Dignity Perspectives of Human Resources Management Workers

Yıl 2018, Cilt: 7 Sayı: 4, 2510 - 2534, 30.12.2018

Barış Seçer , Mert Okan Yazıcı

https://doi.org/10.15869/itobiad.455991

Cited By: 1

Öz

Dignity has begun to create a problematic area in the
working life and human resources management due to the problems that have been
experienced in recent years. The study focuses on dignity-oriented approach to
human resource management developed by Bal and Jong (2017). For this, human
resource management workers' views of dignity have been analyzed through qualitative
research. In the sample consisting of 14 human resources management workers,
the employer brand, performance management and rewarding, talent management and
exit management for human dignity were determined. A
total of 109 codes were made in the research, 9 main themes and 29 sub-themes
were determined. It has been determined that workers of human resources
management have a dignity-oriented perspective in the process of human resource
management to a large extent.

Anahtar Kelimeler

Dignity, Workplace Democracy, Human Resource Management, Employer Branding, Talent Management

İnsan Kaynakları Yönetimi Çalışanlarının İnsanlık Onuruna Bakışları

Öz

İnsanlık
onuru son dönemde yaşanan sorunlar nedeniyle çalışma yaşamında ve insan
kaynakları yönetiminde bir sorun alanı oluşturmaya başlamıştır. Bu nedenle çalışmada,
Bal ve Jong (2017) tarafından geliştirilen insan kaynakları yönetiminde
insanlık onuru odaklı bakış ele alınmıştır. Bunun için insan kaynakları yönetimi
çalışanları insanlık onuruna bakışları nitel bir araştırma ile analiz
edilmiştir. 14 İKÇ’den oluşan örneklemde işveren markası, performans ve
ödüllendirme yönetimi, yetenek yönetimi ve işten çıkarma sürecinde insanlık
onuruna bakışları incelenmiştir. Toplam 109 kodlamanın yapıldığı araştırmada, 9
ana tema ve 29 alt tema belirlenmiştir. İnsan kaynakları alanında çalışanların
büyük ölçüde insan kaynakları yönetimi süreçlerinde insanlık onuru odaklı
bakışa sahip oldukları belirlenmiştir.

Anahtar Kelimeler

İnsanlık Onuru, İşyerinde Demokrasi, İnsan Kaynakları Yönetimi, İşveren Markası, Yetenek Yönetimi

Kaynakça

• Armstrong, M. (2006). Performance Management: Key Strategies and Practical Guidelines. London: Kogan Page Publishers.
• Armstrong, M. ve Taylor, S. (2014). Armstrong’s Handbook of Human Resource Management Practice. London: Kogan Page Publishers.
• Bach, S. ve Edwards, M. R. (2013). Managing Human Resource: Human Resource Management in Transition. London: CPI Group.
• Backhaus, K. ve Tikoo, S. (2004). Conceptualizing and Researching Employer Branding. Career Development International, 9(5), 501-517. doi: 10.1108/13620430410550754
• Bal, P. M. (2017). Dignity in the Workplace: New Theoretical Perspectives. London: Palgrave Macmillan.
• Bal, P. M. ve Jong, S. B. de. (2017). From Human Resource Management to Human Dignity Development: A Dignity Perspective on HRM and the Role of Workplace Democracy. Kostera M. ve Pirson M. (Ed.), Dignity and the Organization (s.173-195). London: Palgrave Macmillan,
• Bolton, S. C. (2007). Dignity in and at Work: Why It Matters. Bolton, S.C. (Ed.), Dimensions of Dignity at Work (s.3-16). Oxford: Routledge.
• Boxall, P. (2014). The Future of Employment Relations from the Perspective of Human Resource Management. Journal of Industrial Relations, 56(4), 578-593. doi: 10.1177/0022185614527980
• Bulut, N. (2008). Eski Yunan’dan Aydınlanma Çağına İnsan Onuru Kavramının Geleceğine Genel Bir Bakış. Erciyes Üniversitesi Hukuk Fakültesi Dergisi, 12(3), 23-38.
• Devine, K., Reay, T., Stainton, L. ve Collins‐Nakai, R. (2003). Downsizing Outcomes: Better a Victim Than a Survivor?. Human Resource Management, 42 (2), 109-124. doi: 10.1002/hrm.10071
• Desai, M. A. (2012). The Incentive Bubble, Harvard Business Review, 124-133.
• Gerhart, B. ve Fang, M. (2014). Pay for Individual Performance: Issues, Claims, Evidence and the Role of Sorting Effects. Human Resource Management Review, 24(1), 41-52. doi:10.1016/j.hrmr.2013.08.010
• Gilbert, J. T. (2000). Sorrow and Guilt: An Ethical Analysis of Layoffs. SAM Advanced Management Journal, 65(2), 4-13.
• Greenwood, M. R. (2002). Ethics and HRM: A Review and Conceptual Analysis. Journal of Business Ethics, 36(3), 261-278.
• James, N. ve Hugh, B. (2016). Online Interviewing. Silverman D. (Ed.), Qualitative Research (s.245-260). London: Sage.
• Lebech, M. (2004). What is Human Dignity?. Maynooth Philosophical Papers, 2, 59-69. doi: 10.5840/mpp200428
• Murphy, J. ve Willmott H. (2015). The Rise of the 1%: an Organizational. Explanation Elites on Trial, 25-53. doi:/10.1108/S0733-558X20150000043013
• Pirson, M. A. ve Lawrence P. R. (2010). Humanism in Business – Towards a Paradigm Shift?. Journal of Business Ethics, 93(4), 553-565. doi: 10.1007/s10551-009-0239-1
• Schmidt, T. (2018). Performance Management Im Wandel: Sollten Unternehmen Ihre Mitarbeiterbeurteilungen Abschaffen?. Wiesbaden: Springer-Verlag.Storey, J. (2007). Human Resource Management Today: An Assessment. Storey, J. (Ed.), Human Resource Management: A Critical Text (s.3-20). Cengage Learning EMEA.
• Sullivan, J. (2004). Eight Elements of a Successful Employment Brand, Erişim adresi: www.erexchange.com/articles/db/52CB45FDADFAA4CD2BBC366659E26892A.asp.
• Şimşek, O. (1999). Anayasa Hukukunda İnsan Onuru Kavramı ve Korunması. (Doktora Tezi, Dokuz Eylül Üniversitesi, İzmir).
• Thompson, P. (2013). Financialization and the Workplace: Extending and Applying the Disconnected Capitalism Thesis. Work, Employment and Society, 27(39), 472-488. doi: 10.1177/0950017013479827
• Thunnissen, M. (2016). Talent Management: For What, How and How Well? An Empirical Exploration of Talent Management in Practice. Employee Relations, 38(1), 57-72. doi: 10.1108/ER-08-2015-0159