HOW DO HUMAN RESOURCES MANAGEMENT PRACTICES REFLECT ON EMPLOYEES? AN EVALUATION FROM JOB CRAFTING PERSPECTIVE

Yıl 2022, , 625 - 642, 26.10.2022

Gülden İpek Polat , Duygu Kızıldağ

https://doi.org/10.51551/verimlilik.1077016

Öz

Purpose: In this study, it is aimed to determine the role of human resource management practices, from the focus of control and commitment, on the job crafting behaviors of employees.

Methodology: In accordance with the purpose of the study, a total of 22 people among the third year students of the Human Resources Management Department of a university in Izmir, were selected and semi-structured interviews were conducted. The answers obtained from the interviews were analyzed and interpreted with the descriptive analysis method.

Findings: As a result of the research, it has been determined that while control-oriented human resource management practices make it difficult for the emergence of job crafting, commitment-oriented human resource management practices facilitate the emergence of job crafting. Additionally it has been observed that some control-oriented human resource management practices can positively affect the job crafting of employees.

Originality: In the literature, there are not many studies examining the concept within the scope of control and commitment-oriented human resources management practices. This study is important in terms of being the first study in this focus in Turkish literature.

Anahtar Kelimeler

Job Crafting, Human Resources Management, Control-Oriented Human Resources Practices, Commitment-Oriented Human Resources Management Practices

İNSAN KAYNAKLARI YÖNETİMİ UYGULAMALARI ÇALIŞANLARA NASIL YANSIR? İŞ BECERİKLİLİĞİ PERSPEKTİFİNDEN BİR DEĞERLENDİRME

Öz

Amaç: Bu çalışmada, kontrol ve bağlılık odağından insan kaynakları yönetimi uygulamalarının çalışanların iş becerikliliği davranışları üzerindeki rolünü belirlemek amaçlanmıştır.

Yöntem: Çalışmanın amacı doğrultusunda İzmir ilinde bulunan bir üniversitenin İnsan Kaynakları Yönetimi Bölümü üçüncü sınıf öğrencilerinden 22 kişi seçilmiş ve yarı yapılandırılmış görüşmeler gerçekleştirilmiştir. Görüşmelerden elde edilen cevaplar betimsel analiz yöntemiyle incelenmiş ve yorumlanmıştır.

Bulgular: Araştırma sonucunda, kontrol odaklı insan kaynakları yönetimi uygulamalarının iş becerikliliğinin ortaya çıkmasını zorlaştırırken, bağlılık odaklı insan kaynakları yönetimi uygulamalarının iş becerikliliğinin ortaya çıkmasını kolaylaştırdığı belirlenmiştir. Ayrıca bazı kontrol odaklı insan kaynakları yönetimi uygulamalarının da çalışanların iş becerikliliğini olumlu yönde etkileyebileceği görülmüştür.

Özgünlük: Literatürde kavramı henüz kontrol ve bağlılık odaklı insan kaynakları yönetimi uygulamaları kapsamında inceleyen fazla çalışmaya rastlanamamıştır. Bu çalışma, Türkçe literatürde bu odakta yer alan ilk çalışma olması açısından önem teşkil etmektedir.

Anahtar Kelimeler

İş Becerikliliği, İnsan Kaynakları Yönetimi, Kontrol Odaklı İnsan Kaynakları Yönetimi Uygulamaları, Bağlılık Odaklı İnsan Kaynakları Yönetimi Uygulamaları

