Research Article
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Yüksek performanslı İK uygulamalarının işgörenlerin iş tatmini üzerine etkisi

Year 2009, Volume: 38 Issue: 2, 110 - 123, 22.12.2008

Abstract

Bu araştırmanın amacı, yüksek performanslı İK uygulamalarının işgörenlerin iş tatmini
üzerine olan muhtemel etkisini ortaya koymaktır. Araştırmanın hipotezleri,
İstanbul/Türkiye’de faaliyet gösteren 35 büyük ölçekli işletmede çalışan 480 mavi yakalı
işgörenden oluşan bir örneklem üzerinde test edilmiştir. Araştırmada esas alınan yüksek
performanslı İK uygulamalarının (katılım, güçlendirme, iş rotasyonu, kendini yöneten
takımlar ve ücretleme), işgörenlerin iş tatmini ile olumlu ilişki içinde olduğu tespit
edilmiştir. Hiyerarşik regresyon analizi bulgularına göre ise, durumsal ücretleme hariç
olmak üzere, diğer yüksek performanslı İK uygulamalarının (katılım, güçlendirme, iş
rotasyonu, kendini yöneten takımlar), hedef alınan firmalarda çalışan işgörenlerin iş
tatminini anlamlı düzeyde açıkladığı görülmüştür. 

