Bildiri KoleksiyonuProceeding Collectionhttps://hdl.handle.net/20.500.12511/43862024-03-29T14:07:27Z2024-03-29T14:07:27ZIdentifying the factors affecting individual resistance against organizational changeKüçükatalay, TuğbaVardarlıer, PelinÖzsürünç, RecepVayvay, Özalphttps://hdl.handle.net/20.500.12511/109082023-04-28T14:24:55Z2023-01-01T00:00:00ZIdentifying the factors affecting individual resistance against organizational change
Küçükatalay, Tuğba; Vardarlıer, Pelin; Özsürünç, Recep; Vayvay, Özalp
This study aims to determine the factors affecting individual resistance. Literature review shows that job insecurity, emotional distress, and identity division are potential variables that will affect individual resistance. As a result of the factor and reliability analysis, the emotional distress scale consisted of 3 sub-factors: excitement, anxiety, and enthusiasm. Individual resistance, job insecurity, and identity fragmentation scales emerged as the only factors. As a result of simple and multiple regression analyses, it is seen that all independent variables significantly affect individual resistance. Job Insecurity has a significant and positive effect on individual resistance. It is seen that anxiety has a significant and negative effect on individual resistance, and enthusiasm has a significant and positive effect. The identity division has a significant and positive effect on individual resistance. Anxiety and enthusiasm variables, which are the sub-dimensions of emotional distress, are the variables that most affect individual resistance. In order to encounter less resistance and problems in the change process, employees need to be trained and prepared for a change in advance. Organizational change can only be achieved with the participation and support of employees. The study concludes with recommendations for managers at the strategy, operations, and human resources management levels.
2023-01-01T00:00:00ZUsing or not using business ıntelligence and big data for strategic management: An empirical study based on interviews with executives in various sectorsSilahtaroğlu, GökhanAlayoğlu, Nihathttps://hdl.handle.net/20.500.12511/57202021-04-12T19:16:19Z2016-01-01T00:00:00ZUsing or not using business ıntelligence and big data for strategic management: An empirical study based on interviews with executives in various sectors
Silahtaroğlu, Gökhan; Alayoğlu, Nihat
Information Technology being an inevitable part of our lives changes the way of doing business every five or eight years. This known as technological cycle. The technology we use today becomes obsolete in several years’ time and managers have to adapt themselves to new systems and new management styles. When big data is so big and important, its usage for business planning and decision making is getting more crucial as well. Business Intelligence tools or Executive Information Systems are improving their ability with the help of the Big Data available. Executives may use the merits of new systems when they make their decisions easily and more accurately as subordinates do when they use computers for daily business operations. Today’s software systems can help the top management with making long term business decisions as much as they can with tactical and operational activities. However, it is difficult to say that those tools are being used by the top managements as they should be. Executives avoid using them for different purposes. They may not refuse them but might simply think it is not the right time to depend on such a system when they make business plans. In this study ten interviews have been conducted with the top executives of the firms which are doing business in various sectors. The executives talked about how or how much they use Executive Information Systems when they make decisions. The findings of the study partly cover expectations or anticipations of the authors.
2016-01-01T00:00:00ZStrategic approach to human resources management during crisisVardarlıer, Pelinhttps://hdl.handle.net/20.500.12511/55562021-04-12T19:16:10Z2016-01-01T00:00:00ZStrategic approach to human resources management during crisis
Vardarlıer, Pelin
Human Resources Management is one of the most important units of modern firms and organizations. It gains even more importance in times of crises, because it makes up an important dimension of crisis management. It is well known that human resources policies have a great influence on people; therefore, those polices are to bring about humanistic consequences. In this study, possible effects of always looming crises and ways to avoid or cope with those crises have been examined and presented to readers. The study mainly focuses on the human resources strategies aspect of management at managing crises; and, it compares classical and modern ways to handle the effects of crises on human capital.
2016-01-01T00:00:00ZSocial media use at human resource management: The HRM performance effectVardarlıer, PelinÖzşahin, Mehtaphttps://hdl.handle.net/20.500.12511/29002021-04-12T19:06:53Z2017-01-01T00:00:00ZSocial media use at human resource management: The HRM performance effect
Vardarlıer, Pelin; Özşahin, Mehtap
Presence of qualified personnel is the main key for the productivity and performances of the enterprises. Thus, discovering and selecting the staff with the required qualifications and quantities have constituted the primary priority of HRM. Staffing process, covering the activities of attracting and selecting individuals for positions, has been affected by development of the technology. Today internet becomes one of the first places for application of the job seekers and the recruiters. Except interviewing process, social media has been effectively used almost in all the processes of staffing as like candidate pool, creation of social network, interview and reference investigation. However, there is very limited quantity of data and literature knowledge to compare the impacts of usage of social media since the practical results at this field have just been formed recently. In this context, this survey aimed to examine the impact of social media usage frequency at human resource management (SMU@HRM) -specifically at staffing process (SMU@HRM-Staffing)- on the HRM performance. To reveal the relationship between those two construct, SMU@HRM-Staffing and HRM performance, a field survey using questionnaires was conducted on human resource managers of 386 firms operating in manufacturing and service industry in Turkey. Descriptive analysis, exploratory factor analysis, reliability analysis, correlation and regression analyses have been conducted on data obtained from 374 complete questionnaires. Analyses results revealed that social media usage frequency at HRM-Staffing process affected HRM performance in a positive way.
13th International Strategic Management Conference (ISMC) -- JUL 06-08, 2017 -- Podgorica, MONTENEGRO; WOS: 000426866600011
2017-01-01T00:00:00Z