Kaynakça

• Akçakanat, T., Uzunbacak, H.H. ve Acar, O.K. (2019). “İnsan Kaynakları Yöneticilerinin İş Becerikliliklerinin İşe Adanmışlıkları Üzerine Etkisi”, OPUS Uluslararası Toplum Araştırmaları Dergisi, 10(17), 395-419.
• Aksoy, Y. (2019). “Kollektif Empati, Duygusal Bulaşıcılık ve İş Becerikliliği Arasındaki İlişkiler Üzerine Bir Uygulama”, Trakya Üniversitesi Sosyal Bilimler Dergisi, 21(2), 511-534.
• Arthur, J.B. (1992). “The Link between Business Strategy and Industrial Relations Systems in American Steel Minimills”, Industrial and Labor Relations Review, 45(3), 488-506.
• Arthur, J.B. (1994). “Effects of Human Resource Systems on Manufacturing Performance and Turnover”, Academy of Management Journal, 37(3), 670-687.
• Aslan, H. (2021). “İçsel Motivastonun İşe Adamışlık Üzerindeki Etkisinde İş Becerikliliğinin Aracı Rolü”, Econder International Academic Journal, 5(2), 397-415.
• Babadağ, M. (2020). “İş Becerikliliğinin İşe Yabancılaşma Üzerindeki Etkisi”, Üçüncü Sektör Sosyal Ekonomi Dergisi, 55(2), 1111-1128.
• Bakker, A. B., Munoz, A. ve Vergel, A. I. (2016). “Modelling Job Crafting Behaviours: Implications for Work Engagement”, Human Relations, 69(1), 169-189.
• Başkale, H. (2016). “Nitel Araştırmalarda Geçerlik, Güvenirlik ve Örneklem Büyüklüğünün Belirlenmesi”, Dokuz Eylül Üniversitesi Hemşirelik Fakültesi Elektronik Dergisi, 9(1), 23-28.
• Becker, B.E. ve Huselid, M.A. (2010). “SHRM and Job Design: Narrowing the Divide”, Journal of Organizational Behavior, 31(2/3), 379-388.
• Belias, D. ve Sklikas, D. (2013). “Aspects of Job Design”, International Journal of Human Resource Management and Research, 3(4), 85-94.
• Benli, A. ve Şahin, L. (2004). “İnsan Kaynakları Yönetiminde İşgören Bulma ve Seçme: Çınar Hotel Uygulaması”, Bilgi Sosyal Bilimler Dergisi, 8, 113-124.
• Berg, J.M., Dutton, J.E. ve Wrzesniewski, A. (2008). “What is Job Crafting and Why Does it Matter”, https://webcache.googleusercontent.com/search?q=cache:1Iajo5ChXCUJ:https://positiveorgs.bus.umich.edu/wp-content/uploads/What-is-Job-Crafting-and-Why-Does-it-Matter1.pdf+&cd=1&hl=tr&ct=clnk&gl=tr, (Erişim Tarihi: 04.10.2021).
• Berg, J.M., Dutton, J.E., Wrzesniewski A. ve Baker, W.E. (2013). “Job Crafting Exercise”, https://positiveorgs.bus.umich.edu/wp-content/uploads/Job-Crafting-Exercise-Teaching-Note-Aug-101.pdf, (Erişim Tarihi: 12.09.2021).
• Berg, J.M., Grant, A.M. ve Johnson, V. (2010). “When Callings Are Calling: Crafting Work and Leisure in Pursuit of Unanswered Occupational Callings”, Organization Science, 21(5), 973-994. Boehnlein, P. ve Baum, M. (2020). “Does Job Crafting Always Lead to Employee Well-Being and Performance?, Meta-Analytical Evidence on the Moderating Role of Societal Culture”, The International Journal of Human Resource Management, 33(4), 647-685.
• Boon, C. ve Kalshoven, K. (2014). “How High‐Commitment HRM Relates to Engagement and Commitment: The Moderating Role of Task Proficiency”, Human Resource Management, 53(3), 403-420.
• Boselie, P., Dietz, G. ve Boon, C. (2005). “Commonalities and Contradictions in HRM and Performance Research”, Human Resources Management Journal, 15(3), 67-94.