References

  • E. Lawler, A.M., Susan, E.L. Gerald, Employee Involvement And Total Quality Management: Practices and Results in Fortune 500 Companies. San Francisco: Jossey-Bass, 1992.
  • M.A., Huselid, S.E. Jackson, R.S. Schuler, Technical and Strategic Human Resource Management Effectiveness as Determinants of Firm Performance. Academy of Management Journal, 40,1, 171-88 (1997).
  • J. Harmon, D.J. Scotti, S. Behson, Effects of High-Involvement Work Systems on Employee Satisfaction and Service Costs in Veteran Healthcare. Journal of Health Management, 48, 16, 393-418 (2003).
  • M.A. Gephart, The Road to High Performance, Training and Development, 49, 6, 29- 44 (1995).
  • M.A. Huselid, The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance. Academy of Management Journal, 38, 3, 635-672 (1995).
  • G.F. Farias, A. Varma, High Performance Work Systems: What We Know and What We Need to Know. Human Resource Planning Journal, 21, 2, 50-54 (1998).
  • M.J. Handel, M. Gittleman, Is There a Wage Payoff to Innovative Work Practices? Industrial Relations, 43, 1, 67-97 (2004).
  • T.K. Bauer, High Performance Workplace Practices and Job Satisfaction: Evidence From Europe, Institute for the Study of Labor (Iza) in Its Series Iza Discussion Papers No: 1265, 2004.
  • R. Hallowell, L.A. Schlesinger, J. Zornitsky, Internal Service Quality, Customer and Job Satisfaction: Linkages and Implications For Managers. Human Resource Planning, 19, 2, 20-31 (1996).
  • E. Appelbaum, T. Bailey, P. Berg, A. Kalleberg, Manufacturing Advantage: Why High Performance Work Systems Pay Off, N.Y.: Ilrpress, 2000.
  • T. Bailey, P. Berg, C. Sandy, The Effect of High-Performance Work Practices on Employee Earnings in the Steel, Apparel, And Medical Electronics and Imaging Industries. Industrial and Labor Relations Review, 54, 2, 525-543 (2001).
  • R.B. Freeman, M.M. Kleiner, C. Ostroff, The Anatomy of Employee Involvement and Its Effects on Firms and Workers. Nber Working Paper No. 8050. Nber, Cambridge, MA, 2000.
  • R.B. Freeman, M.M. Kleiner, Who Benefits Most From Employee Involvement: Firms or Workers? American Economic Review, 90, 2, 219-223 (2000).
  • J. Godard, High Performance and the Transformation of Work? The Implications of Alternative Work Practices for the Experience and Outcomes of Work. Industrial and Labor Relations Review, 54, 4, 776-805 (2001).
  • G. Hofstede, Culture’s Consequences: International Differences In Work Related Values. (Abridged Edition), Newbury Park: Sage Publications, 1984.
  • S. Sargut, Kültürler Arası Farklılaşma ve Yönetimi (Gen.2.Baskı), Ankara: İmge Kitabevi, 2001.
  • S. Gürbüz, D. Bingöl, Çeşitli Örgüt Yöneticilerinin Güç Mesafesi, Belirsizlikten Kaçınma, Eril-Dişil ve Bireyci-Toplulukçu Kültür Boyutlarına Yönelik Eğilimleri Üzerine Görgül Bir Araştırma, Savunma Bilimleri Dergisi, 6, 2, 68-87 (2007).
  • M.J Piore, P. Doeringer, Internal Labor Markets and Manpower Adjustment. New York: D.C. Heath and Company, 1971.
  • J. Pfeffer, Y. Cohen, Determinants of internal labor markets, Administrative Science Quarterly, 29, 550-572 (1984).
  • T.A. Kochan, P.Osterman, The Mutual Gains Enterprise: Forgoing A Winning Partnership Among Labor, Management, And Government. Boston: Harvard Business School Press, 1994.
  • B.E. Becker, B. Gerhart, The Impact of Human Resource Management on Organizational Performance: Progress and Prospects, Academy of Management Journal, 39, 4, 779–801 (1996).
  • B.A. Colbert, The Complex Resource-Based View: Implication for Theory and Practice in Strategic Human Resource Management’, Academy of Management Review, 29, 3, 341-358 (2004).
  • P. Berg, The Effects of High Performance Work Practices on Job Satisfaction in the United States Steel Industry. Industrial Relations, 54,1, 111-34 (1999).
