Nihat Kaya

The impact of human resource management practices and corporate entrepreneurship on firm performance: evidence from Turkish firms

This paper outlines the important role of human resource management practices with a link between corporate entrepreneurship and firm performance. Data were collected from a survey of 124 firms operating in different industries in Turkey. The findings of this study indicated that human resource management (HRM) practices partially mediated the relationship between corporate entrepreneurship and firm performance. In other words, corporate entrepreneurship affects firm performance, both directly and through its effects on HRM practices. In addition to corporate entrepreneurship, it is found that HRM practices explain a significant level of additional variance (9 per cent) in firm performance. The theoretical and managerial implications are discussed.

Market Orientation and Planning Flexibility in SMEs: Performance Implications and an Empirical Investigation

The study examines the joint effects of market orientation (an internal, cultural factor) and planning flexibility (an internal, process factor) on business performance in small and medium-sized firms. In addition, the conceptual model incorporates market dynamism (an external factor) as a moderator on business performance. A number of hypothesized relationships are tested with a sample of small and medium-sized manufacturing firms in Turkey.The results suggest that while, in general, both market orientation and planning flexibility positively influence firm performance, contrary to the authors hypothesis, planning flexibility exerts a negative effect on performance in highly dynamic markets.Theoretical and managerial implications of these and other findings are discussed.

An exploratory analysis of the influence of human resource management activities and organizational climate on job satisfaction in Turkish banks

This study aims to explore the influence of human resource management (HRM) activities and organizational climate on job satisfaction in Turkish banks. The study first examines the relative influence of eight HRM activities of: (i) behavior and attitudes (in recruitment and selection); (ii) teamwork; (iii) extensive training; (iv) written policies; (v) training in multiple functions; (vi) incentives; (vii) performance appraisal; and (viii) feedback on performance on job satisfaction. Second, the influence of six factors relating to organizational climate are examined, again from the view point of their influence on job satisfaction. The second group factors are: (i) support for innovation; (ii) managerial competence and consistency; (iii) workload pressure; (iv) cohesion; (v) organizational boundaries; and (vi) organizational ethics. The data collected through interviews from 346 employees from 19 banks show that in addition to the positive impact of HRM activities, organizational climate in particular makes a significant contribution to job satisfaction. The paper presents the influence of the two groups of factors on job satisfaction and the mechanisms through which these factors foster job satisfaction and their implications for practitioners.