• Boselie, P., Paauwe, J. ve Richardson, R. (2003). “Human Resource Management, Institutionalization and Organizational Performance: A Comparison of Hospitals, Hotels and Local Government”, The International Journal of Human Resource Management, 14(8), 1407-1429.
• Buluç, B. ve Kart, M.E. (2020). “Araştırma Görevlilerinde İş Becerikliliği ve İşle Bütünleşme Arasındaki İlişki”, Gazi Üniversitesi Gazi Eğitim Fakültesi Dergisi, 40(2), 591-620.
• Ceylan, A. ve Nazarı, A.R. (2020). “İş Becerikliliği ve İş Tatmini Arasındaki İlişki”, Uluslararası Sosyal Araştırmalar Dergisi, 13(70), 988-995.
• Cheng, J.C. ve O-Yang, Y. (2018). “Hotel Employee Job Crafting, Burnout, and Satisfaction: The Moderating Role of Perceived Organizational Support”, International Journal of Hospitality Management, 72, 78-85.
• Cullinane S.J., Bosak J., Flood P.C. ve Demerouti E. (2017). “Job Crafting for Lean Engagement: The Interplay of Day and Job-Level Characteristics”, European Journal of Work and Organizational Psychology, 26(4), 541-554.
• Demerouti, E., Bakker, A.B. ve Halbesleben, J.B. (2015). “Productive and Counterproductive Job Crafting: A Daily Diary Study”, Journal of Occupational Health Psychology, 20(4), 457-469.
• Demir, S. (2016). “İnsan Kaynakları Yönetiminin Bir Fonksiyonu Olarak İş Sağlığı ve Güvenliği”, Yayımlanmamış Yüksek Lisans Tezi, Uludağ Üniversitesi Sosyal Bilimler Enstitüsü, Bursa.
• Dubbelt, L., Demerouti, E. ve Rispens, S. (2019). “The Value of Job Crafting for Work Engagement, Task Performance, and Career Satisfaction: Longitudinal and Quasi-Experimental Evidence”, European Journal of Work and Organizational Psychology, 28(3), 300-314.
• Dvorak, K.J. (2014). “The Theoretical Development And Empirical Testing Of The Measure Of Job Crafting (MJC)”, Doktora Tezi, Kolorado Eyalet Üniversitesi, Kolorado,
• Ensari, N.K. ve Miller, N. (2006). “The Application of the Personalization Model in Diversity Management”, Group Processes and Intergroup Relations, 9(4), 589-607.
• Erceylan, N., Öztürk, M., Uludağ, K., Uzunbacak, H. H. ve Akçakanat, T. (2021). “İçsel Motivasyon ve Öznel İyi Oluş Arasındaki İlişki: İş Becerikliliği ve Akış Deneyiminin Seri Aracılık Rolü”, Yönetim Bilimleri Dergisi, 19(40), 413-436.
• Etlik, H.A., Yıldız, K. ve Yıldız, Y. (2019). “Spor Yöneticilerinin İş Becerikliliği ve Örgütsel Özdeşleşme Düzeylerinin İncelenmesi”, Beden Eğitimi ve Spor Bilimleri Dergisi, 13(2), 128-136.
• Federici, E., Boon, C. ve Den Hartog, D.N. (2021). “The Moderating Role of HR Practices on the Career Adaptability-Job Crafting Relationship: A Study Among Employee-Manager Dyads”, The International Journal of Human Resource Management, 32(6), 1339-1367.
• French, M. (2010). “Job Crafting”, Handbook of Improving Performance in the Workplace, 1(3), 555-568.
• French, R. ve Rumbles, S. (2010). “Recruitment and Selection”, Leading, Managing and Developing People, 9(7), 169-190.
• Frese, M. ve Fay, D. (2001). “Personal Initiative: An Active Performance Concept for Work in the 21st Century”, Research in Organizational Behavior, 23, 133-187.
• Garg, P. ve Rastogi, R. (2006). “New Model of Job Design: Motivating Employees’ Performance”, Journal of Management Development, 25(6), 572-587.
