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The Mediating Role of Work Engagement in the Effect of Flexible Human Resources Management on Work Performance: A Study in the Banking Sector

Yıl 2023, Cilt: 22 Sayı: 46, 660 - 682, 25.06.2023
https://doi.org/10.46928/iticusbe.1187536

Öz

Aim. This research examines the mediating role of work engagement in the relationship between flexible human resources management and job performance in the banking sector. Methodology. The research was designed according to quantitative and cross-sectional research methods. The research sample group consists of 384 people working in the Istanbul branches of privately owned deposit banks. Research data was collected by random survey method. Three scales with seven degrees related to conceptual structures and a demographic questionnaire about the participants were included in the questionnaire form. Security and validity analysis, correlation analysis between variables, and exploratory and confirmatory factor analyses were performed to analyze the data. Structural equation modeling was used for model validity, hypothesis testing, and mediation analysis. Data analysis was performed using SPSS 24 and AMOS 24. Results. In the correlation analysis, significant relationships were found between all the variables in the research model. According to the regression analysis results, the change in the variables of job performance and work engagement of flexible human resources management showed that work engagement significantly predicted the change in job performance. In the mediation analysis, the variable of work engagement has been seen that it has a strong mediating effect on the relationship between flexible human resources management and job performance. Originality. In the literature, no research tests the mediating role of work engagement in the relationship between flexible human resource management and job performance in the Turkish banking sector. In this aspect, research is a valuable contribution for researchers and practitioners.

Kaynakça

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  • Akbaş Tuna. A. ve Türkmendağ, Z. (2020). Covid-19 Pandemi Döneminde Uzaktan Çalışma Uygulamaları ve Çalışma Motivasyonunu Etkileyen Faktörler, İşletme Araştırmaları Dergisi. 12(3), 3246-3260. A., L. J., Zhang, Y., Rich, B. L., & Crawford, E. R. (2008). Job engagement: Antecedents and effects on job performance. Academy of Management Journal, 438–454.
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  • Alfes, K., Truss, C., Soane, E.C., Rees, C., & Gatenby, M. (2013). The relationship between line manager behavior, perceived HRM practices, and individual performance: examining the mediating role of engagement. Human Resource Management, 52, 839-859. Appelbaum, E., Bailey, T., Berg, P., & Kalleberg, A. (2000). Manufacturing Advantage: Why High-Performance Work Systems Pay Off. Ithaca, NY: Cornell University Press.
  • Arnold, J. (2018, June, July, August). An optimal employee experience. HR Magazine, 76-81.
  • Ashforth, B. E., & Humphrey, R. H. (1995). Emotion in the Workplace: A Reappraisal. Human Relations, 48, 97-125.
  • Aydınlı Kulak F. & Tüzüner, L. (2020) A comparative analysis of flexible working patterns in Germany and Turkey, International Journal of Research in Business & Social Science 9(4)(2020) 01-14
  • Bakker, A. B., & Demerouti, E. (2007). The job demands–resources model: State of the art. Journal of Managerial Psychology, 22, 309 –328
  • Bal, P. M., & De Lange, A. H. (2015). From flexibility human resource management to employee engagement and perceived job performance across the lifespan: A multisample study. Journal of Occupational and Organizational Psychology, 126-154.
  • Ballantine, J.A., Wall, T. and Ward, A.M. (2022), "Flexible working in the public sector – a case of inflexibility: senior managers' experiences", Employee Relations, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/ER-08-2020-0379
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  • Bhattacharya, M., Gibson, D. E., & Doty, D. H. (2015). The Effects of Flexibility in Employee Skills, Employee Behaviors, and Human Resource Practices on Firm Performance. Journal of Management, 397-496.
  • Bonsu, S. (2020). Creating an employee-centric culture in organizations. International Journal of Business Management and Economic Review, 3(1), 276-284.
  • Boylu, Y., Pelit, E., & Güçer, E. (2007). Akademisyenlerin Örgütsel Bağlılık Düzeyleri Üzerine Bir Araştırma. Finans Politik & Ekonomik Yorumlar, 55-74. Boxall, P. (1999). Human resource strategy and industry based competition: A framework for analysis and action. Research in Personnel and Human Resources Management, 4, 145-174.
  • Burrell, L. (2018, March-April). C0-Creating the Employee Experience A Convarsation with Diane Gherson, IBM's Head of HR. Harward Business Review, 54-59.
  • Cadmus, F. (2012). Happiness at Work: Rules for Employee Satisfaction and Engagement. Trends in Law Library Management & Technology, 22, 1-27.
  • Campbell, J. P. (1990). Modeling the performance prediction problem in industrial and organizational psychology. Palo Alto, CA: Consulting Psychologists Press.
  • Chen, & Li. (2015). The relationship of leader psychological capital and follower psychological capital, job engagement and job performance: A multilevel mediating perspective. The International Journal of Human Resource Management, 2349-2365.
  • Choudhury, A., Dutta, A., & Dutta, S. (2019). Employee Happiness, Employee Engagement and Organisational Commitment: A Literature Review. The Journal of Indian Management, 9(1), 21-36.
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Esnek İnsan Kaynakları Yönetiminin İş Performansına Etkisinde İşe Adanmışlığın Aracı Rolü: Bankacılık Sektöründe Bir Araştırma*

