300 10 3494 https://omeka.ibu.edu.ba/files/original/c0a213ae4ce049da3e30dd42ec5682d7.pdf 6a9be4fb835bc5e7e8e24bac15c09442 PDF Text Text International Conference on Economic and Social Studies, 10-11 May, 2013, Sarajevo The Relation between Self-Esteem in Decision Making, Decision Making Styles and Problem Solving Skills Yusuf Yılmaz Akdeniz University, Antalya, Turkey yusufyilmaz@akdeniz.edu.tr Sevcan Yıldız Akdeniz University, Antalya, Turkey sevcanyildiz@akdeniz.edu.tr The aim of this study is to examine whether a relationship between SelfEsteem in Decision Making, Decision Making Styles and Problem Solving Skills. The importance of this study stems from the fact that there are very few studies in national and international literature regarding self-esteem, decision making styles, and problem solving skills of employees working in the tourism sector. In this respect, this study shall greatly contribute to the literature. The working group of the study consists of 442 participants who are working actively as tourist guides in the provinces of Antalya, Ankara, Muğla and Antalya. Correlation analysis was applied to testing hypothesis. Keywords: Professional Tourist Guide, Self-Esteem, Problem Solving, Problem Solving Skills, Decision Making, Tourism Management. 277 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 1686 Title A name given to the resource The Relation between Self-Esteem in Decision Making, Decision Making Styles and Problem Solving Skills Author Author YILMAZ, Yusuf YILDIZ, Sevcan Abstract A summary of the resource. The aim of this study is to examine whether a relationship between Self- Esteem in Decision Making, Decision Making Styles and Problem Solving Skills. The importance of this study stems from the fact that there are very few studies in national and international literature regarding self-esteem, decision making styles, and problem solving skills of employees working in the tourism sector. In this respect, this study shall greatly contribute to the literature. The working group of the study consists of 442 participants who are working actively as tourist guides in the provinces of Antalya, Ankara, Muğla and Antalya. Correlation analysis was applied to testing hypothesis. Keywords: Professional Tourist Guide, Self-Esteem, Problem Solving, Problem Solving Skills, Decision Making, Tourism Management. Publisher An entity responsible for making the resource available International Burch University Date A point or period of time associated with an event in the lifecycle of the resource 2013-05-10 Keywords Keywords. Article PeerReviewed Identifier An unambiguous reference to the resource within a given context ISSN 2303-4564 https://omeka.ibu.edu.ba/files/original/2557eb6d66c6a8c7caf6ee2045460317.pdf 51457cf19c30dbb1de67aad04ee17d2b PDF Text Text 2nd International Symposium on Sustainable Development, June 8-9, 2010 Sarajevo The Relations among Individual and Organization by Method of the MyersBriggs Personality Indicator Assist. Prof. Dr. Amel Alić University of Zenica Pedagogical Faculty Zenica aalic@ibu.edu.ba Abstract Personality type is a concept which, in the field of research of the organizational culture, could be related to the Briggs & Myers model of personality development. Briggs and Myers were the authors of the world’s most extensive database of the MBTI or the Myers-Briggs personality type indicators. Today, the appliance of the MBTI model is supported by the observation of typological code for 16 types of personalities, while dichotomy of these four preferences results in 16 types of personality that form the base of the Myers model and the MBTI indicator. Based on the observation of a typological code for 16 personality types and by permutation of dichotomies of these four preferences, 16 personality types which form the base of the Myer’s model and the MBTI indicator were defined. Nowadays, it is well-known, that dominance of personality types among individuals, as well as among personality types of organizations, could vary from culture to culture. On the basis of these researches it was confirmed that specific quality of a culture and characteristics of the climate in which the culture has been developing (specific beliefs, system of values and patterns of behavior) determine the way in which the organizational culture will develop and the directions which it will follow. They also define the relations between an individual and an organization, among individuals, especially in the sense of defining freedoms, rights and power relations. The aim of this research is to investigate the possibility of appliance of the MBTI personality indicators, to both, individuals and school organizations. Using the results of this widespread and cross-culturally