  • J.P. MacDuffie, Human Resource Bundles and Manufacturing Performance: Organizational Logic and Flexible Production Systems in the World Auto Industry’, Industrial and Labor Relations Review, 48, 2, 197-201 (1995).
  • D.A., Nadler, M.C. Gerstein, R.B. Shaw, Organizational Architecture: Designs For Changing Organizations. Francisco: Jossey-Bass, San, 1992.
  • J. Godard, J.T. Delaney, Reflections on the High Performance Paradigm's Implications for Industrial Relations as a Field. Industrial and Labor Relations Review, 53, 3, 482-502 (2000).
  • L.W. Hunter, L.M. Hitt, What Makes for A High Performance Workplace? Evidence From Retail Bank Branches. Working Paper. Philadelphia, Pa: Wharton School Department of Management, 2001.
  • G.R. Maughan, K.S. Ball, Synergetic Curriculum For the High-Performance Workplace. The Technology Teacher, 58, 7, 38-41 (1999).
  • B.E. Becker, M.A. Huselid, High Performance Work Systems and Firm Performance: A Synthesis of Research and Managerial Implications’, In G. R. Ferris (Ed). Research in Personnel and Human Resources Management, Greenwich: Jai Press, 16, 53-101 (1998).
  • P. Boxall, J. Purcell, Strategy Human Resource Management: Where Have. We Come From and Where Should We Be Going? International Journal of Management Reviews, 2, 2, 183-203 (2000).
  • V.H. Vroom, Work And Motivation. New York: Wiley, 1964.
  • S. Gürbüz, The Effects of Job Satisfaction and Organizational Justice Perception on Organizational Citizenship Behavior , TODAİE's Review of Public Administration , 41, 4, 49-77 (2008).
  • R.M. Steers, Antecedents and Outcomes of Organizational Commitment. Administrative Science Quarterly, 22, 1, 46-56 (1977).
  • L.R. Jauch, W.F. Glueck, R.N. Osborn, Organizational Loyalty, Professional Commitment, and Academic Research Productivity. Academy of Management Journal, 21, 1, 84-92 (1978).
  • J. Pfeffer, J.F. Veiga, Putting People First for Organizational Success, Academy of Management Executive, 13 ,2, 41-43 (1999).
  • T.A., Judge, C.J., Thoresen, J.E. Bono, G. K. Patton, The Job Satisfaction-Job Performance Relationship: A Qualitative and Quantitative Review. Psychological Bulletin, 127, 376-407 (2001).
  • D.M. Nebeker, L. Busso, P.D. Werenfels, H.D. Diallo, A. M. Czebajewski, B.M. Ferdman, Performance as a Function of Employee Satisfaction. Journal of Quality Management, 6, 1, 29-45 (2001).
  • S. Gürbüz, M. Yüksel, Çalışma Ortamında Duygusal Zeka: İş Performansı, İş Tatmini, Örgütsel Vatandaşlık Davranışı ve Bazı Demografik Özelliklerle İlişkisi, Doğuş Üniversitesi Dergisi, 9, 2, 174-190 (2008).
  • H.J. Huang, Job Rotation From the Employees’ Point of View. Research and Practice in Human Resource Management, 7, 1, 75-85 (1999).
  • P. Askenazy, E. Caroli, New Organizational Practices and Working Conditions: Evidence for France in the 1990s. Louvain Economics Review, 68, 1-2, 91-110 (2002).
  • E.A. Locke, D.M. Schweiger, Participation in Decision-Making: When Should It Be Used? Organizational Dynamics, 14, 32-44 (1979).
  • R.W. Griffeth, Moderation of the Effects of Job Enrichment By Participation: A Longitudinal Field Experiment. Organizational Behavior And Human Decision Processes, 35, 1, 73-93 (1985).
  • J.A. Wagner, Participation’s Effect on Performance and Satisfaction: A Reconsideration of Research Evidence. Academy of Management Review, 19, 2, 312-331 (1994).
  • D. Scott, J.W. Bishop, X. Chen, An Examination of the Relationship of Employee Involvement with Job Satisfaction, Employee Cooperation, and Intention to Quit in U.S.-Invested Enterprises in China, International Journal of Organizational Analysis, 11, 1, 3-19 (2003).
  • C. Argyris, Empowerment: The Emperor's New Clothes. Harvard Business Review, 76, 98-105 (1998).
  • J. A. Conger, R.N. Kanungo, The Empowerment Process: Integrating Theory and Practice. Academy of Management Review, 13, 3, 471-482 (1988).
  • G. Spreitzer, Psychological Empowerment in the Workplace: Dimensions, Measurement, and Validation. Academy of Management Journal, 38, 5, 1442-1465 (1995).
