Browsing by Author "Zungun D."

Now showing 1 - 3 of 3
  • No Thumbnail Available
    Item
    The perception of the social economy by agricultural producers in the north-east development region of romania; [Žemės Ūkio Produktų Gamintojų Socialinės Ekonomikos Suvokimas Rumunijos Šiaurės Rytų Plėtros Regione]
    (Vilnius University, 2019) Stanciu S.; Virlanuta F.O.; Dinu V.; Zungun D.; Antohi V.M.
    The field of social economy represents a priority at both national and European level, being a research topic for the academic environment and the subject of a large number of research studies. The topic of the present article presents the size of the social economy sector in Romania and the European Union, highlighting the degree of the social economy concept perception degree among farmers in the north-eastern region of Romania. The research was carried out starting from drawing up a questionnaire, its application and the processing of the obtained data. The Communication from the European Commission on the Social Entrepreneurship Initiative (COM / 2011/0682) defines the main features of social enterprises as the provision of social services and/or goods and services to a vulnerable population, i.e. the professional integration of people with employment difficulties. According to COM/2011, working hypotheses were formulated in line with these elements, which allowed the identification of the degree of connection between the variables underlying their drafting: The age of respondents, the socially vulnerable people employment policy, the field of activity, the social responsibility area, the acceptability degree of agricultural social cooperatives, the development of local communities. The results of the research revealed a strong association between the analysed variables, validating the proposed assumptions. © 2019, Vilnius University. All rights reserved.
  • No Thumbnail Available
    Item
    Organizational democracy in the private sector: A field research
    (MDPI, 2020) Bilge H.; Barbuta-Misu N.; Zungun D.; Virlanuta F.O.; Guven H.
    The process of organizational democracy involves a process of associating employees' participation and satisfaction in business processes, increased innovation, increased stakeholder engagement and ultimately increased organizational performance. Organizations and the people that form the organization adapt democracy to achieve social and economic goals by making use of the blessings of democracy. In this way, they aim to reach their goals and to include all members of the organization in the process while achieving these goals, and to sustain the stability. The main purpose of this study is to analyze the democracy perceptions of blue and white collar employees in the private sector through organizational democracy scales, by using various variables and to contribute to the existing literature. The sample of the study constitutes 209 people, white and blue collar employees at various levels in medium and large scale enterprises in the Manisa Organized Industrial Zone in Turkey. As a result of the study, it is seen that married employees and employees who think that their expertise in the job is good have the power to criticize their businesses and exhibit participation. In addition, it has been concluded that employees that are high school graduates see management fairer in terms of salary than other graduates. Another finding in the study is about the size of the pre-work life centers of the workplace. Perceptions and attitudes of the people living in metropolitan and provincial center metros before work observed that more equality was observed in the workplaces than those living in the district centers. © 2020 by the authors.
  • No Thumbnail Available
    Item
    Generation Y’s perception of servant leadership and job satisfaction
    (MDPI AG, 2021) Bilge H.; Virlanuta F.O.; Zungun D.; Barbuta-Misu N.; Comuk P.; Guven E.T.A.
    Generation Y wants to know the reason for everything in their lives, they are curious and most importantly, their characteristic of questioning everything makes them stand out. At the same time, it is hard to influence their characteristic features such as their lack of social skills, little respect for authority, and low level of commitment to their employers when Generation X management tactics are used. The purpose of this study is to better understand Generation Y, to examine their relations with servant leadership practices, and to determine what effects they have on businesses. The field study was made at an established organized industrial zone (OIZ) dating back to 1963. This OIZ is built on an area bigger than 10 million m2 and is divided into 5 subzones. It is currently home to 53,500 employees, has a gross foreign trade volume of $7,200,000,000 and is located in the western Aegean Region of Turkey. The data for the study was collected from 248 participants and scales tested for validity and reliability in Turkish. A model was developed using the data and then it was tested using the confirmatory factor analysis method. The study used Structural Equation Model (SEM) to define the causal relationships between latent variables with a model in the analysis of the data and test its compliance. The result of the analysis reveals that dimensions of accountability and forgiveness from servant leadership practices have a statistically significant effect on personal success, whereas empowerment, accountability, and personal success dimensions have statistically significant effects on job satisfaction. Modesty dimension does not have a significant effect on the personal success and job satisfaction and the dimensions of accountability and forgiveness do not have a significant effect on job satisfaction. In addition, empowerment dimension does not have a meaningful effect on personal success. There is need for more studies to support the accuracy of the result for modesty dimension, since it seems like there is no effect on personal success and job satisfaction. This is a pioneer study since it is an empirical one looking at the application of the servant leadership theory on Generation Y employees. © 2021 by the authors. Licensee MDPI, Basel, Switzerland.