applied indicator, it is possible to establish a unique profile of schools and individuals employed there. It is also possible to establish characteristic strengths and weaknesses, work environment, communication styles, management types, and by recognizing a dominant profile, it is possible to influence the improvement of the work quality of an individual and of the whole school organization. Key words: personality type, organization personality type, organizational culture 243 �2nd International Symposium on Sustainable Development, June 8-9, 2010 Sarajevo Introduction Personality type or psychological type is a concept most frequently related to the model of personality development created by Katharine Brigg and her daughter Isabel Myers (Briggs & Myers), the authors of the most extensive database about personality typology, known as the MBTI or Myers-Briggs personality type indicators. Myers and her mum Katharine Briggs developed a model and a database on the grounds of the ideas and theories of the psychologist Carl Jung, Freud’s contemporary and a leading representative of the Gestalt theory of personality. During the early 1940s Myers and Briggs expanded Jung’s model through the initial development of the MBTI by adapting Jung’s concept to a language understandable to common people. The book “Gifts Differing” by Isabel Myers which was published in 1980, after she had died, gives a comprehensive introduction to Jung/Myers theory (Berens, Nardi, 1999). The MBTI is a registered trademark of the Myers-Briggs Indicator Trust board, published by CPP, Inc (previously Consulting Psychologist Press) which also distributes the database and together with the authorized publishers make the MBTI available in about 20 different languages. Besides, the alternative versions of the database have been professionally adjusted and verified for other languages as the literal translations from the English language would have been inadequate. After almost twenty-years-long research of the Jung’s theory (from 1923 until 1941), these authors managed to develop an empiric way of establishing personality typology by adding two more types. After the MBTI “personality indicator” had been tested and updated by Educational Testing Service (1956) and Typology Laboratory (University of Florida, 1971), Consulting Psychologists Press (1975) published one of their most famous editions of the MBTI personality indicators (Fakete, Keith, 2003; Kaluzniacky, 2004). Today, this typology has been widely applied and approved of by various associations. One of the most recent versions is the one suggested by David Keirsey and Marilyn Bates (Please, Understand Me, 1978). According to Berens and Nardi (1999, p. 46.), it is also possible to divide group 16 types in 4 central quadrants of temperaments: NT (rational), NF (idealist), SJ (guardian) and SP (artisan): INFJ Foreseer Developer INFP Harmonizer Clarifier ISTJ Planner Inspector ISFJ Protector Supporter ENFJ Envisioner Mentor ENFP Discoverer Advocate ESTJ Implementor Supervisor ESFJ Facilitator Caretaker INTJ Conceptualizer Director INTP Designer Theorizer ISTP Analyzer 0perator ISFP Composer Producer ENTJ Strategist Mobilizer ENTP Explorer Inventor ESTP Promoter Executor ESFP Motivator Presenter Table 1. Myers-Briggs personality types (adapted from: Berens & Nardi, 1999., p.8.-9.) Personality and organization Today, the appliance of the MBTI model is supported by the observation of typological code for 16 types of personalities, while dichotomy of these four preferences results in 16 types of personality that form the base of the Myers model and the MBTI indicator. The preference of a specific mental orientation is determined by extraverted and introverted domination. In Mayer’s personality determination this is represented by the first letter: E or I. While extraverts derive energy from the outer world as a primary energy source, introverts derive primary energy from an inner world of information, thoughts, ideas and other reflections. Rarely, almost never, extraverts need to “recharge batteries” as a result of too much interaction with the people in surrounding. They have to confront things, people, places and activities in the outer world, the source of their life strength. On the other hand, when the circumstances require a large quantity of attention focused to the “outer” world, introverts will find themselves retreating toward a private sphere in order to recover their inner energy. 