  • G.M., Kizilos, M.A. Spreitzer, S.W. Nason, A Dimensional Analysis of the Relationship Between Psychological Empowerment and Effectiveness, Satisfaction, and Strain. Journal of Management, 23, 5, 679-704 (1997).
  • R.C., Liden, S.J. Wayne, R.T. Sparrowe, An Examination of the Mediating Role of Psychological Empowerment on the Relations Between the Job, Interpersonal Relationships, and Work Outcomes. Journal of Applied Psychology, 85, 3, 407-416 (2000).
  • S.E., Seibert, S.R Silver, W.A. Randolph, Taking Empowerment to the Next Level: A Multiple-Level Model of Empowerment, Performance, and Satisfaction. Academy of Management Journal, 47, 3, 332–49 (2004).
  • R.F. Morrison, R.R. Hock, Career Building: Learning From Cumulative Work Experience. In Hall, D. T., And Associates (Eds.), Career Development In Organizations. San Francisco: Jossey-Bass, 1986.
  • L.A Burke, J.E. Moore, The Reverberating Effects of Job Rotation: A Theoretical Exploration of Nonrotaters' Fairness Perceptions. Human Resource Management Review, 10, 2, 1-27 (2000).
  • K.N. Wexley, G.P Latham, Development and Training Human Resources in Organizations. New York: Harper Collins, 1991.
  • M.Campion, L.Cheraskin, M. Stevens, Career-Related Antecedents and Outcomes of Job Rotation. Academy of Management Journal, 37, 6, 1518-1567 (1994).
  • J.A. Pearce, E.C. Ravlin, The Design and Activation of Self Regulating Work Groups. Human Relations, 40, 11, 751-760 (1987).
  • D. Gladstein, Groups in Context: A Model of Task Group Effectiveness. Administrative Science Quarterly, 29, 499-517(1984).
  • T.G. Cummings,Designing Effective Work-Groups, Oxford University Press, Oxford, UK, 1981.
  • J.R. Hackman, G.R. Oldham, (1980). Work Redesign. Reading, Ma: Addison-Wesley.
  • B.Frey, M.Benz, Being Independent is A Great Thing: Subjective Evaluations of Self Employment and Hierarchy. Institute For Empirical Research in Economics Working Paper No. 135. University Of Zurich, Zurich, 2002.
  • I.Bakan, Y.Suseno, A.Pinnington, A.Money, The Influence of Financial Participation and Participation in Decision-Making on Employee Job Attitudes. International Journal of Human Resource Management, 15, 3, 587-616 (2004).
  • R.W. Brislin, W.J. Lonner, R.M Thorndike, Cross-Cultural Research Methods, New York:Wiley,1973.
  • J.E., Delery, H.D. Doty, Modes of Theorizing in Strategic Human Resource Management: Tests of Universalistic, Contingency And Configurational Performance Predictions. Academy of Management Journal, 39, 802–835 (1996).
  • P.M. Wright, B.Mccormick, W. Scott, G.C. McMahan, The Role of Human Resource Practices in Petro-Chemical Refinery Performance. International Journal of Human Resource Management, 10, 551-571 (1999).
  • P.E. Spector, Job Satisfaction: Application, Assessment, Cause, and Consequences. Thousand Oaks, CA: SAGE Publications,1997.
  • J.K., Harter, F.L. Schmidt, and T.L Hayes, Business-Unit-Level Relationship Between Employee Satisfaction, Employee Engagement, and Business Outcomes: A Meta- Analysis. Journal of Applied Psychology, 87, 268-279 (2002).
  • C. Ostroff, The Relationship Between Satisfaction, Attitudes, And Performance: An Organizational Level Analysis. Journal Of Applied Psychology, 77, 963-974 ( 1992).
  • B. Gerhart, P.M., Wright, G.C., McMahan, and S.A. Snell, Measurement Error in Research on Human Resources and Firm Performance: How Much Error is There and How Does It Influence Effect Size Estimates? Personnel Psychology, 53(84), 803– 834 (2000).
  • P.M. Wright, B.B. Dunford, S.A. Snell, Human Resources and the Resource-Based View of The Firm. Journal of Management, 27, 6, 701-721 (2001).
  • KOSGEB Stratejik Planı 2008-2012, p.6, Retrieved February 10, 2009 from http://www.kosgeb.gov.tr/dosyalar/StratejikPlan/KOSGEB_STRATEJIK_PLANI_2008 -2012.pdf

