An online handwriting recognition system for Turkish

Despite recent developments in Tablet PC technology, there has not been any applications for recognizing handwritings in Turkish. In this paper, we present an online handwritten text recognition system for Turkish, developed using the Tablet PC interface. However, even though the system is developed for Turkish, the addressed issues are common to online handwriting recognition systems in general. Several dynamic features are extracted from the handwriting data for each recorded point and Hidden Markov Models (HMM) are used to train letter and word models. We experimented with using various features and HMM model topologies, and report on the effects of these experiments. We started with first and second derivatives of the x and y coordinates and relative change in the pen pressure as initial features. We found that using two more additional features, that is, number of neighboring points and relative heights of each point with respect to the base-line improve the recognition rate. In addition, extracting features within strokes and using a skipping state topology improve the system performance as well. The improved system performance is 94% in recognizing handwritten words from a 1000-word lexicon

Perceived Overqualification and Collectivism Orientation:Implications for Work and Nonwork Outcomes

In this research, we simultaneously examined the relative applicability of person-environment fit and relative deprivation theories in explaining the interactive effects of perceived overqualification and collectivism cultural orientations on positive outcomes. We hypothesized that the negative (positive) influence of perceived overqualification on person-environment fit (relative deprivation) will be weaker among employees with high collectivism cultural orientation. We also examined which of these two different mechanisms would explain the hypothesized interactive effects in predicting these workers’ citizenship behavior, personal initiative, work engagement, and life satisfaction. We tested our hypotheses in two studies. In Study 1, we recruited professional staff (n = 852) and their coworkers (n = 301) from 95 universities and tested our hypotheses in a matched sample of 190 employees and their peers. The moderated mediation results supported the idea of person-environment fit (but not relative deprivation) as the mechanism explaining why collectivism orientations assuaged the negative effects of perceived overqualification on these outcomes. We constructively replicated these results in Study 2, which was a time-lagged design with full-time employees (n = 224). Study 2’s results further supported the robustness of our model by testing alternative moderators, mediators, and outcomes.</p

Under Pressure: Employee Work Stress, Supervisory Mentoring Support, and Employee Career Success

Despite consistent findings that stressed employees benefit from social support, these employees do not always have access to such support. We propose and test a conceptual model suggesting employee work stress will negatively affect supervisory career and psychosocial mentoring support. Drawing from social exchange theory, we predict this will indirectly affect employee career success (lower career satisfaction and promotability ratings, fewer promotions), and that the relationship between employee work stress and lower supervisory mentoring support can be explained by lower levels of work engagement experienced by, and attributed to, stressed employees. We tested our model across three studies. In Study 1, we collected four waves of multisource field data (254 employees, 127 managers, and company records) at a large postal organization in the United Kingdom (UK). Employee work stress was negatively related to supervisor career and psychosocial mentoring support, and indirectly affected career satisfaction and manager promotability ratings of employees via supervisor career mentoring support. Cross-lagged panel analyses in a supplemental study additionally supported the proposed directionality of relationships. Study 2 included data across three waves from employees in Hong Kong (n = 137) and showed that employee work stress had indirect effects on supervisor career and psychosocial mentoring via lower employee engagement. In Study 3, using data from supervisors in the UK (n = 240) we showed that supervisor perceived employee stress had indirect effects on their provision of supervisor career and psychosocial mentoring support via lower perceived employee engagement

A relational model of perceived overqualification : the moderating role of interpersonal influence on social acceptance.

Theories of perceived overqualification have tended to focus on employees’ job-related responses to account for effects on performance. We offer an alternative perspective and theorize that perceived overqualification could influence work performance through a relational mechanism. We propose that relational skills, in the form of interpersonal influence of overqualified employees, determine their tendency to experience social acceptance and, thus, engage in positive work-related behaviors. We tested this relational model across two studies using time-lagged, multisource data. In Study 1, the results indicated that for employees high on interpersonal influence, perceived overqualification was positively related to self-reported social acceptance, whereas for employees low on interpersonal influence, the relationship was negative. Social acceptance, in turn, was positively related to in-role job performance, interpersonal altruism, and team member proactivity evaluated by supervisors. In Study 2, we focused on peer-reported social acceptance and found that the indirect relationships between perceived overqualification and supervisor-reported behavioral outcomes via social acceptance were negative when interpersonal influence was low and nonsignificant when interpersonal influence was high. The implications of the general findings are discussed

Trust in Organization as a Moderator of the Relationship between Self-efficacy and Workplace Outcomes: A Social Cognitive Theory-Based Examination

Drawing on a social cognitive theory perspective, we contend that an employee\u27s trust in oneself, or self‐efficacy, will interact with the individual\u27s trust in the system, or trust in organization, to predict job attitudes and behaviours. Specifically, we expected that self‐efficacy would have stronger effects on job attitudes (job satisfaction and turnover intentions) and behaviours (task performance and organizational citizenship behaviours) to the degree to which employees perceive high levels of trust in organization. Using data collected from 300 employees and their respective supervisors at a manufacturing organization in Turkey across three waves, we found that self‐efficacy had more positive effects on job satisfaction, task performance, and citizenship behaviours when trust in organization was high. Interestingly, self‐efficacy had a positive effect on turnover intentions when trust in organization was low, indicating that high trust in organization buffered the effects of self‐efficacy on intentions to leave. The results suggest that the motivational value of trust in oneself is stronger to the degree to which employees also have high trust in the system, whereas low trust in system neutralizes the motivational benefits of self‐efficacy

Leader-member exchange differentiation fairness: Evidence for a new construct.

