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COVİD-19 PANDEMİSİNİN DÜNYA MERKEZ BANKALARININ EĞİTİM VE GELİŞİM FAALİYETLERİ İLE PERFORMANS SÜREÇLERİ ÜZERİNE ETKİSİ

Yıl 2021, Cilt: 8 Sayı: 4, 260 - 270, 31.12.2021
https://doi.org/10.17261/Pressacademia.2021.1467

Öz

Amaç- Dünyanın farklı ülkelerindeki Merkez Bankalarının, COVID-19 pandemi sürecinde eğitim ve gelişim faaliyetleri ile performans yönetim
sistemlerini nasıl devam ettirdiklerine yönelik durum analizi yapmak ve uygulama örneklerini sunmaktır.
Yöntem- Araştırmada görüşme yöntemi kullanılmıştır. ABD, Almanya, Avrupa, Fransa, Japonya, İngiltere, Malezya ve Rusya Merkez
Bankalarına önceden hazırlanan soru setleri gönderilmiştir. Merkez Bankalarının verdiği cevaplar karşılaştırılarak analiz edilmiştir.
Bulgular- Genel olarak yüz yüze eğitimler pandemi koşulları nedeniyle askıya alınmış, bunun yerine çevrimiçi eğitim çözümleri sunulmuştur.
Ayrıca, dijital platformlar üzerinden pandemi sürecine özgü farkındalık artırıcı eğitim programlarına ve uzaktan çalışmaya yönelik seminerlere
de yer verilmiştir. Performans yönetim sistemlerinde ise ciddi bir değişiklik yapılmamıştır.
Sonuç- COVID-19 pandemisiyle birlikte gelen kısıtlamaların fiziksel etkileşim gerektiren uygulamaları dönüştürdüğü, geleneksel eğitim
uygulama yöntemlerinin dijital platformlara taşınarak boyut değiştirdiği değerlendirilmektedir. Performans uygulamaları ise temelde
değişmeden devam edebilmektedir.