Yıl 2023, Cilt: 22 Sayı: 46, 660 - 682, 25.06.2023
https://doi.org/10.46928/iticusbe.1187536

Öz

Amaç. Bu araştırmada bankacılık sektöründe esnek insan kaynakları yönetimi ile iş performansı ilişkisinde işe adanmışlığın aracılık rolünün incelenmesi amaçlanmıştır. Yöntem. Araştırma nicel ve kesitsel araştırma olarak tasarlanmıştır. Araştırmanın örneklem grubunu özel sermayeli mevduat bankalarının İstanbul şubelerinde çalışan 384 kişi oluşturmaktadır. Araştırma verileri tesadüfü anket yöntemi ile toplanmıştır. Anket formunda kavramsal yapılara ilişkin yedi dereceli üç ölçek ve katılımcılara ilişkin demografik soru formuna yer verilmiştir. Verilerin çözümlenmesi için güvenlik ve geçerlilik analizleri, değişkenler arası korelasyon analizi, keşfedici ve doğrulayıcı faktör analizleri yapılmıştır. Model geçerliliği, hipotez ve aracılık testleri için yapısal eşitlik modeli kulalnılmıştır. Verilerin analizi SPSS 24 ve AMOS 24 kullanılarak gerçekleştirilmiştir. Bulgular. Korelasyon analizinde, araştırma modelinde yer alan bütün değişkenlar arasında anlamlı ilişkiler saptanmıştır. Regresyon analizi sonuçlarına göre esnek insan kaynakları yönetiminin iş performansı ve işe adanmışlık değişkenlerindeki değişimi; işe adanmışlığın iş performansındaki değişimi anlamlı şekilde yordadığı belirlenmiştir. Aracılık analizinde işe adanmışlık değişkeninin; esnek insan kaynakları yönetimi ile iş performansı ilişkisinde kuvvetli düzeyde aracılık etkisine sahip olduğu görülmüştür. Özgünlük. Alan yazında, Türk bankacılık sektöründe esnek insan kaynakları yönetimi ile iş performansı ilişkisinde işe adanmışlığın aracılık rolünü test eden araştırma bulunmamaktadır. Bu yönüyle araştırma hem araştırmacılar hem uygulayıcılar için değerli bir katkı sunmaktadır.

