The Effect of Organizatonal Learning on Organizational Commitment in Accommodation Sector

The research was done with the purpose of identifying the relationship between two conceptual structures which were organizational learning and organizational commitment. Main hypothesis was identified as “There is a positive correlation between employees’ organizational learning inclination and organizational commitment.” In order to identify the relation between two conceptual structures, Likert type scale was used by using the literature. Stated likert type scales were applied for 279 people including managers’ and employees’ and statistical analysis on gathered datas from 260 questionnaires was done. In the research, both the correlation between organizational learning and sub-dimensions of organizational commitment which classified as emotional, normative, continuance commitment and the correlation between employees’ age, level of education, position and working period variables and organizational commitment were examined. Regression analysis was used in order to identify the correlation between organizational learning and organizational commitment which was the main hypothesis. Other hypotheses were tested by one way analysis of variance. It was found that that there was a positive correlation between organizational learning and organizational commitment. Result of the analysis indicates that in order to increase organizational learning inclination of managers and employees for developing their organizational commitment, applications for organizational learning should be given importance in companies

The Moderator Effect of the Multinationality Factor on the Relationships Between Organizational Structure and Managerial Competency

The purpose of this study is to reveal the relationship between the organizational structure perceptions and the managerial competence perceptions of individuals working as managers in national and multinational companies in Turkey and to investigate whether these perceptions are affected by “the multi-nationality” factor. In this context, the relationship between the estimation variable "Organizational Structure" and the outcome variable "Managerial Competence" is researched; additionally, the effects of both the estimation variable and the organizational and individual demographic variables on the outcome variable are analyzed. The main research question is whether the managers’ perception of organizational structure affects the perception of managerial competence. The main research hypothesis is that the perception of organizational structure has a positive effect on the perception of managerial competence. The measurement tools developed by the researcher were applied to entry-, middle- and senior-level managers. The research data were obtained from 330 managers working in national companies and 270 managers working in multinational companies operating in Turkey. The results of this research indicated that there was a statistically significant relationship between the estimation variable and the outcome variable and that the perception of organizational structure affects the perception of managerial competence (R2 = 0.530, p <0.05). It was observed that the organizational structure factor explained 53% of the managerial competence factor. In addition, when organizational demographic variables such as “the number of personnel working in the department” and “the model of organization” and individual demographic variables such as “management level” and “total work experience” are considered as factors in the analyses, it was observed that the R2 parameter showing a relationship between the estimation variable and the outcome variable has increased to 62%. Other individual and demographic variables did not contribute to the model, and as a result, their effects are concluded to be either equal or constant. The moderator effect of the "multi-nationality" factor was seen to be not statistically significant, and the moderator effect was not found (R2 = 0.001, p = 0.253> 0.05)

The Effect of Decision Making Competence on Managerial Performance

The performance of the manager, is partly related with decision-making competence. Making decisions properly at the right time and in the best period has the potential to increase the overall success of the manager. Decision-making which means comprehending, thinking, evalua-ting the alternatives and choosing one of the alternatives is a factor that affects manager’s performance directly and provides a competitive advantage for organisations. In this research, the relationships between decision-making competence and managerial performance were discus-sed. The main thesis of this research is that the managers who have high decision-making competence will have high managerial performance. The research was carried out with a population of 424 managers, subordinates, executives and customers/farmers. The evaluation of mana-gerial performance was conducted by taking the factors of subordinates, executives and customers into consideration. The research scales compiled from the literature review and measurement tools developed by the researcher were used in the research. The test of hypothesis was examined by the method of linear regression analysis. The results of this research provided that there was a statistically significant relationship between the decision-making competence of the managers and managerial performance. However, this preliminary study needs to be tested in other businesses and sectors because the data of this study were gathered from a single institution of business

The Effect of Decision Making Competence on Managerial Performance

The performance of the manager, is partly related with decision-making competence. Making decisions properly at the right time and in the best period has the potential to increase the overall success of the manager. Decision-making which means comprehending, thinking, evalua-ting the alternatives and choosing one of the alternatives is a factor that affects manager’s performance directly and provides a competitive advantage for organisations. In this research, the relationships between decision-making competence and managerial performance were discus-sed. The main thesis of this research is that the managers who have high decision-making competence will have high managerial performance. The research was carried out with a population of 424 managers, subordinates, executives and customers/farmers. The evaluation of mana-gerial performance was conducted by taking the factors of subordinates, executives and customers into consideration. The research scales compiled from the literature review and measurement tools developed by the researcher were used in the research. The test of hypothesis was examined by the method of linear regression analysis. The results of this research provided that there was a statistically significant relationship between the decision-making competence of the managers and managerial performance. However, this preliminary study needs to be tested in other businesses and sectors because the data of this study were gathered from a single institution of business

The Moderator Effect of the Multinationality Factor on the Relationships Between Organizational Structure and Managerial Competency

The purpose of this study is to reveal the relationship between the organizational structure perceptions and the managerial competence perceptions of individuals working as managers in national and multinational companies in Turkey and to investigate whether these perceptions are affected by “the multi-nationality” factor. In this context, the relationship between the estimation variable "Organizational Structure" and the outcome variable "Managerial Competence" is researched; additionally, the effects of both the estimation variable and the organizational and individual demographic variables on the outcome variable are analyzed. The main research question is whether the managers’ perception of organizational structure affects the perception of managerial competence. The main research hypothesis is that the perception of organizational structure has a positive effect on the perception of managerial competence. The measurement tools developed by the researcher were applied to entry-, middle- and senior-level managers. The research data were obtained from 330 managers working in national companies and 270 managers working in multinational companies operating in Turkey. The results of this research indicated that there was a statistically significant relationship between the estimation variable and the outcome variable and that the perception of organizational structure affects the perception of managerial competence (R2 = 0.530, p 0.05)

The Effect of Organizatonal Learning on Organizational Commitment in Accommodation Sector

The research was done with the purpose of identifying the relationship between two conceptual structures which were organizational learning and organizational commitment. Main hypothesis was identified as “There is a positive correlation between employees’ organizational learning inclination and organizational commitment.” In order to identify the relation between two conceptual structures, Likert type scale was used by using the literature. Stated likert type scales were applied for 279 people including managers’ and employees’ and statistical analysis on gathered datas from 260 questionnaires was done. In the research, both the correlation between organizational learning and sub-dimensions of organizational commitment which classified as emotional, normative, continuance commitment and the correlation between employees’ age, level of education, position and working period variables and organizational commitment were examined. Regression analysis was used in order to identify the correlation between organizational learning and organizational commitment which was the main hypothesis. Other hypotheses were tested by one way analysis of variance. It was found that that there was a positive correlation between organizational learning and organizational commitment. Result of the analysis indicates that in order to increase organizational learning inclination of managers and employees for developing their organizational commitment, applications for organizational learning should be given importance in companies