• Ghitulescu, B.E. (2007). “Shaping Tasks and Relationships at Work: Examining the Antecedents and Consequences of Employee Job Crafting”, Yayımlanmamış Doktora Tezi, University of Pittsburgh Department of Business Administration, Pittsburgh.
• Grant, A.M. ve Parker, S.K. (2009). “Redesigning Work Design Theories: The Rise of Relational and Proactive Perspectives”, Academy of Management Annals, 3(1), 317-375.
• Griffin, M.A., Neal, A. ve Parker, S.K. (2007). “A New Model of Work Role Performance: Positive Behavior in Uncertain and Interdependent Contexts”, Academy of Management Journal, 50(2), 327-347.
• Guan, X. ve Frenkel, S. (2018). “How HR Practice, Work Engagement and Job Crafting Influence Employee Performance”, Chinese Management Studies, 12(3), 591-607.
• Guba, E.G. ve Lincoln, Y.S. (1982). “Epistemological and Methodological Bases of Naturalistic Inquiry”, Educational Communication and Technology Journal, 30(4), 233-252.
• Gündoğdu, C., Karataş, Ö. ve Gacar, A. (2010). “İnsan Kaynaklarında Kariyer Planlama ve Ücret Yönetimi”, Humanities Sciences, 5(4), 608-615.
• Hakanen, J.J., Peeters, M.C.W. ve Schaufeli, W.B. (2018). “Different Types of Employee Well-Being Across Time and Their Relationships with Job Crafting”, Journal of Occupational Health Psychology, 23(2), 289-301.
• Harju, L.K., Hakanen, J.J. ve Schaufeli, W.B. (2016). “Can Job Crafting Reduce Job Boredom and Increase Work Engagement? A Three-Year Cross-Lagged Panel Study”, Journal of Vocational Behavior, 95, 11-20.
• Hauff, S., Alewell, D. ve Hansen, N.K. (2014). “HRM Systems Between Control and Commitment: Occurrence, Characteristics and Effects on HRM Outcomes and Firm Performance”, Human Resource Management Journal, 24(4), 424-441.
• Heuvel, M., Demerouti, E.ve Peeters, M.C. (2015). “The Job Crafting Intervention: Effects on Job Resources, Self‐Efficacy, and Affective Well‐Being”, Journal of Occupational and Organizational Psychology, 88(3), 511-532.
• Hu, B., Stein, A.M. ve Mao, Y. (2020). “How Control and Commitment HR Practices Influence Employee Job Crafting”, Journal of Managerial Psychology, 35(5), 361-374.
• Huang, Q., Wichaikhum, O.A. ve Nantsupawat, A. (2020). “Job Crafting and Organizational Commitment of Nurses in Chengdu University Hospitals, the People’s Republic of China”, Nursing Journal, 47(2), 486-501.
• Ingusci, E., Callea, A., Chirumbolo, A. ve Urbini, F. (2016). “Job Crafting and Job Satisfaction in a Sample of Italian Teachers: The Mediating Role of Perceived Organizational Support”, Electronic Journal of Applied Statistical Analysis, 9(4), 675-687.
• Iqbal, Q. (2016). “Job-Crafting and Organizational Commitment: Person-Job Fit as Moderator in Banking Sector of Pakistan”, International Journal of Management, Accounting and Economics, 3(12), 837-851.
• Kale, E. ve Pektaş, F. (2018). “Person-Job Fit and Innovative Work Behavior: The Mediating Role of Job Engagement”, Tourism and Development Studies, 12(205), 205-222.
• Kammeyer-Mueller, J.D. (2015). “Human Resource Management Practices”, The Encyclopedia of Adulthood and Aging, 1-5.