244 �2nd International Symposium on Sustainable Development, June 8-9, 2010 Sarajevo Two types of perceptional mental processes determine the preference of sensing or intuiting, thinking or feeling. The first group of mental preferences refers to the way of perception or gaining information. In the Myer’s personality determination, this is represented by the second letter: S or N. Those preferring sensing perception favour clear, palpable data and information which are easily incorporated into their “here and now” experiences. Unlike the first, intuiting perception gathers abstract, conceptual, more general pieces of information and projects them into the future. The second group of mental preferences explains the way people make ”judgments” and decisions – which reveals judging processes. In the Myer’s personality determination, this is represented by the third letter: T or F. Those preferring thinking judgments are naturally predisposed to make decisions in an objective, logical and analytic way with an accent on completing the tasks and achieving good results. The owners of feeling judgments make decisions in a global, harmonic way, and in accordance with the system of values. They also take into account the consequences of their decisions and actions on other people. Mental processes that determine orientation in the outer world by the MBTI model, reveal the preference of judging type to perceiving type. This last dichotomy in the Myers-Briggs typology is represented by the fourth letter: J or P. Past researches show that those who prefer judging mostly rely on T or F preference in leading the outer life. Typically, this leads to a style based on self-containment, organization, planning or in one way or another, sorting out things and/or people in the outer world. Meeting the needs require intervening in the outer world. While some people do it intrusively, others, with respecting other people, do it discreetly. On the other hand, those who prefer perception rely on S or N preference within the sorting out the outer world. Typically, this leads to an open, adjustable and flexible style of treating things and people in the outer world. (Berens, Nardi,1999) Based on the observation of a typological code for 16 personality types and by permutation of dichotomies of these four preferences, 16 personality types which form the base of the Myer’s model and the MBTI indicator were defined. In the first quadrant, matrix 4x4, there are “idealist-diplomacy types”: INFJ – foreseer developer, INFP – harmonizer clarifier, ENFJ – envisioner mentor and ENFP – discoverer advocate. Personality types in this quadrant are determined by the dominance of an intuitive-feeling profile. The following table describes personality positioned in the first quadrant: INFJ – foreseer developer Personal growth. Sustain the vision. Honouring the gifts of others. Taking a creative approach to life. Talent for foreseeing. Exploring issues. Bridge differences and connect people. Practical problem solving. Live with a sense of purpose. Living an idealistic life often presents them with a great deal of stress and a need to withdraw. ENFJ – envisioner mentor Communicate and share values. Succeeding at relationships. Realizing dreams-their own and others. Seek opportunities to grow together. Heeding the call to a life work or mission. Enjoy the creative process. Intuitive intellect. Reconcile the past and the future. Talent for seeing potential in others. 0ften find living in the present difficult. INFP – harmonizer clarifier Going with the flow Knowing what is behind what is said. Uncovering mysteries' Exploring moral questions. Talent for facilitative listening' Relate through stories and metaphors' Balancing opposites. Getting reacquainted with themselves' Struggling with structure and getting their lives in order. ENFP – discoverer advocate Inspiring and facilitating others. Exploring perceptions. Talent for seeing what's not being said and voicing unspoken meanings. Seek to have ideal relationships. Recognize happiness. Living out stories. Respond to insights in the creative process. Finding the magical situation. Restless hunger for discovering their direction. Table 1. An explanation of “idealist-diplomacy types” (Adapted from: Berens, Nardi,1999) Second quadrant describes people with a dominant intuitive-thinking profile and these types, authors (like Berens & Nardi) describe as “rational strategy types”: INTJ – conceptualizer director, INTP – designer theorizer, ENTJ – strategist mobilizer and ENTP – explorer inventor. INTJ – conceptualizer director Maximizing achievements. Drive for self-mastery. Build a vision. Very tong-range strategizing. Realizing progress toward goals' Systems thinking. Talent for seeing the reasons behind things. Being on the Leading edge. Maintaining independence. Find it difficult to let INTP – designer theorizer Becoming an expert. Seeing new patterns and elegant connections. Talent for design and redesign. Crossing the artificial boundaries of thought. Activate