Sürdürülebilir Kalkınma Amaçları
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- Kitap BölümüYalnız künye2022Discrimination in the Employment Process
Yurttas, Süleyman
Discrimination is a phenomenon that feeds on attitudes, prejudices and stereotypes, embodies itself with behaviors, and spreads to the whole of daily life. When business life and the recruitment process in particular are considered as a part of daily life, it can be said that it is “normal” to see discrimination practices here as well. Even in a very simple news search on the Internet, it is possible to see the problems experienced by individuals who are discriminated against in the recruitment process due to their age, religious belief, gender, sexual orientation, hometown or even pregnancy. This phenomenon, which is inevitably encountered in Turkey, also manifests itself in institutionalized companies. 900 thousand people are employed in the organized food retail market throughout Turkey. Employment is increasing by around 20 thousand every year (www.dunya.com). Chain stores such as A101, BIM and Sok operating in Turkey provide considerable employment in the organized food retail market. These companies, which increase their employment with their market shares, carry out their recruitment processes through regional managers. This shows that the discrimination practices that appear in recruitment have individual sources and that the attitudes, prejudices and stereotypes of the responsible person are effective. The aforementioned chain stores, which have great power in the Turkish market, increase the number employed day by day, and this situation also causes the discrimination potential to grow in the recruitment processes. Examining the recruitment processes carried out in these chain stores and revealing the discrimination practices will be beneficial in terms of both identifying the existing problems and taking the necessary measures to prevent discrimination. The aim of this study is to reveal the discrimination practices seen in the recruitment processes in chain stores. In the research, semi-structured interviews were conducted with the regional managers who are responsible for recruitment in the relevant chain store markets. In addition, the relevant literature has been included in order to reveal the relationship between recruitment processes and discrimination, and information about the recruitment processes of chain stores has been shared.
- Kitap BölümüYalnız künye2022Non-Family Managers and HR Practices of Family Firms
Yazici, Ömer
Family firms have one special factor that makes them unique and competitive compared to non-family firms, and that is family involvement. Family firms are composed of management, family, and ownership. While this composition often has many advantages, it also has some downfalls. Family involvement has a significant impact on the behavior of the company, more specifically on the human resource (HR) management practices of the company. As a result, family firms have to deal with nepotism, self-dealing, and entrenched management issues to hire and retain professional non-family managers and other white-collar workers. Family firms are intended to be the career center for family employees (Bloemen-Bekx et al. 2019). Therefore, family firms have different HR compositions. There are mainly three types of employees in family firms; first, the shareholder family members and their heir (ownership), second, the other family members and relatives (family), and third, the non-family employees (management). Non-family employees are divided into two categories, managers and workers. Although family firms have a tendency to assign family members to crucial positions at the firm (Deloitte and Touche Study 1999), non-family employees are hired for other executive and managerial positions, which is more crucial for family firms (Chua et al. 2003). Considering all these challenges and difficulties due to family involvement in employee relations, researchers raise the question of whether “family firms are good employers” (Neckebrouck et al. 2018). Family firms diverge from non-family firms with their long-term orientation and caring approach to their employees. This caring approach is proven in downsizing studies. Researchers show that during crises and downsizing practices, family firms lay off fewer employees than non-family firms (Stavrou et al. 2007). Non-family employees are keystones of the family firm’s growth and necessary for each growing family firm. Therefore, the employment of non-family members will affect the sustainability of the firm. While it is important for all types of companies, it is crucial for family firms to have committed and devoted non-family employees. Hiring non-family managers is usually a result of a limited family employee presence during the growth of the company. Controlling growth due to a limited family member presence and running a firm with only family managers would result in informal structures, peculiar culture, and limited growth. Non-family managers are sometimes hired as conflict resolution when there is a conflict of interest during the employment of family members (Lubatkin et al. 2005). Hence mostly non-family managers are hired if there is a formalization process in progress (Zhang and Ma 2009). Also, most first non-family managers in the firm are CEOs. Furthermore, family firms with financial struggles tend to employ a non-family CEO rather than a family CEO (Bocatto et al. 2010). According to a study done with Italian firms, family firms prefer to nominate non-family CEOs rather than family CEOs (Salvato et al. 2012). Additionally, in growth times, family firms also prefer non-family CEOs over family CEOs. In conclusion, while family firms are able to fill managerial positions, it is empirically shown that the growth of family firms is correlated with non-family managers (Fang et al. 2015).
