Browsing by Author "Arslan, Halil Bader"

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    Firma performansının belirlenmesinde iç girişimciliğin rolü ve Türkiye'de İSO 500'de firma performansının belirlenmesine yönelik bir çalışma
    (Sosyal Bilimler Enstitüsü, 2010) Gürel, Esra Burcu Bulgurcu; Arslan, Halil Bader; İşletme
    The aim of this study is to examine the effects of intraprenuership on firms performance in Turkey. The research of the study has been conducted from ISO 500 firms in Turkey in 2009. The scales to test intraprenuership effects on firm performance have been adopted from the existing literature. In this study i examined the relationship between intraprenuership and firm growth and profitability, and utilized measures devised by earlier researchers attempting to assess intraprenuership; new business venture, product/service innovation, self renewal, competitive aggressiveness, process innovation, risk and proactiviness. I found that profitability is significantly and positively releated with product/services innovativenes and proactiviness. Smilarly, growth was found to be significantly and positively related with product/services innovativenes and proactiviness.
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    İş tatmini ve örgütsel bağlılık: Bir insan kaynakları bölümünde uygulama
    (Sosyal Bilimler Enstitüsü, 2010) Gündoğan, Tamer; Arslan, Halil Bader; İşletme
    Having employees satisfied from the job and committed to the organization is one of the most important factors to the effectiveness of an organization. Employees with high level of job satisfaction and organizational commitment embrace the objectives and values of their organization, put high level of effort for the organization, and desire more to stay with their organization. Several research data show that job satisfaction and organizational commitment of its employees has influence on an organization to survive and to develop. However, various results have obtained about the several factors that affect job satisfaction and organizational commitment as well as which of those factors have more effect on job satisfaction and organizational commitment.For the Central Bank of the Republic of Turkey, it is extremely important to have well-qualified and committed employees in order to achieve its ultimate goal of sustaining the price stability. In this sense, ?to develop corporate governance? is determined as one of the strategic objectives of the Central Bank of the Republic of Turkey, and in order to achieve this objective, the goal of the Central Bank of the Republic of Turkey is prescribed as follows: ?To maintain a functional, safe, and flexible job environment in our Bank. To serve as a model of corporate governance by increasing transparency and accountability. To create the organizational culture that will allow the employees to contribute to the processes effectively, and to improve the feeling of corporate ownership.?This study aims to analyze the job satisfaction and commitment of the HR Department employees of the Central Bank of the Republic of Turkey to the organization in terms of demographic and business-related information. The sub-components of job satisfaction scale; ?wage?, ?promotion?, ?supervisor?, ?benefits?, ?rewarding?, ?work conditions?, ?colleagues?, ?job nature?, and ?communication?, developed by Spector, as well as the scale of three-component model of organizational commitment which consists of ?affective commitment?, ?continuance commitment?, and ?normative commitment?, developed by Allen and Meyer, has been examined in this research. Interrelations between components of job satisfaction and that of organizational commitment are also included into the scope of the analysis.In this sense, it is expected that the findings of this research will specifically enlighten the critical points to be paid attention on pursuing the human resource policies at the Central Bank of the Republic of Turkey.The participation rate of the survey done among the 64 employees working at the Human Resource Department is 37.6%. Statistical Package for Social Sciences, a software package, has been used to analyze the data collected in this research. In determining the relationships between variables, the statistical methods of correlation analysis, t-test, variance analysis, and Scheffe test have been used. Moreover, descriptive statistics have been used in interpretation of some questions.Analysis of job satisfaction related questions shows medium level job satisfaction for the participants. Some meaningful relationships have been discovered between wage and gender and marital status. Also there are significant relationships between; benefits and seniority; rewarding and marital status; work conditions and education; job nature and education; job nature and seniority on the job title. When the general average of job satisfaction is analyzed, the single meaningful relationship is found to be with marital status. On the other hand, there are significant relationships among the different sub-components of job satisfaction.As a result of the analysis of the survey data regarding the organizational commitment-related questions, affective and continuance commitment levels of the participants have been found to be medium, whereas normative commitment levels are low. No significant relationship has been determined between affective commitment and any demographic or business-related feature. On the other hand, continuance commitment is found to be meaningful for gender and marital status. Normative commitment has a meaningful relationship only with gender. However, there is no significant relationship among the three components of commitment.A positive relationship is discovered between affective commitment and job satisfaction, whereas a negative one is found between continuance commitment and job satisfaction. On the other hand, no meaningful relationship is determined between normative commitment and job satisfaction.In the light of research findings, some suggestions have been developed in order to increase the job satisfaction and organizational commitment levels of the Central Bank of the Republic of Turkey employees. The importance of the match between competencies of the job and the person has been highlighted in the recruiting process. Also, the necessity of increasing corporate communication has been stressed. In this sense, it is crucial to prepare action plans according to the results of the ?Employee Satisfaction Survey?, to implement those plans and to monitor the processes. It is suggested to restructure the different job titles that perform the same tasks. In addition, it is proposed to review the compensation and promotion systems. Finally, it is indicated that the amendment about the rotation system could be updated according to the circumstances, and some suggestions have been proposed to the department managers in order to increase the satisfaction and commitment of employees.