The effect of high performance HR practices on employees’ job satisfaction

Year 2009, Volume: 38 Issue: 2, 110 - 123, 22.12.2008

Abstract

The purpose of this paper is to investigate potential impacts of high performance HR (human resources) practices on employee’s job satisfaction. The research hypotheses are tested using sample data collected from 480 blue-collar employees of 35 larger firms in Istanbul, Turkey. The proposed practices, which were participation, empowerment, job rotation, self-directed work teams, and contingent compensation, were positively correlated with employee’s job satisfaction. Hierarchical regression analysis reveals that except contingent compensation the all other practices (participation, empowerment, job rotation, and self directed work teams) account for unique variances in job satisfaction of the surveyed firm’s employees. Implications for high performance HR practices and employee’s job satisfaction are discussed, limitations of the study are revealed, and future research directions offered.

References

  • E. Lawler, A.M., Susan, E.L. Gerald, Employee Involvement And Total Quality Management: Practices and Results in Fortune 500 Companies. San Francisco: Jossey-Bass, 1992.
  • M.A., Huselid, S.E. Jackson, R.S. Schuler, Technical and Strategic Human Resource Management Effectiveness as Determinants of Firm Performance. Academy of Management Journal, 40,1, 171-88 (1997).
  • J. Harmon, D.J. Scotti, S. Behson, Effects of High-Involvement Work Systems on Employee Satisfaction and Service Costs in Veteran Healthcare. Journal of Health Management, 48, 16, 393-418 (2003).
  • M.A. Gephart, The Road to High Performance, Training and Development, 49, 6, 29- 44 (1995).
  • M.A. Huselid, The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance. Academy of Management Journal, 38, 3, 635-672 (1995).
  • G.F. Farias, A. Varma, High Performance Work Systems: What We Know and What We Need to Know. Human Resource Planning Journal, 21, 2, 50-54 (1998).
  • M.J. Handel, M. Gittleman, Is There a Wage Payoff to Innovative Work Practices? Industrial Relations, 43, 1, 67-97 (2004).
  • T.K. Bauer, High Performance Workplace Practices and Job Satisfaction: Evidence From Europe, Institute for the Study of Labor (Iza) in Its Series Iza Discussion Papers No: 1265, 2004.
  • R. Hallowell, L.A. Schlesinger, J. Zornitsky, Internal Service Quality, Customer and Job Satisfaction: Linkages and Implications For Managers. Human Resource Planning, 19, 2, 20-31 (1996).
  • E. Appelbaum, T. Bailey, P. Berg, A. Kalleberg, Manufacturing Advantage: Why High Performance Work Systems Pay Off, N.Y.: Ilrpress, 2000.
  • T. Bailey, P. Berg, C. Sandy, The Effect of High-Performance Work Practices on Employee Earnings in the Steel, Apparel, And Medical Electronics and Imaging Industries. Industrial and Labor Relations Review, 54, 2, 525-543 (2001).
  • R.B. Freeman, M.M. Kleiner, C. Ostroff, The Anatomy of Employee Involvement and Its Effects on Firms and Workers. Nber Working Paper No. 8050. Nber, Cambridge, MA, 2000.
  • R.B. Freeman, M.M. Kleiner, Who Benefits Most From Employee Involvement: Firms or Workers? American Economic Review, 90, 2, 219-223 (2000).
  • J. Godard, High Performance and the Transformation of Work? The Implications of Alternative Work Practices for the Experience and Outcomes of Work. Industrial and Labor Relations Review, 54, 4, 776-805 (2001).
  • G. Hofstede, Culture’s Consequences: International Differences In Work Related Values. (Abridged Edition), Newbury Park: Sage Publications, 1984.
  • S. Sargut, Kültürler Arası Farklılaşma ve Yönetimi (Gen.2.Baskı), Ankara: İmge Kitabevi, 2001.
  • S. Gürbüz, D. Bingöl, Çeşitli Örgüt Yöneticilerinin Güç Mesafesi, Belirsizlikten Kaçınma, Eril-Dişil ve Bireyci-Toplulukçu Kültür Boyutlarına Yönelik Eğilimleri Üzerine Görgül Bir Araştırma, Savunma Bilimleri Dergisi, 6, 2, 68-87 (2007).
  • M.J Piore, P. Doeringer, Internal Labor Markets and Manpower Adjustment. New York: D.C. Heath and Company, 1971.
  • J. Pfeffer, Y. Cohen, Determinants of internal labor markets, Administrative Science Quarterly, 29, 550-572 (1984).
  • T.A. Kochan, P.Osterman, The Mutual Gains Enterprise: Forgoing A Winning Partnership Among Labor, Management, And Government. Boston: Harvard Business School Press, 1994.