• Karataş M.T. ve Aktaş, H. (2020). “İşe Adanmışlık, İş Becerikliliği ve İşgören Performansı Etkileşimi: Havacılık Sektöründe Bir Araştırma”, 28. Ulusal Yönetim ve Organizasyon Kongresi, 3-5 Eylül 2020, İstanbul, 458-469.
• Kardas, J.S. (2020). “Job Crafting in Individualisation Fields of Company Human Resources”, Entrepreneurship and Sustainability Issues, 7(3), 1937-1950.
• Kerse, G. (2017). “İş Becerikliliği (Job Crafting) Ölçeğini Türkçe’ye Uyarlama ve Duygusal Tükenme ile İlişkisini Belirleme”, İşletme Araştırmaları Dergisi, 9(4), 283-304.
• Kerse, G. (2019). “İş Becerikliliğinin İşte Can Sıkıntısı Üzerindeki Etkisi: İmalat Sektörü Bağlamında Bir İnceleme”, Üçüncü Sektör Sosyal Ekonomi Dergisi, 54(1), 531-548.
• Kerse, G. ve Babadağ, M. (2019). “Dönüştürücü Liderliğin İş Becerikliliği Üzerindeki Etkisi: Akademisyenler Üzerinde Bir Uygulama”, İş ve İnsan Dergisi, 6(2), 133-143.
• Kılınç, E. (2020). “İnsan Kaynakları Yönetiminde Personel Güçlendirmenin Algılanan Performans Üzerindeki Etkisinin İncelenmesi”, Verimlilik Dergisi, 4, 241-257.
• Kim, H., Im, J. ve Qu, H. (2018). “Exploring Antecedents and Consequences of Job Crafting”, International Journal of Hospitality Management, 75, 18-26.
• Kim, M.Y. ve Seo, Y.W. (2021). “A Study on the Effects of Job Crafting and Innovation Behavior on Organizational Commitment-Focusing on the Moderating Effect of Knowledge Sharing”, Journal of the Korea Academia-Industrial Cooperation Society, 22(6), 441-452.
• Küsbeci, P. (2021). “İş Becerikliliği”, Güncel ve Teknolojik Gelişmeler Işığında İnsan Kaynakları Yönetimi, (Editör: Tekin, İ.Ç.), Nobel Yayıncılık, Ankara, 95-111.
• Leana, C., Appelbaum, E. ve Shevchuk, I. (2009). “Work Process and Quality of Care in Early Childhood Education: The Role of Job Crafting”, Academy of Management Journal, 52(6), 1169-1192.
• Lee, J.Y. ve Lee, Y. (2018). “Job Crafting and Performance: Literature Review and Implications for Human Resource Development”, Human Resource Development Review, 17(3), 277-313.
• Lepak, D.P. ve Snell, S.A. (2002). “Examining the Human Resource Architecture: The Relationships Among Human Capital, Employment, and Human Resource Configurations”, Journal of Management, 28(4), 517-543.
• Lichtenthaler, P.W. ve Fischbach, A. (2016). “Job Crafting and Motivation to Continue Working Beyond Retirement Age”, Career Development International, 21(5), 477-497.
• Luu, T.T. (2019). “Discretionary HR Practices and Employee Well-Being: The Roles of Job Crafting and Abusive Supervision”, Personnel Review, 49(1), 43-66.
• Ma, S., Silva, M.G., Callan, V.J. ve Trigo, V. (2016). “Control and Commitment HR Practices, Job Satisfaction and Turnover Intentions: A Comparison between Local and Multinational Firms in China”, The International Journal of Human Resource Management, 27(9), 974-990.
• Meijerink, J., Nehles, A. ve Leede, J. (2020). “How Employees’ Pro-Activity Translates High-Commitment HRM Systems into Work Engagement: The Mediating Role of Job Crafting”, The International Journal of Human Resource Management, 31(22), 2893-2918.
• Miller, M.L. (2015). “Relationships Between Job Design, Job Crafting, Idiosyncratic Deals, and Psychological Empowerment”, Yayımlanmamış Doktora Tezi, Walden University Department of Management and Technology, Minnesota.
