Browsing by Author "Kalemci, R.A."

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Post-Pandemic Effects on the Realisation of Sustainable Development Goals (Sdgs) for Oecd Countries
(Taylor and Francis, 2023) Kalemci, R.A.; Ünsal, M.G.; 03.04. İşletme; 03. İktisadi ve İdari Birimler Fakültesi; 01. Çankaya Üniversitesi
In September 2015, the United Nations General Assembly (UN) adopted 17 Sustainable Development Goals (SDGs), expected to be completed by 2030, to eradicate poverty and combat inequality and injustice globally. For the UN 2030 Agenda, the goals were defined to eventually be achieved, but so far, each country has a different level of progress in this process. However, since the beginning of 2020, the world has been threatened by the COVID-19 pandemic. The pandemic has had widespread health and economic, political, and social effects. The COVID-19 pandemic was an unexpected and unforeseeable crisis for Organisation for Economic Co-operation and Development (OECD) countries. In this chapter, we use data envelopment analysis (DEA) to discuss how the COVID-19 pandemic has affected OECD nations’ ability to realise their SDGs. © 2024 selection and editorial matter, Erman Akilli, Burak Güneş and Ahmet Gökbel.
Citation - Scopus: 24
Workplace Deviance and Human Resource Management Relations: a Case Study of Turkish Hotel Employees
(Routledge, 2018) Kalemci, R.A.; Tuzun, I.K.; 42537; 03.04. İşletme; 03. İktisadi ve İdari Birimler Fakültesi; 01. Çankaya Üniversitesi
The main purpose of this study is to examine the negative associations between employees' perception of the effectiveness of performance appraisal practices and deviant workplace behavior. This study also tests the mediating effect of the forms of organizational justice in the relationship between performance appraisal practices and deviant workplace behavior. Moreover, it also investigates how line managers' performance appraisal politics may influence the relationship between perceptions of performance appraisal practices and employee deviant workplace behavior. In order to facilitate this study, the research team employed a survey design. A total of 193 service employees from different service establishments attended the forum where the study was conducted in the capital city of Turkey, Ankara. The results of this study strongly support the premise that effective performance appraisal practices influence employee deviance behavior, and especially that interactional justice is an important predictor of employee violative behavior. Moreover, the findings indicate that there is no evidence regarding the moderating effect of employees' perception of managers' appraisal politics in the negative relationship between performance appraisal effectiveness and employee deviance. © 2018 Taylor & Francis Group, LLC.