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    Does HRM's reality fit with those of others? Exploring and understanding HR attributions
    (Emerald Group Publishing Ltd, 2022) Ozcelik, Gaye; Uyargil, Cavide
    Purpose The purpose of this paper is to contribute to the existing literature by providing insights about how employees make attributions about the reasons why management adopts HRM practices based on a case study of a company in Turkey. Design/methodology/approach The case study was carried out through semi-structured interviews with multiple employee groups aimed at capturing a broad range of perspectives. The data were processed by way of categorical and frequency analyses, which are forms of content analysis. Findings Non-managerial employees make similar attributions regarding recruitment and selection, training, performance as well as career development and benefits. Research limitations/implications Acknowledging different views regarding the changing nature of employees' attributions, qualitative longitudinal research would provide more rigorous analysis in terms of ascertaining whether there are any alterations in employees' attitudes towards HRM practices over time. Practical implications Management and practitioners can draw valuable insights from the fact that when the meanings attached to HR practices by different employee groups are agreed upon, this may lead to their more enthusiastic involvement with these practices. Originality/value This study examines employees' attributions regarding HR practices through a case study. It provides evidence that when employees ascribe positive meanings to such practices, they are more committed to them and this may promote more favourable outcomes regarding HR efforts.
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    Performance Management Systems: Task-Contextual Dilemma Owing to the Involvement of the Psychological Contract and Organizational Citizenship Behavior
    (Wiley Periodicals, Inc, 2019) Ozcelik, Gaye; Uyargil, Cavide B.
    The two dimensions of the performance management system, namely task and contextual performance have received the most attention from various scholars with regard to their contributive role in employees' goal accomplishment. It has been the case for decades that in addition to task performance; employers have started to use competency evaluations, which usually involve contextual performance dimensions as well. Organizational citizenship behavior (OCB) and the psychological contract (PC) have become more intertwined with performance management systems. The objective of this study is to assess whether competency frameworks in performance management systems are actually incorporating OCBs and PC dimensions. The competency definitions and behavioral indicators within the performance management handbooks of 10 organizations were considered as the data set. The findings reveal that many terms of OCB and PC dimensions are embedded in the competency frameworks. This introductory paper provides important insights helping to restructure the PMS domain in which both task and discretionary behaviors are taken into account when appraising employee success.