• Minbaeva, D.B. (2005). “HRM Practices and MNC Knowledge Transfer”, Personnel Review, 34(1), 125-144.
• Mondy, R.W. (2017). “İnsan Kaynakları Yönetimi”, Nobel Akademik Yayıncılık, Ankara.
• Moon, T.W., Youn, N., Hur, W.M. ve Kim, K.M. (2020). “Does Employees’ Spirituality Enhance Job Performance? The Mediating Roles of Intrinsic Motivation and Job Crafting”, Current Psychology, 39(5), 1618-1634.
• Neale, C.A. (2019). “The Relationship Between OCB, CWB, Job Crafting, Values, and Personality: The Dark Side of Job Crafting”, Yayımlanmamış Doktora Tezi, North Carolina State University Department of Philosophy, North Carolina.
• Nguyen, H.M., Nguyen, C., Ngo, T.T. ve Nguyen, L.V. (2019). “The Effects of Job Crafting on Work Engagement and Work Performance: A Study of Vietnamese Commercial Banks”, The Journal of Asian Finance, Economics, and Business, 6(2), 189-201.
• Nielsen, K. ve Abildgaard, J.S. (2012). “The Development and Validation of a Job Crafting Measure for Use with Blue-Collar Workers”, Work and Stress, 26(4), 365-384.
• Niessen, C., Weseler, D. ve Kostova, P. (2016). “When and Why Do Individuals Craft Their Jobs? The Role of Individual Motivation and Work Characteristics for Job Crafting”, Human Relations, 69(6), 1287-1313.
• Ogbuanya, T.C. ve Chukwuedo, S.O. (2017). “Job Crafting-Satisfaction Relationship in Electrical/Electronic Technology Education Programme: Do Work Engagement and Commitment Matter?”, Revista de Psicología Del Trabajo y de Las Organizaciones, 33(3), 165-173.
• Oldham, G.R. ve Fried, Y. (2016). “Job Design Research and Theory: Past, Present and Future”, Organizational Behavior and Human Decision Processes, 136, 20-35.
• Oprea, B., Iliescu, D., Burtăverde, V., ve Dumitrache, M. (2019). “Personality and Boredom at Work: The Mediating Role of Job Crafting”, Career Development International, 24(4), 315-330.
• Özteber, A.G. (2021). “Dönüşümcü Liderlik ve Yenilikçi İş Davranışları Arasındaki İlişkide İş Becerikliliğinin Aracı Rolü: Tekstil ve Kimya Sektörlerinde Bir Araştırma”, Yayımlanmamış Yüksek Lisans Tezi, İstinye Üniversitesi Sosyal Bilimler Enstitüsü, İstanbul.
• Petrou, P., Demerouti, E. ve Schaufeli, W.B. (2015). “Job Crafting in Changing Organizations: Antecedents and Implications for Exhaustion and Performance”, Journal of Occupational Health Psychology, 20(4), 470-480.
• Providence Health Vancouver (2012). “Pink glove breast cancer dance at Mount Saint Joseph Hospital”, https://www.youtube.com/watch?v=eRlgU_99P04&ab_channel=ProvidenceHealthVancouver, (Erişim Tarihi: 10.06.2021).
• Qi, J., Li, J. ve Zhang, Q. (2014). “How Organizational Embeddedness and Affective Commitment Influence Job Crafting”, Social Behavior and Personality: An International Journal, 42(10), 1629-1638.
• Schoberova, M. (2015). “Job Crafting and Personal Development in the Workplace: Employees and Managers Co-Creating Meaningful and Productive Work in Personal Development Discussions”, Master of Applied Positive Psychology (MAPP) Capstone Projects, 87, 1-54.
