Sürdürülebilir Kalkınma Amaçları
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- MakaleYalnız künye2026Scopus SJRQ2How does social capital affect the relationship between perception of diversity management and affective commitment?
Yilmaz Atik, Emine; Özbek, Mehmet Ferhat
PurposeThe aim of this study is to reveal the moderating effect of social capital in the relationship between employees' perceptions of diversity management and their affective commitment.Design/methodology/approachThe research hypotheses developed within the relevant literature framework are tested by using data that was obtained from the academic staff members who work at the Turkish universities.FindingsThe findings indicate that the relationship between perceptions of diversity management and affective commitment, considered in the dimensions of social capital such as participation in the local community, socio-proactivity, family and friendship relationships, tolerance for diversity, work relationships, quality of life and trust, vary according to strong and weak levels, supporting moderating hypotheses at various levels.Research limitations/implicationsOne of the significant limitations of the study is the reluctance of the sampled academicians to participate in a study related to diversity during the data collection process. Some academicians, in addition to express that they do not tolerate the diversity among employees within the organization, also decline to answer questions which are aimed at measuring these expressions.Practical implicationsThe study reveals that the perception of diversity management increases affective commitment. This finding suggests that managers should consider employees' perceptions of these policies rather than focusing solely on diversity management policies (Alshaabani and Rudnak, 2020: 2; Saleem et al., 2021: p. 1). In societies with collectivist cultures like T & uuml;rkiye, managers' practices become more important in strengthening employees' affective commitment (Wasti, 2000; Wasti, 2003). For employees to have positive perceptions of diversity management, managers should respect their identities, use inclusive language and form a positive diversity climate (Deepak and Perwez, 2019: p. 909). Furthermore, the audits evaluating diversity management practices should be conducted frequently (McKay and Avery, 2015: 334). However, the impact of employees' perceptions of diversity management on affective commitment may vary depending on employees' levels of social capital. Therefore, the organizations need to develop policies based on employees' levels of social capital. Orientation and mentoring programs should be implemented to facilitate the integration of employees with weak social relationships into the organization. The employees with strong social relationships should be guided toward social activities and club activities to capitalize on their strengths. The human resources department should develop some personalized programs for these employees.Social implicationsThe literature states that the perceptions and environment regarding diversity management have stronger relationships with attitudinal results rather than behavioral results (Holmes et al., 2020). The research findings support the literature in terms of showing that perception of diversity management have an impact on affective commitment. The collectivist cultural structure of the Turkish society (Sargut, 2001: p. 185) has an impact on the process of acquiring social capital. It is emphasized that the societal structure influences the behaviors exhibited by employees toward the organization. This study shows that the social capital of academics plays a partially moderating role in the relationship between perception of diversity management and affective commitment. When such dimensions of social capital as family and friendship relationships, socio-proactivity, work relations and tolerance for diversity are included in the relationship between the perception of diversity management and affective commitment, the direction and magnitude of the existing relationship change. Based on these results, it can be argued that their social capitals, which are formed based on secondary relationship types like friendship and acquaintance, contribute to the external social capital potential. In this aspect, the study is considered to contribute to the literature that highlights T & uuml;rkiye's high potential for external social capital (Bu & gbreve;ra, 1998; Oba and Semerci & ouml;z, 2004; & Ouml;zen and Aslan, 2006). In addition, it is fixed that socio-proactivity, family and friendship relationships, tolerance for diversity and work relationships, as the dimensions of social capital, have a negative moderating effect on the relationship between the perception of diversity management and affective commitment. These findings have determined the validity of the negative effects of social capital referred to as the dark side of social capital in the literature in the context of T & uuml;rkiye (Gargiolu and Bennasi, 1999; Gordon, 2020: 487; Lo and Fan, 2020: 27; Alcorta et al., 2020: 445).Originality/valueThe original value of this study is that the authors assume that the direction and magnitude of the relationship between the perception of diversity management and affective commitment are to be shaped according to the dimensions of social capital. In addition, it reveals that the affective commitment of employees can be shaped by social capital rather than perception of diversity management.
- Doktora TeziAçık Erişim2022Farklılık yönetimi algısı ile duygusal bağlılık arasındaki ilişkide sosyal sermayenin düzenleyici etkisi
Emine Yılmaz Atik
Bu tezde, çalışanların farklılık yönetimi algıları ile duygusal bağlılıkları arasındaki ilişkide sosyal sermayenin düzenleyici etkisi araştırılmaktadır. Bu çalışma, farklılık yönetimi algısı ve sosyal sermaye değişkenlerinin doğrudan etkilerinin yanı sıra bu değişkenler arasındaki etkileşimin, duygusal bağlılık üzerindeki düzenleyici etkisine odaklanmaktadır. Burada ele alınan ilişkiler, Osmaniye Korkut Ata Üniversitesi, Kahramanmaraş Sütçü İmam Üniversitesi ve Hatay Mustafa Kemal Üniversitesi'nde görev yapan 317 akademik personelden oluşan örneklem üzerinden analize tabi tutulmuştur. Çalışmada öncelikle sosyal kimlik teorisinden hareketle, farklılık yönetimi algısının duygusal bağlılık üzerinde pozitif yönlü bir etkisinin olduğu belirlenmiştir. İkinci aşamada, Bourdieu'nun sosyal sermaye teorisinden yola çıkılarak, sosyal sermayenin boyutlarının duygusal bağlılık üzerindeki etkisi araştırılmıştır. Yaşam değeri boyutunun, duygusal bağlılık üzerinde anlamlı ve negatif yönlü bir etkisi tespit edilirken, diğer boyutlar ile duygusal bağlılık arasında istatiksel olarak anlamlı bir ilişkiye rastlanılmamıştır. Çalışmada sosyal kimlik teorisi ve sosyal sermaye teorisinin birlikte ele alındığı üçüncü aşamada, bireysel farklılık yönetimi algısı ile duygusal bağlılık arasındaki ilişkide sosyo proaktivite, aile ve arkadaşlık ilişkileri, tolerans ve iş ilişkilerinin negatif yönde düzenleyici etkisi ortaya konulmuştur. Örgütsel farklılık yönetimi algısı ile duygusal bağlılık arasındaki ilişkide ise güven ve yaşam değerinin pozitif yönde düzenleyici etkisi belirlenmiştir. Anahtar Kelimeler: Duygusal bağlılık, Farklılık yönetimi algısı, Sosyal sermaye
- BildiriAçık Erişim2012Strategic Diversity Management Initiatives: A Descriptive Study
Besler, Senem; Sezerel, Hakan; Ozsahin, M; Zehir, C
The study presents a brief literature on diversity management, affirmative action, and equal employment opportunity concepts perspectives, and explores how diversity management takes place in the hotel industry via websites of the biggest hotel groups in Turkey. Recent strategic human resources strategies have reoriented from addressing the average employee stereotype to the employee with diversified skills, backgrounds, cultural competencies and the effects of globalization identities, organization are confronted with the challenge of recognizing and managing diversity. In the study, diversity related human resource management statements and diversity management statements within the given literature are taken into account and interpreted. Data suggests that regarding preceding studies, the biggest hotels groups in Turkey generally do not communicate with the internal and external shareholders about diversity-related issues. Out of 15 entities, only one organization with domestic-based capital has mentioned statements and all the foreign capital organizations have in their websites, but not in Turkish.
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