, Journal of Personality and Psychology, 51(6): 173-182.
  • BAKKER, A.B., DEMEROUTI, E. ve LIEKE, L. (2012), Work Engagement, Performance, and Active Learning: The Role of Conscientiousness, Journal of Vocational Behavior, 80(2): 555-564.
  • BAKKER, A.B., ALBRECHT, S. L. ve LEITER, M.P. (2011), Key Questions Regarding Work Engagement, European Journal of Work and Organizational Psychology, 20(1): 4-28.
  • BAKKER, A.B. ve BAL, M.P. (2010), Weekly Work Engagement and Performance: A Study Among Starting Teachers, Journal of Occupational and Organizational Psychology, 83(1): 189-206.
  • BEFORT, N. ve HATTRUP, K. (2003), Valuing Task and Contextual Performance: Experience, Job Roles, and Ratings of the Importance of Job Behaviors, Applied Human Resources Management Research, 8(1): 17-32.
  • BERG, P. (1999), The Effects of High Performance Work Practices on Job Satisfaction in The United States Steel Industry, Industrial Relations, 54(1): 111-135.
  • BORMAN, W.C. ve MOTOWIDLO, S.J. (1997), Task Performance and Contextual Performance: The Meaning for Personnel Selection Research, Human Performance, 10(2): 99-109.
  • COMBS, J., LIU, Y., HALL, A. ve Ketchen, D. (2006), How Much Do High‐Performance Work Practices Matter? A Meta‐Analysis of Their Effects on Organizational Performance, Personnel Psychology, 59(3): 501-528.
  • DESSLER, G. (2013), Human Resources Management, (13th Edition), USA: Pearson Education Limited.
  • EVANS, W.R. ve DAVIS, W.D. (2005), High-Performance Work Systems and Organizational Performance: The Mediating Role of Internal Social Structure, Journal of Management, 31(5): 758-775.
  • GUTHRIE, J. P., FLOOD, P. C., LIU, W. ve MacCURTAIN, S. (2009), High Performance Work Systems in Ireland: Human Resource and Organizational Outcomes, The International Journal of Human Resource Management, 20(1): 112-125.
  • GÜRBÜZ, S. (2019), Aracı, Düzenleyici ve Durumsal Etki Analizleri, Ankara: Seçkin Yayıncılık.
  • HARARI, M.B., REAVES, A.C. ve VISWESVARAN, C. (2016), Creative and Innovative Performance: A Meta-Analysis of Relationships with Task, Citizenship, and Counterproductive Job Performance Dimensions, European Journal of Work and Organizational Psychology, 25(4): 495-511.
  • HARTOG, D.N. ve VERBURG, R.M. (2004), High Performance Work Systems, Organizational Culture and Firm Effectiveness, Human Resource Management Journal, 14(1): 55-78.
  • HUSELID, M.A. (1995), The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance, Academy of Management Journal, 38(3): 635-672.
  • HUSELID, M.A. ve BECKER, B.E. (1996), Methodological Issues in Cross‐Sectional and Panel Estimates of the Human Resource‐Firm Performance Link, Industrial Relations: A Journal of Economy and Society, 35(3): 400-422.
  • JUNG, H.S. ve YOON, H.H. (2016), What Does Work Meaning to Hospitality Employees? The Effects of Meaningful Work on Employees’ Organizational Commitment: The Mediating Role of Job Engagement, International Journal of Hospitality Management, 53: 59-68.
  • KARAGÖZ, Y. (2016), SPSS ve AMOS 23 Uygulamalı İstatistiksel Analizler, Ankara: Nobel Yayıncılık.
  • KARATEPE, O.M. (2013), High-Performance Work Practices and Hotel Employee Performance: The Mediation of Work Engagement, International Journal of Hospitality Management, 32: 132-140.
  • KARATEPE, O.M. ve OLUGBADE, O.A. (2016), The Mediating Role of Work Engagement in the Relationship Between High-Performance Work Practices and Job Outcomes of Employees in Nigeria, International Journal of Contemporary Hospitality Management, 28(10): 2350-2371.
  • KEHOE, R.R. ve WRIGHT, P.M. (2013), The Impact of High-Performance Human Resource Practices on Employees’ Attitudes and Behaviors, Journal of Management, 39(2): 366-391.
  • KROON, B., Van de VOORDE, K. ve Van VELDHOVEN, M. J. P. M. (2009), Cross-Level Effects of High-Performance Work Practices on Burnout: Two Counteracting Mediating Mechanisms Compared, Personnel Review, 38(5): 509-525.
  • LI, X., SANDERS, K. ve FRENKEL, S. (2012), How Leader–Member Exchange, Work Engagement and HRM Consistency Explain Chinese Luxury Hotel Employees’Job Performance, International Journal of Hospitality Management, 31(4): 1059-1066.
  • LUNA-AROCAS, R. ve CAMPS, J. (2007), A Model of High Performance Work Practices and Turnover Intentions, Personnel Review, 37(1): 26-46.
  • MANZOOR, F. (2016), Evaluating The Role of Human Resource Management (Hrm) Practices on Job Performance: An Application of Employee Empowerment as Moderator, City University Research Journal, 6(2): 354-363.
  • MEYDAN, C.H. ve ŞEŞEN, H. (2011), Yapısal Eşitlik Modellemesi Amos Uygulamaları, Ankara: Detay Yayıncılık.
  • MUCHHAL, D.S. (2014), HR Practices and Job Performance, IOSR Journal of Humanities and Social Science, 19(4): 55-61.
