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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.
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    The Individual Outcomes of Job Crafting: An Evaluation of the Effects of Psychological Capital and Work Engagement on Job Crafting
    (Çanakkale Onsekiz Mart Üniversitesi, 2018) Uysal, Beynaz; Özçelik, Gaye; Uyargil, Cavide B.
    Job design, as an area of study for a long time, is based on the basic idea of motivating employees through designing work. Job design theories and researchers working on this field have expressed their views on the basic assumption that the responsibility for designing work has fallen in to the area of responsibility of managers. The changes and transformations experienced in the work life especially in the last thirty years have necessitated the implementation of different approaches to the design of the work. New approaches that focus on proactive roles and behaviors in uncertain and complex environment rather than those approaches that center upon job descriptions have led to the development of similar perspectives on job design. Job crafting involves the employee to redesign his or her own work and change the different aspects of the job, and allows the work to be aligned with its own skills, needs, values and preferences. Additionally it provides the opportunity to make task, relational and cognitive changes for individuals. Job crafting is influential on individual and organizational outcomes. Work engagement and psychological capital are two important outcomes among individual outcomes of job crafting. These two important individual outcomes are influential not only on individuals but also on organizations. In this context, after investigating the related literature it was decided to conduct a study on the effect of job crafting on individual outcomes. This study aims to examine the relationship between job crafting and work engagement and psychological capital. The concept of job crafting is measured via the model developed by Tims et al. (2012). A total of 121 questionnaires were retrieved via convenience sampling methodology. Having completed the factor analysis and reliability studies, correlation and regression analyses are run by the SPSS program in order to determine the strength and direction of the relationship.