Kaynakça

  • Aguinis, H., & Burgi-Tian, J. (2021). Measuring performance during crises and beyond: The Performance Promoter Score. Business Horizons, 64(1), 149-160.
  • Akkermans, J., Richardson, J., & Kraimer, M. (2020). The Covid-19 crisis as a career shock: Implications for careers and vocational behavior. Journal of Vocational Behavior, 119, 103324.
  • Armstrong, A. & Foley, P. (2003), "Foundations for a learning organization: organization learning mechanisms", The Learning Organization, 10(2), 74-82.
  • Barutçugil, İ. (2002). Eğiticinin eğitimi: Eğitim becerilerinin geliştirilmesi. Kariyer yayıncılık.
  • Bingöl, D. (2003). İnsan Kaynakları Yönetimi, Beta Yayıncılık, İstanbul.
  • Bozkurt, A. (2020). Koronavirüs (Covid-19) pandemi süreci ve pandemi sonrası dünyada eğitime yönelik değerlendirmeler: Yeni normal ve yeni eğitim paradigması. Açıköğretim Uygulamaları ve Araştırmaları Dergisi, 6(3), 112-142.
  • Bretz, R. D., Milkovich, G. T. & Read, W. (1992). The Current State of Performance Appraisal Research and Practice: Concerns, Directions, and Implications. Journal of Management, XVIII, 2, 321-352.
  • Bui, H. T. (2019). On definitions of the learning organization: toward a new definition of learning organization. The Oxford Handbook of The Learning Organization. Oxford: Oxford University Press, 137-147.
  • Bulut, C., & Culha, O. (2010). The effects of organizational training on organizational commitment. International journal of Training and Development, 14(4), 309-322.
  • Carnevale, J. B., & Hatak, I. (2020). Employee adjustment and well-being in the era of COVID-19: Implications for human resource management. Journal of Business Research, 116, 183-187.
  • Davies, I. C. (1999). Evaluation and performance management in government. Evaluation, 5(2), 150-159.
  • Edmondson, A., & Moingeon, B. (1998). From organizational learning to the learning organization. Management Learning, 29(1), 5-20.
  • Fletcher, C. & Perry, E. L. (2001). Performance Appraisal and Feedback: a Consideration of National Culture and a Review of Contemporary Research and Future Trends. (Editör: N. Anderson, D. S. Önes, H. Kepir-Sinangil, C. Viswesvaran), Handbook of Industrial, Work, and Organizational Psychology, London: Thousand Oaks, New Delhi: Sage Publications, 126-144.
  • Garvin, D. A., Edmondson, A. C., & Gino, F. (2008). Is yours a learning organization?. Harvard Business Review, 86(3), 109
  • Groenendaal, J., & Helsloot, I. (2021). Cyber resilience during the COVID‐19 pandemic crisis: A case study. Journal of Contingencies and Crisis Management.
  • Hartle F. (1995). How to Re-Engineer Your Performance Management Process. Kogan Page Limited, London, 1995, 89.
  • Herath, T., & Herath, H. S. (2020). Coping with the new normal imposed by the COVID-19 pandemic: Lessons for technology management and governance. Information Systems Management, 37(4), 277-283.
  • International Monetary Fund (2017). Monetary Policy and Central Banking. International Monetary Fund Fact Sheet. Erişim adresi https://www.imf.org/en/About/Factsheets/Sheets/2016/08/01/16/20/Monetary-Policy-and-Central-Banking
  • Kirilmaz, S. K., (2020). Digital transformation in human resources management: investigation of digital hrm practices of businesses. Research Journal of Business and Management (RJBM), V.7(3), 188-200.
  • Kniffin, K. M., Narayanan, J., Anseel, F., Antonakis, J., Ashford, S. P., Bakker, A. B., ... & Vugt, M. V. (2021). COVID-19 and the workplace: Implications, issues, and insights for future research and action. American Psychologist, 76(1), 63.
  • Martin, D. C. & Bartol, K. M. (1998). Performance Appraisal: Maintaining System Effectiveness. Public Personnel Management, XXVII, 2, 223- 230.
  • Mills, D. Q., & Friesen, B. (1992). The learning organization. European Management Journal, 10(2), 146-156.
  • Nutsubidze,N. & , Schmidt, D.A. (2021). Rethinking the role of HRM during COVID-19 pandemic era: Case of Kuwait. Review of Socio-Economic Perspectives, Vol 6(1), 1-12.
  • Olaniyan, D. A., & Ojo, L. B. (2008). Staff training and development: A vital tool for organizational effectiveness. European journal of Scientific Research, 24(3), 326-331.
  • Serifsoy, A., & Teker, S. (2020). Adaptation of the businesses not to fall behind in the new normal period. PressAcademia Procedia, 11(1), 163-167.
  • Tannenbaum, S. I., & Yukl, G. (1992). Training and development in work organizations. Annual Review of Psychology, 43(1), 399-441.
  • Tuna, A. A., & Çelen, O. (2020). İşletmelerin insan kaynakları yönetimi uygulamaları üzerinde COVID-19 pandemisinin etkileri. OPUS Uluslararası Toplum Araştırmaları Dergisi, 16(30), 2710-2759.
  • Türkiye Cumhuriyet Merkez Bankası (2018). 100 Soruda Merkez Bankacılığı. Erişim adresi https://www.tcmb.gov.tr/wps/wcm/connect/2d9f2c1d-18eb-4124-8fd9- a4ea189a24ad/100+Soruda+TCMB+web.pdf?MOD=AJPERES&CACHEID=ROOTWORKSPACE-2d9f2c1d-18eb-4124-8fd9-a4ea189a24admR8fxaz
  • Vnoučková, L. (2020). Impact of COVID-19 on human resource management. Revista Latinoamericana de Investigación Social, 3(1), 18-21.
  • Yang, B., Watkins, K. E., & Marsick, V. J. (2004). The construct of the learning organization: Dimensions, measurement, and validation. Human Resource Development Quarterly, 15(1), 31-55.
  • Zhao, Y. (2020). COVID-19 as a Catalyst for Educational Change. Prospects, 49(1), 29-33

THE EFFECT OF COVID-19 PANDEMIC ON TRAINING & DEVELOPMENT ACTIVITIES AND PERFORMANCE MANAGEMENT SYSTEMS IN CENTRAL BANKS

Yıl 2021, Cilt: 8 Sayı: 4, 260 - 270, 31.12.2021
https://doi.org/10.17261/Pressacademia.2021.1467

Öz

Purpose- To examine different implementations of training & development activities and performance management systems in different
central banks around the world during COVID-19 pandemic
Methodology- In this research, interview methodology was used. Questionnaires were sent to Federal Reserve Bank, European Central Bank,
Bank of France, Bank of England, Bank of Japan, Bank Negara Malaysia, and Bank of Russia. The answers given by central banks were analyzed.
Findings- In general, face-to-face training programs were cancelled and e-learning solutions were provided for employees. Training programs
to inform about pandemic and seminars about remote working conditions were organized. There has been no big change in performance
management systems.
Conclusion- With the restrictions of COVID-19 pandemic, traditional training programs has transferred to the digital platforms to avoid
physical interaction. Performance management activities has basically remained same during the pandemic.