Leader-member exchange differentiation fairness: Evidence for a new construct

Creating and Maintaining Environmentally Sustainable Organizations: Recruitment and Onboarding

There is a growing realization that economic sustainability is intertwined with environmental sustainable development. The authors explore this topic, how recent changes in the global environment have led companies to realize that by solely focusing on maximization of shareholder financial returns, the long term economic viability of their firms is threatened

Biting the Hand that Heals: Mistreatment by Patients and the Well-being of Healthcare Workers

Purpose The purpose of this paper is to explore the relationship between stress due to mistreatment by patients and caregivers’ own well-being indicators (anxiety, depression, and behavioral stress indicators). Based on predictions consistent with the job demands-resources model, it is anticipated that satisfaction with job resources would moderate the relationship between mistreatment by patients and well-being indicators. Design/methodology/approach Hypotheses were tested with a sample of 182 employees in a leading training and research university hospital in Istanbul, Turkey. Results were partially replicated for a separate sample of 122 healthcare workers. Data were collected using the survey methodology. Findings The findings suggest that patient injustice is positively related to depression and behavioral stress indicators when satisfaction with job resources is high. Results illustrate that satisfaction with job resources has a sensitizing, rather than a buffering, role on the relation between mistreatment by patients, depression, and behavioral stress indicators, negatively affecting employees with higher levels of satisfaction with job resources. Originality/value Organizational justice researchers recently started recognizing that in addition to organizational insiders, organizational outsiders such as customers and patients may also be sources of fair and unfair treatment. Based on this stream of research, unfair treatment from outsiders is associated with retaliation and a variety of negative employee outcomes. The study extends the currently accumulated work by examining how mistreatment from care recipients relates to healthcare workers’ own health outcomes

Principles of Management Version

Version 1.1 boasts 16 brand new end of chapter cases! If you like to use case examples in your Principles of Management course, then Version 1.1 is right for you. The cases are as follows: 1. Goodwill 2. SAS 3. Hanna Andersson 4. Xerox 5. Flat World Knowledge 6. Nucor Steel 7. Toyota 8. Google 9. Social Networking 10. Indra Nooyi, CEO of Pepsi 11. Bernard Ebbers, Former CEO of WorldCom 12. Edward Jones Investments 13. GE 14. Zappos 15. Newell Company 16. Kronos Principles of Management-Version 1.1 by Carpenter, Bauer and Erdogan teaches management principles to tomorrow’s business leaders by weaving three threads through every chapter: strategy, entrepreneurship and active leadership.Strategic — All business school teachings have some orientation toward performance and strategy and are concerned with making choices that lead to high performance. Principles of Management will frame performance using the notion of the triple bottom-line — the idea that economic performance allows individuals and organizations to perform positively in social and environmental ways as well. The triple bottom line is financial, social, and environmental performance. It is important for all students to understand the interdependence of these three facets of organizational performance. The Entrepreneurial Manager — While the ”General Management“ course at Harvard Business School was historically one of its most popular and impactful courses (pioneered in the 1960s by Joe Bower), recent Harvard MBAs did not see themselves as ”general managers.“ This course was relabeled ”The Entrepreneurial Manager“ in 2006, and has regained its title as one of the most popular courses. This reflects and underlying and growing trend that students, including the undergraduates this book targets, can see themselves as entrepreneurs and active change agents, but not just as managers.By starting fresh with an entrepreneurial/change management orientation, this text provides an exciting perspective on the art of management that students can relate to. At the same time, this perspective is as relevant to existing for-profit organizations (in the form intrapreneurship) as it is to not-for-profits and new entrepreneurial ventures.Active Leadership —Starting with the opening chapter, Principles of Management show students how leaders and leadership are essential to personal and organizational effectiveness and effective organizational change. Students are increasingly active as leaders at an early age, and are sometimes painfully aware of the leadership failings they see in public and private organizations. It is the leader and leadership that combine the principles of management (the artist’s palette, tools, and techniques) to create the art of management.This book's modular format easily maps to a POLC (Planning, Organizing, Leading, and Controlling) course organization, which was created by Henri Fayol (General and industrial management (1949). London: Pitman Publishing company), and suits the needs of both undergraduate and graduate course in Principles of Management

Accidents Happen: Psychological Empowerment as a Moderator of Accident Involvement and Its Outcomes

Research in the occupational safety realm has tended to develop and test models aimed at predicting accident involvement in the workplace, with studies treating accident involvement as the starting point and examining its outcomes being more rare. In the current study, we examine the relationship between accident involvement and a series of outcomes drawing upon a learned helplessness theory perspective. Specifically, we predicted that psychological empowerment would moderate the relationship between prior accident involvement and outcomes. We tested our hypotheses on a sample of 392 employees and their 66 supervisors working in an iron and steel manufacturing firm in Southern Turkey, using data collected from employees and their supervisors via four separate surveys. Results suggest that accident involvement was positively related to supervisor rated employee withdrawal, production deviance, and sabotage only when psychological empowerment was low. The results illustrate that workplace accidents have indirect costs in the form of higher withdrawal and maladaptive behaviors, and organizations may inoculate employees against some of these outcomes via higher psychological empowerment