  • B.E. Becker, B. Gerhart, The Impact of Human Resource Management on Organizational Performance: Progress and Prospects, Academy of Management Journal, 39, 4, 779–801 (1996).
  • B.A. Colbert, The Complex Resource-Based View: Implication for Theory and Practice in Strategic Human Resource Management’, Academy of Management Review, 29, 3, 341-358 (2004).
  • P. Berg, The Effects of High Performance Work Practices on Job Satisfaction in the United States Steel Industry. Industrial Relations, 54,1, 111-34 (1999).
  • J.P. MacDuffie, Human Resource Bundles and Manufacturing Performance: Organizational Logic and Flexible Production Systems in the World Auto Industry’, Industrial and Labor Relations Review, 48, 2, 197-201 (1995).
  • D.A., Nadler, M.C. Gerstein, R.B. Shaw, Organizational Architecture: Designs For Changing Organizations. Francisco: Jossey-Bass, San, 1992.
  • J. Godard, J.T. Delaney, Reflections on the High Performance Paradigm's Implications for Industrial Relations as a Field. Industrial and Labor Relations Review, 53, 3, 482-502 (2000).
  • L.W. Hunter, L.M. Hitt, What Makes for A High Performance Workplace? Evidence From Retail Bank Branches. Working Paper. Philadelphia, Pa: Wharton School Department of Management, 2001.
  • G.R. Maughan, K.S. Ball, Synergetic Curriculum For the High-Performance Workplace. The Technology Teacher, 58, 7, 38-41 (1999).
  • B.E. Becker, M.A. Huselid, High Performance Work Systems and Firm Performance: A Synthesis of Research and Managerial Implications’, In G. R. Ferris (Ed). Research in Personnel and Human Resources Management, Greenwich: Jai Press, 16, 53-101 (1998).
  • P. Boxall, J. Purcell, Strategy Human Resource Management: Where Have. We Come From and Where Should We Be Going? International Journal of Management Reviews, 2, 2, 183-203 (2000).
  • V.H. Vroom, Work And Motivation. New York: Wiley, 1964.
  • S. Gürbüz, The Effects of Job Satisfaction and Organizational Justice Perception on Organizational Citizenship Behavior , TODAİE's Review of Public Administration , 41, 4, 49-77 (2008).
  • R.M. Steers, Antecedents and Outcomes of Organizational Commitment. Administrative Science Quarterly, 22, 1, 46-56 (1977).
  • L.R. Jauch, W.F. Glueck, R.N. Osborn, Organizational Loyalty, Professional Commitment, and Academic Research Productivity. Academy of Management Journal, 21, 1, 84-92 (1978).
  • J. Pfeffer, J.F. Veiga, Putting People First for Organizational Success, Academy of Management Executive, 13 ,2, 41-43 (1999).
  • T.A., Judge, C.J., Thoresen, J.E. Bono, G. K. Patton, The Job Satisfaction-Job Performance Relationship: A Qualitative and Quantitative Review. Psychological Bulletin, 127, 376-407 (2001).
  • D.M. Nebeker, L. Busso, P.D. Werenfels, H.D. Diallo, A. M. Czebajewski, B.M. Ferdman, Performance as a Function of Employee Satisfaction. Journal of Quality Management, 6, 1, 29-45 (2001).
  • S. Gürbüz, M. Yüksel, Çalışma Ortamında Duygusal Zeka: İş Performansı, İş Tatmini, Örgütsel Vatandaşlık Davranışı ve Bazı Demografik Özelliklerle İlişkisi, Doğuş Üniversitesi Dergisi, 9, 2, 174-190 (2008).
  • H.J. Huang, Job Rotation From the Employees’ Point of View. Research and Practice in Human Resource Management, 7, 1, 75-85 (1999).
  • P. Askenazy, E. Caroli, New Organizational Practices and Working Conditions: Evidence for France in the 1990s. Louvain Economics Review, 68, 1-2, 91-110 (2002).
  • E.A. Locke, D.M. Schweiger, Participation in Decision-Making: When Should It Be Used? Organizational Dynamics, 14, 32-44 (1979).
  • R.W. Griffeth, Moderation of the Effects of Job Enrichment By Participation: A Longitudinal Field Experiment. Organizational Behavior And Human Decision Processes, 35, 1, 73-93 (1985).
  • J.A. Wagner, Participation’s Effect on Performance and Satisfaction: A Reconsideration of Research Evidence. Academy of Management Review, 19, 2, 312-331 (1994).
  • D. Scott, J.W. Bishop, X. Chen, An Examination of the Relationship of Employee Involvement with Job Satisfaction, Employee Cooperation, and Intention to Quit in U.S.-Invested Enterprises in China, International Journal of Organizational Analysis, 11, 1, 3-19 (2003).