the imagination. Clarifying and defining. Making discoveries. Reflect on the 245 �2nd International Symposium on Sustainable Development, June 8-9, 2010 Sarajevo go in interacting with others. ENTJ – strategist mobilizer Being a leader. Maximize talents. Intuitive explorations. Forging partnerships. Mentoring and empowering. Talent for coordinating multiple projects. Balance peace and conflict. Predictive creativity. Often overwhelmed by managing all the details of time and resources. process of thinking itself. Detach to analyze. Struggle with attending to the physical world. ENTP – explorer inventor Being inventive. Talented at building prototypes and getting projects launched. Lifelong learning. Enjoy the creative process. Share their insights. Strategically formulate success. An inviting host' Like the drama of the give and take. Trying to be diplomatic. Surprised when their strategizing of relationships becomes problematic. Table 2. An explanation of “rational strategy types” (Adapted from: Berens, Nardi,1999) In the third quadrant there are people with dominant sensory-feeling/thinking profile. In the researches, these people are described as “guardian logistic types” ISTJ – planner inspector, ISFJ – protector supporter, ESTJ – implementor supervisor and ESFJ – facilitator caretaker. ISTJ – planner inspector Drawing up plans and being prepared. Take responsibility. Getting work done first. Being active in the community. Loyalty to their roles. Cultivating good quantities. Doing the right thing. Bear life's burdens and overcome adversity. Talented at planning, sequencing, and noticing what's missing. Having to learn so much in hindsight is painful at times. ESTJ – implementor supervisor Talent for bringing order to chaotic situations. Educating themselves. Industrious, work-hard attitude. Balance work with play. Having a philosophy of life. Having the steps to success. Keeping up traditions. Being well balanced. Connecting their wealth of life experiences. 0ften disappointed when perfectionist standards for economy and quality are not met. ISFJ – protector supporter Noticing what’s needed and what’s valuable. Talent for careful and supportive organization. Know the ins and outs. Enjoy traditions. Work to protect the future. Listening and remembering. Being nice and agreeable. Unselfish willingness to volunteer. Feeling a sense of accomplishment. Exasperated when people ignore rules and don't get along. ESFJ – facilitator caretaker Accepting and helping others. Managing people. Hearing people out. Voicing concerns and accommodating needs. Admire the success of others. Remember what’s important. Talented at providing others with what they need. Keep things pleasant. Maintaining a sense of continuity. Accounting for the costs. Often disappointed by entrepreneurial projects. Table 3. An explanation of “guardian logistic types” (Adapted from: Berens, Nardi,1999) The fourth part of the matrix describes people with a dominant sensory-thinking/feeling profile, and they are marked as “artisan tactics types”: ISTP – analyzer operator, ISFP – composer producer, ESTP – promoter executor, ESFP – motivator presenter. (1 and 2) ISTP – analyzer operator Actively solving problems. Observing how things work. Talent for using tools for the best approach. Need to be independent. Act on their hunches or intuitions. Understanding a situation. Taking things apart. Making discoveries. Sharing those discoveries. Unsettled by powerful emotional experiences. ESTP – promoter executor Taking charge of situations. Tactical prioritizing. Talent for negotiating. Want a measure of their success. Keep their options open. Enjoy acting as a consultant. Winning people over. Caring for family and friends. Enjoy exhilaration at the edge. Disappointed when others don't show respect. ISFP – composer producer Taking advantage of opportunities. Stick with what's important. Talent for putting together what is just right. Creative problem solving. Building relationships. Attracting the loyalties of others. Being their own true self. Have their own personal style. Play against expectations. Struggle with nurturing their own self-esteem. ESFP – motivator presenter Stimulating action. Have a sense of style. Talent for presenting things in a useful way. Natural actors-engaging others. 