• Seçkin, Ş.N. (2019). “İç Denetim Odağı, İş Becerikliliği ve İşin Anlamlılığı İlişkisini Belirlemeye Yönelik Bir Araştırma”, Uluslararası Yönetim İktisat ve İşletme Dergisi, 15(3), 889-903.
• Şimşek, Z. (2006). “İnsan Kaynaklarında Eğitim Yönetiminin Yeri ve Önemi ve Bir Uygulama”, Yayımlanmamış Yüksek Lisans Tezi, Yıldız Teknik Üniversitesi Sosyal Bilimler Enstitüsü, İstanbul.
• Slemp, G.R. ve Vella-Brodrick, D.A. (2013). “The Job Crafting Questionnaire: A New Scale to Measure the Extent to Which Employees Engage in Job Crafting”, International Journal of Wellbeing, 3(2), 126-146.
• Sözber, H.S. (2019). “Algılanan Dışsal Prestijin, İş Becerikliliğinin ve Algılanan Kişi-Örgüt Uyumunun İş-Aile Çatışması Üzerindeki Etkileri”, Yayımlanmamış Yüksek Lisans Tezi, Hacettepe Üniversitesi Sosyal Bilimler Enstitüsü, Ankara.
• Srivastava, S. ve Pathak, D. (2020). “The Role of Moderators in Linking Job Crafting to Organizational Citizenship Behaviour: A Study on the Indian Hospitality Sector”, Vision, 24(1), 101-112.
• Su, Z.-X., Wright, P.M. ve Ulrich, M.D. (2018). “Going Beyond the SHRM Paradigm: Examining Four Approaches to Governing Employees”, Journal of Management, 44(4), 1598-1619.
• Tims, M. ve Bakker, A.B. (2010). “Job crafting: Towards a New Model of Individual Job Redesign”, SA Journal of Industrial Psychology, 36(2), 1-9.
• Tims, M., Bakker, A.B. ve Derks, D. (2012a). “Development and Validation of the Job Crafting Scale”, Journal of Vocational Behavior, 80(1), 173-186.
• Tims, M., Bakker, A.B. ve Derks, D. (2012b). “Proactive Personality and Job Performance: The Role of Job Crafting and Work Engagement”, Human Relations, 65(10), 1359-1378.
• Tuan, L.T. (2019). “HR Flexibility and Job Crafting in Public Organizations: The Roles of Knowledge Sharing and Public Service Motivation”, Group and Organization Management, 44(3), 549-577.
• Utaş, T., Çinko, L. ve Işıl, G. (2017). “Hibrit İş Özellikleri Kuramı Çerçevesinde İş Motivasyonu ve Üretim”, Social Sciences Research Journal, 6(1), 1-21.
• Uysal, B., Özçelik, G. ve Uyargil, C.B. (2018). “Bireysel İş Yapılandırmanın Sonuçları: Bireysel İş Yapılandırmanın Psikolojik Sermaye ve İşe Adanmışlık Üzerindeki Etkisinin Değerlendirilmesi”, Yönetim Bilimleri Dergisi, 16(32), 651-666.
• Vural, G., Güney, S., ve Metin-Orta, İ. (2021). “İşin Anlamlı Bulunmasının Örgütsel Vatandaşlık Davranışlarına Etkisi: Sosyal Hizmet Kuruluşlarına İlişkin Bir Çalışma”, Toplum ve Sosyal Hizmet, 32(2), 459-481.
• 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(5), 515-535.
• Wingerden, J., Derks, D. ve Bakker, A.B. (2015). “The Impact of Personal Resources and Job Crafting Interventions on Work Engagement and Performance”, Human Resource Management, 56(1), 51-67.
• Wrzesniewski, A. ve Dutton, J.E. (2001). “Crafting a Job: Revisioning Employees as Active Crafters of Their Work”, Academy of Management Review, 26(2), 179-201.
• Wrzesniewski, A., Berg, J.M. ve Dutton, J.E. (2010). “Managing Yourself: Turn the Job You Have into the Job You Want”, Harvard Business Review, 88(6), 114-118.
• Zhang, C. ve Liu, L. (2021). “The Effect of Job Crafting to Job Performance”, Knowledge Management Research and Practice, 19(2), 253-262.