Kaynakça

  • Aguinis, H., & Burgi-Tian, J. (2021). Measuring performance during crises and beyond: The Performance Promoter Score. Business Horizons, 64(1), 149-160.
  • Akkermans, J., Richardson, J., & Kraimer, M. (2020). The Covid-19 crisis as a career shock: Implications for careers and vocational behavior. Journal of Vocational Behavior, 119, 103324.
  • Armstrong, A. & Foley, P. (2003), "Foundations for a learning organization: organization learning mechanisms", The Learning Organization, 10(2), 74-82.
  • Barutçugil, İ. (2002). Eğiticinin eğitimi: Eğitim becerilerinin geliştirilmesi. Kariyer yayıncılık.
  • Bingöl, D. (2003). İnsan Kaynakları Yönetimi, Beta Yayıncılık, İstanbul.
  • Bozkurt, A. (2020). Koronavirüs (Covid-19) pandemi süreci ve pandemi sonrası dünyada eğitime yönelik değerlendirmeler: Yeni normal ve yeni eğitim paradigması. Açıköğretim Uygulamaları ve Araştırmaları Dergisi, 6(3), 112-142.
  • Bretz, R. D., Milkovich, G. T. & Read, W. (1992). The Current State of Performance Appraisal Research and Practice: Concerns, Directions, and Implications. Journal of Management, XVIII, 2, 321-352.
  • Bui, H. T. (2019). On definitions of the learning organization: toward a new definition of learning organization. The Oxford Handbook of The Learning Organization. Oxford: Oxford University Press, 137-147.
  • Bulut, C., & Culha, O. (2010). The effects of organizational training on organizational commitment. International journal of Training and Development, 14(4), 309-322.
  • Carnevale, J. B., & Hatak, I. (2020). Employee adjustment and well-being in the era of COVID-19: Implications for human resource management. Journal of Business Research, 116, 183-187.
  • Davies, I. C. (1999). Evaluation and performance management in government. Evaluation, 5(2), 150-159.
  • Edmondson, A., & Moingeon, B. (1998). From organizational learning to the learning organization. Management Learning, 29(1), 5-20.
  • Fletcher, C. & Perry, E. L. (2001). Performance Appraisal and Feedback: a Consideration of National Culture and a Review of Contemporary Research and Future Trends. (Editör: N. Anderson, D. S. Önes, H. Kepir-Sinangil, C. Viswesvaran), Handbook of Industrial, Work, and Organizational Psychology, London: Thousand Oaks, New Delhi: Sage Publications, 126-144.
  • Garvin, D. A., Edmondson, A. C., & Gino, F. (2008). Is yours a learning organization?. Harvard Business Review, 86(3), 109
  • Groenendaal, J., & Helsloot, I. (2021). Cyber resilience during the COVID‐19 pandemic crisis: A case study. Journal of Contingencies and Crisis Management.
  • Hartle F. (1995). How to Re-Engineer Your Performance Management Process. Kogan Page Limited, London, 1995, 89.
  • Herath, T., & Herath, H. S. (2020). Coping with the new normal imposed by the COVID-19 pandemic: Lessons for technology management and governance. Information Systems Management, 37(4), 277-283.
  • International Monetary Fund (2017). Monetary Policy and Central Banking. International Monetary Fund Fact Sheet. Erişim adresi https://www.imf.org/en/About/Factsheets/Sheets/2016/08/01/16/20/Monetary-Policy-and-Central-Banking
  • Kirilmaz, S. K., (2020). Digital transformation in human resources management: investigation of digital hrm practices of businesses. Research Journal of Business and Management (RJBM), V.7(3), 188-200.
  • Kniffin, K. M., Narayanan, J., Anseel, F., Antonakis, J., Ashford, S. P., Bakker, A. B., ... & Vugt, M. V. (2021). COVID-19 and the workplace: Implications, issues, and insights for future research and action. American Psychologist, 76(1), 63.
  • Martin, D. C. & Bartol, K. M. (1998). Performance Appraisal: Maintaining System Effectiveness. Public Personnel Management, XXVII, 2, 223- 230.
  • Mills, D. Q., & Friesen, B. (1992). The learning organization. European Management Journal, 10(2), 146-156.
  • Nutsubidze,N. & , Schmidt, D.A. (2021). Rethinking the role of HRM during COVID-19 pandemic era: Case of Kuwait. Review of Socio-Economic Perspectives, Vol 6(1), 1-12.
  • Olaniyan, D. A., & Ojo, L. B. (2008). Staff training and development: A vital tool for organizational effectiveness. European journal of Scientific Research, 24(3), 326-331.
  • Serifsoy, A., & Teker, S. (2020). Adaptation of the businesses not to fall behind in the new normal period. PressAcademia Procedia, 11(1), 163-167.
  • Tannenbaum, S. I., & Yukl, G. (1992). Training and development in work organizations. Annual Review of Psychology, 43(1), 399-441.
  • Tuna, A. A., & Çelen, O. (2020). İşletmelerin insan kaynakları yönetimi uygulamaları üzerinde COVID-19 pandemisinin etkileri. OPUS Uluslararası Toplum Araştırmaları Dergisi, 16(30), 2710-2759.
  • Türkiye Cumhuriyet Merkez Bankası (2018). 100 Soruda Merkez Bankacılığı. Erişim adresi https://www.tcmb.gov.tr/wps/wcm/connect/2d9f2c1d-18eb-4124-8fd9- a4ea189a24ad/100+Soruda+TCMB+web.pdf?MOD=AJPERES&CACHEID=ROOTWORKSPACE-2d9f2c1d-18eb-4124-8fd9-a4ea189a24admR8fxaz
  • Vnoučková, L. (2020). Impact of COVID-19 on human resource management. Revista Latinoamericana de Investigación Social, 3(1), 18-21.
  • Yang, B., Watkins, K. E., & Marsick, V. J. (2004). The construct of the learning organization: Dimensions, measurement, and validation. Human Resource Development Quarterly, 15(1), 31-55.
  • Zhao, Y. (2020). COVID-19 as a Catalyst for Educational Change. Prospects, 49(1), 29-33
Toplam 31 adet kaynakça vardır.

