ABSTRACT. The first aim of this paper was to investigate how the traditional Protestant work ethic (PWE) and more contemporary work values (i.e., masculine, feminine, and entrepreneurship values) were related to one another, and differed across genders and two cultural contexts, namely Turkey and the U.S. The second aim was to elucidate the role of religiosity in PWE among the two cultural groups. Two hundred and sixty six American and 211 Turkish university students participated in this questionnaire study. The analyses examining cross-cultural differences revealed that Turkish university students reported greater scores in the PWE and all contemporary work values as compared to their American counterparts. For the Turkish sample, there were no gender-related differences in the PWE, whereas in the U.S. sample, men reported greater PWE scores than did women. With regard to gender differences in contemporary work values, our results showed that gender groups differed in feminine and entrepreneurship values in both cultural contexts; men emphasized femininity and entrepreneurship more than women in Turkey but the reverse was true in the U.S. Correlations between contemporary work values and the PWE illustrated that the PWE is associated with entrepreneurship and masculine values in both cultural contexts and with feminine values in the Turkish context. Finally, our results regarding the role of religiosity in PWE indicated that highly religious participants reported greater PWE scores than the less religious ones regardless of culture. Findings are discussed with reference both to differences in the two socio-cultural contexts and to recent change in the social structure of Turkish society.

Our aim in this study was to determine the effect of organizational culture on the relationship between perception of leadership style and commitment to the organization by identifying firstly how Turkish doctors perceived the leadership behavior at private hospitals and then assessing the level of their organizational commitment. We developed and then tested a research model that incorporated leadership style, organizational commitment, and organizational culture. We distributed a survey to doctors working at four private hospitals in Turkey (N = 98). We found that doctors' perceptions of leadership behavior had a statistically significant, positive effect on their level of organizational commitment. We also found that organizational culture did not act as a moderator in this relationship.

The aim of this research is to analyze the relations between personality traits and work alienation. This cross-sectional was carried out among nurses who work in teaching and research hospitals. A total of 600 (547 women/53 men) people participated in the study. The "Personal Information Form" was developed by the researcher, the "Work Alienation Scale" developed by Mottaz (1981), The "Five Factor Personality Features Scale" developed by John et al (1991), were also used. These are applied to the nurses which form the sample of the research. In the evaluation of the data; frequency analysis, correlation analysis, structural regression and path analysis were used. In the neurotic personality of personality traits of nurses had an influence on dimension of meaninglessness of work alienation and five other personality traits were found to have no significant effect on work alienation.

ÖzÇalışmanın amacı örgütsel adalet, örgütsel güven algılarının İBB Spor İstanbul'da çalışanların örgütsel bağlılık davranışları üzerine etkilerini incelemektir. Araştırmanın örneklemini, İBB Spor İstanbul'a bağlı 40 spor tesisinde rastgele seçim yöntemi kullanılarak seçilen %54,9'u (n:225) erkek ve %45,1'i (n:185) kadın personeller oluşturmuştur. Araştırmada veri toplama aracı olarak Niehoff ve Moorman tarafından geliştirilen örgütsel adalet; Hoy ve Tschannen-Moran tarafından geliştirilen yöneticiye güven; Daboval, Comish, Swindle ve Gaster tarafından geliştirilen örgüte güven; Allen, Meyer ve Smith tarafından geliştirilen örgütsel bağlılık ölçekleri kullanılmıştır. Değişkenler; faktör analizi, korelasyon analizi ve Yapısal Eşitlik Modeli-Kısmi En Küçük Kareler ile test edilmiştir. Araştırma sonucunda, örgütsel adalet ve örgütsel güven algılamaları ile örgütsel bağlılık davranışı arasında pozitif ve anlamlı bir ilişkinin olduğu bulunmuştur. Yol analizi sonucunda ise dağıtımsal adalet ile duygusal bağlılık arasında, yöneticiye güven ile normatif bağlılık arasında, örgüte güven ile duygusal bağlılık arasında ve son olarak kuruma güven ile normatif bağlılık arasında pozitif ve anlamlı bir ilişki bulunmuştur. Sonuç olarak, çalışanların yüksek organizasyonel güven ve örgütsel adalet algılarının, örgütsel bağlılığın artmasına neden olacağı söylenebilir.

