Türki̇ye’de Y Kuşağinin Yaş Araliği

Yüksekbilgili, Zeki

doi:10.17755/esosder.86949

Cited by 34 publications

(31 citation statements)

References 1 publication

(2 reference statements)

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“…%95 (Gökaliler vd., 2011:46;Keleş, 2011:137;Konda Araştırma, 2011:24;SEKAM, 2014;Intel, 2012:3;Ipsos, 2012;Toruk, 2008:483;Tufur, 2011:34-36;Yüksekbilgili, 2013 (Alsop, 2008:30-35;Raines, 2003:153;Puybaraud, 2010:20;Weston, 2006;Zemke vd., 2013:123).…”

Section: Bulgular Ve Tartişma (Findings and Discussion)mentioning

confidence: 99%

Türki̇ye’de Y Kuşaği Özelli̇kleri̇ni̇ Beli̇rlemeye Yöneli̇k Bi̇r Çalişma: Okul Yöneti̇ci̇leri̇ Üzeri̇ne Bi̇r Araştirma

Ekşili¹,

Antalyali²

2017

NWSA

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Section: Bulgular Ve Tartişma (Findings and Discussion)mentioning

confidence: 99%

Türki̇ye’de Y Kuşaği Özelli̇kleri̇ni̇ Beli̇rlemeye Yöneli̇k Bi̇r Çalişma: Okul Yöneti̇ci̇leri̇ Üzeri̇ne Bi̇r Araştirma

Ekşili¹,

Antalyali²

2017

NWSA

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“…Thus, in order to correctly understand Generation Y's work attitudes, preferences and motivation elements in Turkey, first it is important to focus on the right group of Generation Y people. By scholars such as, Arsenault, Lower, Miller and Washington, it is widely accepted that the generation born between the years 1980 -2000 are Generation Y (Yüksekbilgili, 2015). However, a recent study by the same researcher with participation of one thousand two hundred and forty-seven people shows that Turkey's Generation Y consists of people born between the years 1983-1994(Yüksekbilgili, 2015.…”

Section: Generation Y At Workplacementioning

confidence: 99%

Job Satisfaction Preferences of Generation Y;the Relationship Between Job Satisfaction and Organizational Commitment

Erben

Büyüktaş²

2020

Beykent Üniversitesi Sosyal Bilimler Dergisi

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This study aims to examine Generation Y's work expectations in Turkey; and in relation to that; analyzing their current overall satisfaction and type of commitment they have towards their organization. With Generation Y's population at workplace increasing day by day; their expectations and preferences at workplace is being a more relevant matter in order to retain this generations' talent. This study focuses on the concepts of motivation theories, organizational commitment and the relationship between Generation Y motivators and organizational commitment. These concepts then have been linked to the quantitative analysis that has been conducted by 251 Generation Y employees in Turkey. With the survey method, their work preferences and their current level of satisfaction and organizational commitment have been questioned. It is found out that motivators and job commitment have a positive relationship; as there is a positive relationship between Generation Y job commitment and overall satisfaction.

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“…Artık Y kuşağı işgücü tüm dünyada etkisini hissettirdiğinden, yönetici ve işverenlerin iş alanlarını ve uygulamalarını, bu kuşağın şekillendirdiği yeniliklere uydurmaları gerektiği açıktır (Puybaraud, 2010). İş yerlerine yenilik ve enerji getiren bu kuşağa uygun bir yönetim şeklinin gerekliliği kaçınılmazdır (Yüksekbilgili, 2013;Koç, 2007;Krywulak ve Roberts, 2009). …”

Section: Kuşaklar Ve öRgütsel Sessizlik/seslilik 95unclassified

“…Bu kuşaktaki insanlar, yalnızlık ve aşırı bireyselleşme yaşadıkları ve yaşamaya devam edeceklerinden ötürü "Yeni Sessiz Kuşak" (The New Silent Generation) olarak da isimlendirilmektedirler (Strauss ve Howe, 1999'dan akt. Yüksekbilgili, 2013). Bugün iş yaşamında henüz yer almadıklarından örgütsel davranış ve tutumları araştırılmamıştır.…”

Section: Z Kuşağı (2000 Ve Sonrası)unclassified

Kuşaklar Ve Örgütsel Sessi̇zli̇k / Sesli̇li̇k

Gündüz

Pekçetaş²

2018

İşletme Bilimi Dergisi

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Aim: Generations can be defined as age groups influenced by political, cultural and other variables between periods. However, it is clear that there is not only age difference in the single detail that separates the generations from each other. It has been pointed out in literature that there are profound differences between generations in all organisational aspects. Organisational silence/voice, an organisational behaviour could differ in different generations. Leadership studies should keep up with the expectations of new coing generations. In this respect, the aim of this study is to evaluate the level of silence/voice within the organization on the basis of generations.Method: 30-item Organisational Silence Scale was used with convenience sampling method on a research set of fuel oil workers. The sample of the study consisted of 133 employees from 10 stations of a fuel distibution company in Istanbul.Findings: It was demonstrated that the general organisational silence level of Generation X is higher that Generation Y's. Results:The utomost conntribution of this study is to give insights for managers in order to create a proper organisational climate considering the characteristics of Generation X and generation Y.

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Türki̇ye’de Y Kuşağinin Yaş Araliği

Cited by 34 publications

References 1 publication

Türki̇ye’de Y Kuşaği Özelli̇kleri̇ni̇ Beli̇rlemeye Yöneli̇k Bi̇r Çalişma: Okul Yöneti̇ci̇leri̇ Üzeri̇ne Bi̇r Araştirma

Türki̇ye’de Y Kuşaği Özelli̇kleri̇ni̇ Beli̇rlemeye Yöneli̇k Bi̇r Çalişma: Okul Yöneti̇ci̇leri̇ Üzeri̇ne Bi̇r Araştirma

Job Satisfaction Preferences of Generation Y;the Relationship Between Job Satisfaction and Organizational Commitment

Kuşaklar Ve Örgütsel Sessi̇zli̇k / Sesli̇li̇k

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