  • C. Argyris, Empowerment: The Emperor's New Clothes. Harvard Business Review, 76, 98-105 (1998).
  • J. A. Conger, R.N. Kanungo, The Empowerment Process: Integrating Theory and Practice. Academy of Management Review, 13, 3, 471-482 (1988).
  • G. Spreitzer, Psychological Empowerment in the Workplace: Dimensions, Measurement, and Validation. Academy of Management Journal, 38, 5, 1442-1465 (1995).
  • G.M., Kizilos, M.A. Spreitzer, S.W. Nason, A Dimensional Analysis of the Relationship Between Psychological Empowerment and Effectiveness, Satisfaction, and Strain. Journal of Management, 23, 5, 679-704 (1997).
  • R.C., Liden, S.J. Wayne, R.T. Sparrowe, An Examination of the Mediating Role of Psychological Empowerment on the Relations Between the Job, Interpersonal Relationships, and Work Outcomes. Journal of Applied Psychology, 85, 3, 407-416 (2000).
  • S.E., Seibert, S.R Silver, W.A. Randolph, Taking Empowerment to the Next Level: A Multiple-Level Model of Empowerment, Performance, and Satisfaction. Academy of Management Journal, 47, 3, 332–49 (2004).
  • R.F. Morrison, R.R. Hock, Career Building: Learning From Cumulative Work Experience. In Hall, D. T., And Associates (Eds.), Career Development In Organizations. San Francisco: Jossey-Bass, 1986.
  • L.A Burke, J.E. Moore, The Reverberating Effects of Job Rotation: A Theoretical Exploration of Nonrotaters' Fairness Perceptions. Human Resource Management Review, 10, 2, 1-27 (2000).
  • K.N. Wexley, G.P Latham, Development and Training Human Resources in Organizations. New York: Harper Collins, 1991.
  • M.Campion, L.Cheraskin, M. Stevens, Career-Related Antecedents and Outcomes of Job Rotation. Academy of Management Journal, 37, 6, 1518-1567 (1994).
  • J.A. Pearce, E.C. Ravlin, The Design and Activation of Self Regulating Work Groups. Human Relations, 40, 11, 751-760 (1987).
  • D. Gladstein, Groups in Context: A Model of Task Group Effectiveness. Administrative Science Quarterly, 29, 499-517(1984).
  • T.G. Cummings,Designing Effective Work-Groups, Oxford University Press, Oxford, UK, 1981.
  • J.R. Hackman, G.R. Oldham, (1980). Work Redesign. Reading, Ma: Addison-Wesley.
  • B.Frey, M.Benz, Being Independent is A Great Thing: Subjective Evaluations of Self Employment and Hierarchy. Institute For Empirical Research in Economics Working Paper No. 135. University Of Zurich, Zurich, 2002.
  • I.Bakan, Y.Suseno, A.Pinnington, A.Money, The Influence of Financial Participation and Participation in Decision-Making on Employee Job Attitudes. International Journal of Human Resource Management, 15, 3, 587-616 (2004).
  • R.W. Brislin, W.J. Lonner, R.M Thorndike, Cross-Cultural Research Methods, New York:Wiley,1973.
  • J.E., Delery, H.D. Doty, Modes of Theorizing in Strategic Human Resource Management: Tests of Universalistic, Contingency And Configurational Performance Predictions. Academy of Management Journal, 39, 802–835 (1996).
  • P.M. Wright, B.Mccormick, W. Scott, G.C. McMahan, The Role of Human Resource Practices in Petro-Chemical Refinery Performance. International Journal of Human Resource Management, 10, 551-571 (1999).
  • P.E. Spector, Job Satisfaction: Application, Assessment, Cause, and Consequences. Thousand Oaks, CA: SAGE Publications,1997.
  • J.K., Harter, F.L. Schmidt, and T.L Hayes, Business-Unit-Level Relationship Between Employee Satisfaction, Employee Engagement, and Business Outcomes: A Meta- Analysis. Journal of Applied Psychology, 87, 268-279 (2002).
  • C. Ostroff, The Relationship Between Satisfaction, Attitudes, And Performance: An Organizational Level Analysis. Journal Of Applied Psychology, 77, 963-974 ( 1992).
  • B. Gerhart, P.M., Wright, G.C., McMahan, and S.A. Snell, Measurement Error in Research on Human Resources and Firm Performance: How Much Error is There and How Does It Influence Effect Size Estimates? Personnel Psychology, 53(84), 803– 834 (2000).
  • P.M. Wright, B.B. Dunford, S.A. Snell, Human Resources and the Resource-Based View of The Firm. Journal of Management, 27, 6, 701-721 (2001).
  • KOSGEB Stratejik Planı 2008-2012, p.6, Retrieved February 10, 2009 from http://www.kosgeb.gov.tr/dosyalar/StratejikPlan/KOSGEB_STRATEJIK_PLANI_2008 -2012.pdf
There are 69 citations in total.