This research aims to explain the effect of learning styles and locus of focus on the decision-making styles of leader managers. Therefore; firstly the learning styles, locus of control, decision-making styles were identified, then the relationship between the learning style and locus of control were analysed and the effects of learning styles and locus of control on the decision-making styles were investigated. Three scales were used for the research. The Decision-Making Styles Scale (DMSS) was developed by Scott and Bruce (1995) and adapted in Turkish by Taşdelen (2002). The Locus of Control Scale was developed by Dağ (2002) through using the Internal-External Locus of Control Scale of Rotter (1966) to identify the locus of control centre. Kolb Learning Style Inventory was developed by Kolb and translated and adapted to Turkish by Aşkar and Akkoyunlu (1993). The research covers the school principals, head vice principals and vice principals of state high schools of Ministry of Education located in İzmir. The findings were analysed in SPSS 21.0 and AMOS 20.0 programs. The results of research indicate that the leader managers mainly use the rational decision-making styles. Learning styles and locus of control are partially effective on the decision-making styles and the locus of control is effective on the learning style of participants.

Economic and social developments in our age; It has made understanding the attitudes and behaviors of human capital, which is one of the most important resources of organizations, the essential art of management science.In this study, it was aimed to investigate the regulatory role of organizational justice in the relationship between teachers' organizational identity and commitment.While studies examining the relationship between organizational commitment and organizational justice perception are quite common in the literature, there are few studies that deal with these concepts with an integrated model. Therefore, the regulatory effect of the concept of organizational justice is discussed in the context of this research.This research is a quantitative study designed in relational screening model. The data of the research was obtained from 567 teachers working in the province of Istanbul by convenience sampling method. The "Organizational Identity Scale" developed by Jones and Volpe (2010), the "Tripartite Commitment Scale" developed by Meyer, Allen and Smith (1993), and the "Organizational Justice Scale" developed by Niehoff and Moorman (1993) were used in the research. Confirmatory Factor Analysis was performed for the validity of the scales and hierarchical regression model was used to determine the regulatory role of organizational justice. The data collected from the participants were analyzed using statistical package programs.In this study, it was determined that interactional justice has a moderating role in the relationship between organizational identity perception and continuance commitment and normative commitment, and distributive justice has a moderator role in the relationship between organizational identity perception and normative commitment. In this context, it has been determined that managers' fair practices and positive behaviors have a regulatory role in the relationship between organizational identity and commitment.In line with the research findings, it has been suggested that managers should attach importance to interaction and distributive justice in management activities and practices in order to increase employees' organizational identity perceptions and commitment.

1. Introduction Today, enterprises aim to increase the number of employees and provide competitive advantage. The identification of employees with organizational goals and objectives is important for corporate success. However, the way to direct employees to these goals and objectives is to create common values. It is not always easy to abandon beliefs and habits for individuals from different cultures. At this point, it can be said that the most fundamental task of the institution is to protect the interests of the individual and the organization. The degree to which employees adopt the current culture is evidence of their commitment to the organization. Because the sense of loyalty occurs situationally, emotionally or compulsively. Therefore, the concepts of organizational culture and organizational commitment have become an issue for institutions. These concepts which are important for organizations are examined in detail in the research. 2. Literature Review 2.1. Concept of Organizational Culture, Definition, Importance, Dimensions, Properties And Functions Culture is the system of values and beliefs, with the distinctive features of the organization. Organizations host common goals. This allows employees to gather around common values. In other words, it can be said that institutions lead the formation of culture through their lives and traditions. Individuals take part in different organizations throughout their lives. Non-governmental organizations, family life and business life are examples of these organizations. When we think that every individual in the society has different cultural characteristics, it is natural for organizations to have a culture of their own (Dursun, 2013: 45). Businesses want to achieve organizational goals through employees. There is a difference in quality and time between an individual's work with limited time and resources alone, and his / her work as a group. Individuals want to improve their personal shortcomings when joining an organization. Consequently, structures that eliminate these deficiencies in certain activity plans can be defined as organizations (Leblebici and Karasoy, 2009: 281). As well as individuals, organizations also have specific goals. It is possible to define organizational culture as the unification of the aims of institutions and individuals.

Many of the active organizations today, enter into competition by working with great ambition to reach a successful position in their sectors. One of the biggest factors that increase the productivity of the organizations is a successful employee profile. Working stress is one of the most important factors affecting the success and satisfaction of the individuals working in the organization. Organizational managers also need to increase their employees' job satisfaction levels in order to bring their organization to a good position in their sectors. The aim of this study is to determine the effect of working stress on job satisfaction. While the theoretical framework of the study was created with the concepts of stress and job satisfaction, the theoretical framework was supported by the surveys conducted at the bank branches of the Avcılar district in Istanbul. According to the results, the level of stress of the bank employees caused by the organizational policies and the level of job satisfaction resulting from the content of the work were found to be high. According to the results of the study, when the relationship between the work stress of the bank employees and job satisfaction was studied, it was seen that as their level of stress due to the structure of the work increased, their general job satisfaction and the sub-dimensions of internal and external job satisfaction decreased. It is also among the results that the internal job satisfaction levels decreased as a result of the increase in the stress levels caused by the organizational structure.