Kaynakça

  • Acaray, A. (2019). Pozitif psikolojik sermaye, duygusal emek, görev performansı ve bağlamsal performans arasındaki ilişkinin incelenmesi: Bankacılık ve sigortacılık sektöründe bir çalışma. Çankırı Karatekin Üniversitesi İİBF Dergisi. 9 (1), 73-99
  • Akbaş Tuna. A. ve Türkmendağ, Z. (2020). Covid-19 Pandemi Döneminde Uzaktan Çalışma Uygulamaları ve Çalışma Motivasyonunu Etkileyen Faktörler, İşletme Araştırmaları Dergisi. 12(3), 3246-3260. A., L. J., Zhang, Y., Rich, B. L., & Crawford, E. R. (2008). Job engagement: Antecedents and effects on job performance. Academy of Management Journal, 438–454.
  • Alan M. Saks, Jamie A. Gruman (2014). What Do We Really Know About Employee Engagement? Human Resources Development Quarterly, https://doi.org/10.1002/hrdq.21187
  • Alfes, K., Truss, C., Soane, E.C., Rees, C., & Gatenby, M. (2013). The relationship between line manager behavior, perceived HRM practices, and individual performance: examining the mediating role of engagement. Human Resource Management, 52, 839-859. Appelbaum, E., Bailey, T., Berg, P., & Kalleberg, A. (2000). Manufacturing Advantage: Why High-Performance Work Systems Pay Off. Ithaca, NY: Cornell University Press.
  • Arnold, J. (2018, June, July, August). An optimal employee experience. HR Magazine, 76-81.
  • Ashforth, B. E., & Humphrey, R. H. (1995). Emotion in the Workplace: A Reappraisal. Human Relations, 48, 97-125.
  • Aydınlı Kulak F. & Tüzüner, L. (2020) A comparative analysis of flexible working patterns in Germany and Turkey, International Journal of Research in Business & Social Science 9(4)(2020) 01-14
  • Bakker, A. B., & Demerouti, E. (2007). The job demands–resources model: State of the art. Journal of Managerial Psychology, 22, 309 –328
  • Bal, P. M., & De Lange, A. H. (2015). From flexibility human resource management to employee engagement and perceived job performance across the lifespan: A multisample study. Journal of Occupational and Organizational Psychology, 126-154.
  • Ballantine, J.A., Wall, T. and Ward, A.M. (2022), "Flexible working in the public sector – a case of inflexibility: senior managers' experiences", Employee Relations, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/ER-08-2020-0379
  • Bersin, J., Solow, M., & Wakefield, N. (2016). Design thinking: crafting the employee experience. Retrieved Nisan 30, 2019, from dupress.deloitte.com: https://dupress.deloitte.com/dup-us-en/focus/human-capitaltrends/2016/employee-experiencemanagement-design-thinking.html
  • Bhattacharya, M., Gibson, D. E., & Doty, D. H. (2015). The Effects of Flexibility in Employee Skills, Employee Behaviors, and Human Resource Practices on Firm Performance. Journal of Management, 397-496.
  • Bonsu, S. (2020). Creating an employee-centric culture in organizations. International Journal of Business Management and Economic Review, 3(1), 276-284.
  • Boylu, Y., Pelit, E., & Güçer, E. (2007). Akademisyenlerin Örgütsel Bağlılık Düzeyleri Üzerine Bir Araştırma. Finans Politik & Ekonomik Yorumlar, 55-74. Boxall, P. (1999). Human resource strategy and industry based competition: A framework for analysis and action. Research in Personnel and Human Resources Management, 4, 145-174.
  • Burrell, L. (2018, March-April). C0-Creating the Employee Experience A Convarsation with Diane Gherson, IBM's Head of HR. Harward Business Review, 54-59.
  • Cadmus, F. (2012). Happiness at Work: Rules for Employee Satisfaction and Engagement. Trends in Law Library Management & Technology, 22, 1-27.
  • Campbell, J. P. (1990). Modeling the performance prediction problem in industrial and organizational psychology. Palo Alto, CA: Consulting Psychologists Press.
  • Chen, & Li. (2015). The relationship of leader psychological capital and follower psychological capital, job engagement and job performance: A multilevel mediating perspective. The International Journal of Human Resource Management, 2349-2365.
  • Choudhury, A., Dutta, A., & Dutta, S. (2019). Employee Happiness, Employee Engagement and Organisational Commitment: A Literature Review. The Journal of Indian Management, 9(1), 21-36.
  • Christian, M. S., Garza, A. S., & Slaughter, J. E. (2011). Work Engagement: AQuantitative Review and Test of its Relations with Task and Contextual Performance. Personnel Psychology, 89-136.
  • Copeland, C. (2015). IRA Asset Allocation, 2013, and Longitudinal Results, 2010‒2013. ebri.org Notes, 36(9), 10-27. Davidescu A., Apostu S.A., Paul A., Casuneanu I., (2020). Work Flexibility, Job Satisfaction, and Job Performance among Romanian Employees— Implications for Sustainable Human Resource Management, Sustainability 2020, 12, 6086; doi:10.3390/su12156086.
  • Demircioğlu, A.M., M. Engin (2002), Dünyada ve Türkiye’de Esnek Çalışma (2002-52), İstanbul: İstanbul Ticaret Odası. Elsbach, K., & Stigliani, I. (2018). Design Thinking and Organizational Culture: A Review and Framework for Future Research. Journal of Management, 44(6), 1-33.
  • Eurofound. Research Raport, Employee Monitoring and Surveillance: The Challenges of Digitalisation. 2020. Available online: https://www.eurofound.europa.eu/sites/default/files/ef_publication/field_ef_document/ef20008en.pdf (accessed on12 January 2022).
  • Esen, E. (2011). Çalışanların Örgüte Cezbolması. Marmara Üniversitesi İ.İ.B.F. Dergisi, Vol.30, No:1, 377-390.
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Toplam 89 adet kaynakça vardır.

Ayrıntılar

Birincil Dil İngilizce
Bölüm Tez Özeti
Yazarlar

Seda Yüksel Nalbantoglu 0000-0002-3378-9429

Osman Bayraktar 0000-0003-2502-3578

Yayımlanma Tarihi 25 Haziran 2023
Gönderilme Tarihi 15 Ekim 2022
Kabul Tarihi 7 Haziran 2023
Yayımlandığı Sayı Yıl 2023 Cilt: 22 Sayı: 46

Kaynak Göster

APA Yüksel Nalbantoglu, S., & Bayraktar, O. (2023). The Mediating Role of Work Engagement in the Effect of Flexible Human Resources Management on Work Performance: A Study in the Banking Sector. İstanbul Ticaret Üniversitesi Sosyal Bilimler Dergisi, 22(46), 660-682. https://doi.org/10.46928/iticusbe.1187536