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    İş tatmini, örgütsel bağlılık ilişkisi ve bir uygulama
    (Sosyal Bilimler Enstitüsü, 2011) Türkoğlu, Hasan; Arslan, Halil Bader; İşletme
    Today, one of the most fundamental issues of managers is improving job satisfaction of the employee and organizational commitment. It is impossible to get efficiency from an employee who is not satisfied with his job and has low organizational commitment. Therefore, these two concepts must be understood well to keep up the activities of organizations in an effective way.Actually, the employee wants to be successful, regarded and admired in the organization. The elimination or not elimination of this feeling of satisfaction significantly affects the person. In an either positive or negative result, person behave in the level of his satisfaction. This behavior can be resultant as absenteeism, turnover, inefficiency if the feeling of satisfaction is negative, or as increase in the productivity and willingness to make something for the organization if the satisfaction is positive.It is possible to sort a lot of factors that affects job satisfaction and organizational commitment. These can be originated from the employee's personal characteristics or from the organizational. A failure of either factor can result as a lack of satisfaction of the employee and expected efficiency cannot be taken.However, employees with high job satisfaction and organizational commitment adopt the organizational goals and values, and add value to their work and make great effort to stay in the organization.The aim of the survey is to examine the factors that cause job satisfaction and lack of satisfaction, to determine the degree of importance of these factors and their relations with organizational commitment.
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    Örgütsel küçülme, yeniden yerleştirme destek danışmanlığı ve Türkiye uygulaması
    (Sosyal Bilimler Enstitüsü, 2004) Arslan, Halil Bader
    Bu çalışmada temel amaç, örgütsel küçülme olgusunu, yeniden yerleştirmede destek danışmanlığını ayrıntılı olarak incelemek ve bu danışmanlığın Türkiye uygulamalarını analiz etmektir. Bu amaçla birinci bölümde, örgütsel küçülme olgusunu detaylı olarak incelenmektedir. Örgütsel küçülme ve neden olduğu işsizlik, geçtiğimiz yüzyılın en büyük sorunlarından biri olan işsizliği körükler bir niteliğe sahiptir. Karşılaşılan birçok sorunda, maliyetleri düşürmek için akla gelen ilk yol olması, örgütsel küçülmenin yarattığı işsizlik sorununu daha şiddetli kılmakta ve tehlikeli hale sokmaktadır. Bu nedenle bu bölümde, personel sayısında indirime gitme ve küçülme stratejilerine yer verilmekte, işten çıkarmalara alternatif olarak uygulanan yöntemler ortaya konmakta, küçülme sürecinin planlı ve sistemli bir şekilde yürütülmesi için dikkat edilmesi gereken noktalar vurgulanmaktadır. İkinci bölümde, otuz tul önce ABD’de uygulanmaya başlayan ve işten çıkarılan personele uygulanan yardımlardan biri olan yeniden yerleştirmede destek danışmanlığına ayrılmıştır. Bu bölümde önce genel olarak işten çıkarılan personele uygulanan yardımlar anlatılmakta; ardından yeniden yerleştirmede destek danışmanlığı incelenmektedir. Danışmanlığın gelişim süreci, uygulama alanları, teorik altyapısı, fonksiyonları, uygulama süreci ve sonuçları, güçlü ve zayıf yönleri bu bölümde değinilen diğer noktalardır. Ayrıca bu bölümde, yeniden yerleştirmede destek danışmanlığına yönelik olarak geliştirilen modeller analiz edilmekte ve yeni bir model önerisi sunulmaktadır. Son bölüm, yeniden yerleştirmede destek danışmanlığı uygulamalarına ve Lee Hecht Harrison İstanbul üzerine bir örnek olay çalışmasına ayrılmıştır. Bu kısımda amaç çalışmanın birinci ve ikinci bölümünde değinilen teorik bilgiler ile uygulamanın karşılaştırılmasıdır. Sonuç olarak, yeniden yerleştirmede destek danışmanlığının ülkemizde yeni ve yaygın olarak tanınmayan bir danışmanlık olduğu, teori ve uygulamanın örtüştüğü, bununla birlikte bu alanda hem teorik hem de pratik olarak katedilecek uzun yollar olduğu düşünülmektedir
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    Şirket birleşmelerinin insan kaynakları politikası açısından değerlendirilmesi : AVEA örnek olay incelemesi
    (Sosyal Bilimler Enstitüsü, 2008) Anarbek, Zhanna; Arslan, Halil Bader; İşletme
    Formation of a new company by ending of one or more companies legal beings or continuance of one of the companies legal being and participation of the rest by ending their legal beings is briefly defined as companty merger or acquisitions and this process aims giving bonus to the company corporates for the growth-stock they held. This is constituted by sinergy.Mergers and acquisitions, which aim to create synergy and strategic efficiency, are observed to encounter some problems concerning human resources, including lack of communication, mistrust among employees, low productivity, and lack of cultural fit. Besides financial and judicial matters, the human part of equation is the key element which may cause success or failure at mergers. Therefore, human resource department has a critical role at mergers and acquisitions.In this study, company mergers and the role of human resources are investigated. To determine the effects of mergers on human resources management, the description, importance and types, positive and negative effects of company mergers, the importance of human resources management, and the functions of human resources at company mergers were considered.In addition, as a case study, human resource problems of Aycell-Aria merger are investigated, and the results obtained are represented as detailed as possible. Results have proved that similar HR problems experienced in other mergers were the case in Aycell-Aria merger.