Details

Primary Language English
Journal Section Human Resources Management
Authors

Sait Gürbüz

Publication Date December 22, 2008
Published in Issue Year 2009 Volume: 38 Issue: 2

Cite

APA Gürbüz, S. (2008). The effect of high performance HR practices on employees’ job satisfaction. İstanbul Üniversitesi İşletme Fakültesi Dergisi, 38(2), 110-123.
AMA Gürbüz S. The effect of high performance HR practices on employees’ job satisfaction. İstanbul Üniversitesi İşletme Fakültesi Dergisi. December 2008;38(2):110-123.
Chicago Gürbüz, Sait. “The Effect of High Performance HR Practices on employees’ Job Satisfaction”. İstanbul Üniversitesi İşletme Fakültesi Dergisi 38, no. 2 (December 2008): 110-23.
EndNote Gürbüz S (December 1, 2008) The effect of high performance HR practices on employees’ job satisfaction. İstanbul Üniversitesi İşletme Fakültesi Dergisi 38 2 110–123.
IEEE S. Gürbüz, “The effect of high performance HR practices on employees’ job satisfaction”, İstanbul Üniversitesi İşletme Fakültesi Dergisi, vol. 38, no. 2, pp. 110–123, 2008.
ISNAD Gürbüz, Sait. “The Effect of High Performance HR Practices on employees’ Job Satisfaction”. İstanbul Üniversitesi İşletme Fakültesi Dergisi 38/2 (December 2008), 110-123.
JAMA Gürbüz S. The effect of high performance HR practices on employees’ job satisfaction. İstanbul Üniversitesi İşletme Fakültesi Dergisi. 2008;38:110–123.
MLA Gürbüz, Sait. “The Effect of High Performance HR Practices on employees’ Job Satisfaction”. İstanbul Üniversitesi İşletme Fakültesi Dergisi, vol. 38, no. 2, 2008, pp. 110-23.
Vancouver Gürbüz S. The effect of high performance HR practices on employees’ job satisfaction. İstanbul Üniversitesi İşletme Fakültesi Dergisi. 2008;38(2):110-23.