  • PATEL, P., MESSERSMITH, J. ve LEPAK, D. (2013), Walkıng the Tightrope: An Assessment of the Relationship Between High-Performance Work Systems and Organizational Ambidexterity, The Academy of Management Journal, 56(5): 1420-1442.
  • POSTHUMA, R.A., CAMPION, M.C., MASIMOVA, M. ve CAMPION, M.A. (2013), A High Performance Work Practices Taxonomy: Integrating the Literature and Directing Future Research, Journal of Management, 39(5): 1184-1220.
  • SARUHAN, S.C. ve ÖZDEMIRCI, A. (2011), Bilim, Felsefe ve Metedoloji, İstanbul: Beta Yayıncılık.
  • SCHAUFELI, B.W., BAKKER, A.B. ve SALANOVA, M. (2006), The Measurement of Work Engagement with A Short Questionnaire, Educational and Psychological Measurement, 66(4): 701-716.
  • SCHAUFELI, W.B., SALANOVA, M., GONZALEZ-ROMA, V. ve BAKKER, A.B. (2002), Burnout and Engagement in University Students, Journal of Cross-Cultural Psychology, 33(5): 464-481.
  • SİPAHI, E., YURTKORU, E.S. ve ÇİNKO, M. (2008), Sosyal Bilimlerde SPSS’le Veri Analizi (2. Baskı), İstanbul: Beta Yayınları.
  • SHIH, H.A., CHIANG, Y.H. ve HSU, C.C. (2006), Can High Performance Work Systems Really Lead to Better Performance? International Journal of Manpower, 27(8): 741-763.
  • SONG, J.H., CHAI, D.S., KIM, J. ve BAE, S.H. (2018), Job Performance in the Learning Organization: The Mediating Impacts of Self‐Efficacy and Work Engagement, Performance Improvement Quarterly, 30(4): 249-271.
  • STURM, T. (2007), High Commitment HRM Organizations - A Case Study, Germany: Grin Verlag.
  • SUAN, C.L. ve NASURDIN, A.M. (2014), An Empirical Investigation into the Influence of Human Resource Management Practices on Work Engagement: The Case of Customer-Contact Employees in Malaysia, International Journal of Culture, Tourism and Hospitality Research, 8: 345-360.
  • TABIU, A. ve NURA, A.A. (2013), Assessing the Effects of Human Resource Management (Hrm) Practices on Employee Job Performance: A Study of Usmanu Danfodiyo University Sokoto, Journal of Business Studies Quarterly, 5(2): 247-260.
  • VARMA, A., BEATTY, R.W., SCHNEIER, C.E. ve ULRICH, D.O. (1999), High Performance Work Systems: Exciting Discovery or Passing Fad? Human Resource Planning, 22(1), 26-37.
  • WANG, G. ve NETEMEYER, R.G. (2004), Salesperson Creative Performance: Conceptualization, Measurement, and Nomological Validity, Journal of Business Research, 57(8): 805-812.
  • WANG, S., YI, X., LAWLER, J. ve ZHANG, M. (2011), Efficacy of High-Performance Work Practices in Chinese Companies, The International Journal of Human Resource Management, 22(11): 2419-2441.
  • WEI, Y.C., HAN, T.S. ve HSU, I. C. (2010), High-Performance HR Practices and OCB: A Cross-Level Investigation of A Causal Path, The International Journal of Human Resource Management, 21(10): 1631-1648.
  • WHITENER, E.M. (2001), Do “High Commitment” Human Resource Practices Affect Employee Commitment? A Cross-Level Analysis Using Hierarchical Linear Modeling, Journal of Management, 27: 515-535.
  • WICKRAMASINGHE, V. ve LIYANAGE, S. (2013), Effects of High Performance Work Practices on Job Performance in Project-Based Organizations, Project Management Journal, 44(3): 64-77.
  • WU, P. C. ve CHATURVEDI, S. (2009), The Role of Procedural Justice and Power Distance in the Relationship Between High Performance Work Systems and Employee Attitudes: A Multilevel Perspective, Journal of Management, 35(5): 1228-1247.
  • YALABIK, Z.Y., POPAITOON, P., CHOWNE, J.A. ve RAYTON, B.A. (2013), Work Engagement as a Mediator Between Employee Attitudes and Outcomes, The International Journal of Human Resource Management, 24(14): 2799-2823.
  • YEH, M.C. (2013), Tourism Involvement, Work Engagement and Job Satisfaction Among Frontline Hotel Employees, Annals of Tourism Research, 42: 214-239.
  • ZACHARATOS, A., BARLING, J. ve IVERSON, R.D. (2005), High-Performance Work Systems and Occupational Safety, Journal of Applied Psychology, 90(1): 77-93.
  • ZOGHBI-MANRIQUE-DE-LARA, P. ve TING-DING, J.M. (2017), Task and Contextual Performance as Reactions of Hotel Staff to Labor Outsourcing: The Role of Procedural Justice, Journal of Hospitality and Tourism Management, 33: 51-61.
Toplam 51 adet kaynakça vardır.

Ayrıntılar

Birincil Dil Türkçe
Bölüm Makaleler
Yazarlar

Esra Dinç Elmalı 0000-0003-0408-0944

Gülşah Gençer Çelik 0000-0001-8610-3673

Erkan Taşkıran 0000-0001-9696-9358

Yayımlanma Tarihi 15 Temmuz 2021
Yayımlandığı Sayı Yıl 2021 Cilt: 35 Sayı: 3

Kaynak Göster

APA Dinç Elmalı, E., Gençer Çelik, G., & Taşkıran, E. (2021). Yüksek Performanslı İş Sistemlerinin Çalışan Performansı Üzerindeki Etkisinde İşe Tutkunluğun Aracılık Rolü. Atatürk Üniversitesi İktisadi Ve İdari Bilimler Dergisi, 35(3), 997-1020. https://doi.org/10.16951/atauniiibd.868897

4aoDA4.pngithenticate-badge-rec-positive.png800px-Open-Access-PLoS.svg.png