Ayrıntılar

Birincil Dil Türkçe
Konular İşletme
Bölüm Articles
Yazarlar

Dogan Basar Bu kişi benim 0000-0002-7570-7444

Yayımlanma Tarihi 31 Aralık 2021
Yayımlandığı Sayı Yıl 2021 Cilt: 8 Sayı: 4

Kaynak Göster

APA Basar, D. (2021). COVİD-19 PANDEMİSİNİN DÜNYA MERKEZ BANKALARININ EĞİTİM VE GELİŞİM FAALİYETLERİ İLE PERFORMANS SÜREÇLERİ ÜZERİNE ETKİSİ. Research Journal of Business and Management, 8(4), 260-270. https://doi.org/10.17261/Pressacademia.2021.1467
AMA Basar D. COVİD-19 PANDEMİSİNİN DÜNYA MERKEZ BANKALARININ EĞİTİM VE GELİŞİM FAALİYETLERİ İLE PERFORMANS SÜREÇLERİ ÜZERİNE ETKİSİ. RJBM. Aralık 2021;8(4):260-270. doi:10.17261/Pressacademia.2021.1467
Chicago Basar, Dogan. “COVİD-19 PANDEMİSİNİN DÜNYA MERKEZ BANKALARININ EĞİTİM VE GELİŞİM FAALİYETLERİ İLE PERFORMANS SÜREÇLERİ ÜZERİNE ETKİSİ”. Research Journal of Business and Management 8, sy. 4 (Aralık 2021): 260-70. https://doi.org/10.17261/Pressacademia.2021.1467.
EndNote Basar D (01 Aralık 2021) COVİD-19 PANDEMİSİNİN DÜNYA MERKEZ BANKALARININ EĞİTİM VE GELİŞİM FAALİYETLERİ İLE PERFORMANS SÜREÇLERİ ÜZERİNE ETKİSİ. Research Journal of Business and Management 8 4 260–270.
IEEE D. Basar, “COVİD-19 PANDEMİSİNİN DÜNYA MERKEZ BANKALARININ EĞİTİM VE GELİŞİM FAALİYETLERİ İLE PERFORMANS SÜREÇLERİ ÜZERİNE ETKİSİ”, RJBM, c. 8, sy. 4, ss. 260–270, 2021, doi: 10.17261/Pressacademia.2021.1467.
ISNAD Basar, Dogan. “COVİD-19 PANDEMİSİNİN DÜNYA MERKEZ BANKALARININ EĞİTİM VE GELİŞİM FAALİYETLERİ İLE PERFORMANS SÜREÇLERİ ÜZERİNE ETKİSİ”. Research Journal of Business and Management 8/4 (Aralık 2021), 260-270. https://doi.org/10.17261/Pressacademia.2021.1467.
JAMA Basar D. COVİD-19 PANDEMİSİNİN DÜNYA MERKEZ BANKALARININ EĞİTİM VE GELİŞİM FAALİYETLERİ İLE PERFORMANS SÜREÇLERİ ÜZERİNE ETKİSİ. RJBM. 2021;8:260–270.
MLA Basar, Dogan. “COVİD-19 PANDEMİSİNİN DÜNYA MERKEZ BANKALARININ EĞİTİM VE GELİŞİM FAALİYETLERİ İLE PERFORMANS SÜREÇLERİ ÜZERİNE ETKİSİ”. Research Journal of Business and Management, c. 8, sy. 4, 2021, ss. 260-7, doi:10.17261/Pressacademia.2021.1467.
Vancouver Basar D. COVİD-19 PANDEMİSİNİN DÜNYA MERKEZ BANKALARININ EĞİTİM VE GELİŞİM FAALİYETLERİ İLE PERFORMANS SÜREÇLERİ ÜZERİNE ETKİSİ. RJBM. 2021;8(4):260-7.

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