- KitapAçık Erişim2022Special Human Resource Management Practices and Strategy
Yazici, Ömer
Today, one of the most valuable assets of companies is their workforce. Primarily, the importance of information is increased and the human factor that absorbs and uses it by creating value has become much more essential. One of the most critical steps that managers need to take to be successful is to enhance human power in the most efficient way possible. Companies that want to be long-lasting need to make HR the main item on their agenda. Human resource practices are critical for companies to survive. In addition to firms in general, family firms are also a special and the most common type of business in the economy. Hence, family firm HR practices are also an important part of this book. Among the most famous features of a family firm, complex HR management practices are on top of it all. Owners and family members are all aware that non-family employees are needed, and non-family managers are required for the success and sustainability of the family firm. Hence, family firms cannot have biased, bifurcated, or different HR practices towards non-family employees. Readers will find this book comprehensive and inclusive of new issues of HR management literature. The book is comprised of chapters, each describing current and important practices and problems of HR management. Along with the family firm-specific problems like nonfamily managers, women entrepreneurship, and nepotism, chapters cover the state-of-the-art topics and findings in the HR management literature. This includes organizational development and HR management relationship, discrimination and nepotism, women in family firms and tourism, HR accounting and digital age, quality and management, behavior, and change management. Students and scholars of human resource management, along with the leaders of modern management teams, will benefit from this book from the first page to the last page. Each chapter will carry its reader to the next level of understanding of issues and findings of human resource management.
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İncele - Kitap BölümüYalnız künye2022Foreign Language Apprehension and Interview Success
Dolgunsöz, Emrah
A job interview (or employment interview) is a common hiring method involving a conversation between a job applicant (interviewee) and a representative of an employer (interviewer) which is conducted to assess and evaluate the suitability of the applicant for the job (Dipboye, Macan and Shahani-Denning 2012). Depending on the company profile, the type of position and the job requirements, applicants are assessed and evaluated by companies in various dimensions ranging from presentability to academic efficiency. Although the criteria of companies vary a lot, all interviews engender a phenomenon called interview anxiety. It is generally the sum of annoying and unpleasant feelings before or during a job interview (McCarthy and Goffin 2004) due to reasons such as lack of control during interviews (Jones and Pinkney 1989) or being evaluated by a stranger in an interactional environment (Ayres et al. 1998). Common symptoms of interview anxiety manifest in long and frequent pauses while talking, slow speech or licking lips (Feiler and Powell 2016). Besides the regular procedures of employment interviews, global companies operating in non-English-speaking countries also assess the English language competency of the applicants during interviews. These companies value proficiency in English and it is a vital prerequisite of international communication for these types of companies. Foreign language (mostly English) assessment commonly focuses on the oral skills of the applicants and how good they are at communicating in the English language. The inclusion of this evaluation in job interviews certainly has merit; however, it also has the potential to increase the anxiety experienced during interviews due to the phenomenon called foreign language anxiety (FLA). Anxiety, in general, is defined as a common subjective feeling of unease, discomfort, and worry often accompanied by some physiological symptoms. FLA refers to the specific type of anxiety that emerges in a foreign language context (MacIntyre 1999). FLA causes low foreign language performance causing anxious individuals to commit various linguistic and phonological errors. Considering that employment interviews are already anxiety-provoking processes, this study hypothesizes that the inclusion of foreign language assessment during interviews elevates anxiety due to FLA, and aims to examine how this experience affects employment interview success.