0pening up people to possibilities. Respect for freedom. Taking risks. A love of learning, especially about people. Genuine caring. Sometimes misperceive others' intentions. Table 4. An explanation of “artisan tactics types” (Adapted from: Berens, Nardi,1999) 246 �2nd International Symposium on Sustainable Development, June 8-9, 2010 Sarajevo According to Fakete, and Keith (2003), it is possible to observe, and investigate the companies through “personnel” or “individualistic” characteristics. Same as individual typology, the appliance of rearranged MBT indicator could provide understanding of organizations within 16 types of “personalities”, which was included in this research, as follows: ''Solid as a rock'' (ISTJ) ''You Can Count on Us'' (ISFJ) ''Vision Driven by ''Going All Out for Values'' Greatness'' (INFJ) (INTJ) ''Action, Actin – We ''Working to make a ''Quest for Meaningful ''In Pursuit of Intelectual want Action'' Difference'' Work'' Solutions'' (ISTP) (ISFP) (INFP) (INTP) ''Thriving on Risky ''We Aim to Please'' ''It's Fun to Do Good ''If We Can't Do It, No Business'' (ESFP) Work'' One Can'' (ENFP) (ENTP) (ESTP) ''Playing by the Rules'' ''Doing the Right Thing'' ''Seeing the Picture in ''Driven to Lead'' (ESTJ) (ESFJ) Human Terms (ENFJ) (ENTJ) Table 5. The matrix of 16 types of organizational personalities (Adapted from: Fakete and Keith, 2003) Each of these 16 types explains the most common advantages, weaknesses, communication skill preferences, values, strengths, challenges, and market orientation for the organizational type. According to Fakete and Keith (2003, p. 46.), it is also possible to divide group 16 types in 4 central quadrants: dominantly IS , IN , ES, and EN. Profile of the school organizational culture Most authors agree that the concept of the organizational culture could be described by a dominant pattern of common beliefs and values of employees, mutual way of seeing things, principals that determine their behaviour and by defining acceptable and unacceptable norms of behaving and acting (Hofstede, 2005). Organizational culture, definitely, has its subcultures, but also its layers, which should be observed from: individual level, inner-organizational level and inter-organizational level (Jex, 2002). Schein distinguishes three levels of the organizational culture, with material symbols on the first level, technology and patterns of behaviour on the second level and basic preconceptions that make this specific culture different from the others on the third, paradigmatic level (Schneider, Smith, 2004). A complete understanding of the functioning of the organizational culture would not have been possible without the results of the researches of national cultures from the aspects of management and the organizational culture done by Greert Hofstede, published during the period between 1967 and 1973. He later updated his researches by those done in 1990. On the basis of these researches, Hofstede defined four basic dimensions which specify national cultures: power distance (PD), uncertainty avoidance (UA), individualism/collectivism (IC) and the relation of male/female values (MA) (Hofstede, 2005). Following table explains, in a short, the main characteristics of these four cultural dimensions (Hofstede, 2001, and 2005): Low-PD Countries Parents put less value on children’s obedience. Students put high value on independence. Authoritarian attitudes in students are a matter of personality. Managers seen as making decisions after consulting with subordinates. Close supervision negatively evaluated by subordinates. High-PD Countries Parents put high value on children’s obedience. Students put high value on conformity. Students show authoritarian attitudes as a social norm. Managers seen as making decisions autocratically and paternalistically. Close supervision positively evaluated by subordinates. 247 �2nd International Symposium on Sustainable Development, June 8-9, 2010 Sarajevo Low-UA Countries Lower anxiety level in population. Greater readiness to live by the day. Lower job stress. Less emotional resistance to change. Less hesitation to change employers. Loyalty to employer is not seen as a virtue. Preference for smaller organizations as employers. Smaller generation gap. Lower average age in higher-level jobs. Low-IC Countries Importance of provisions by company (training, physical conditions). Emotional dependence on company. Large company attractive. Moral involvement with company. Moral importance attached to training and use of skills in jobs. Students consider it less socially acceptable to claim pursuing their own ends without minding others. Managers aspire to conformity and orderliness. Low-MA Countries Relationship with manager, cooperation, friendly atmosphere, living in a desirable area, and employment security relatively more important to employees. Managers relatively less interested in leadership, independence, and self-realization. Belief in group decisions. Students less interested in recognition. Weaker achievement motivation. High-UA Countries Higher anxiety level in population. More worry about the future. Higher job stress. More emotional resistance to change. Tendency to stay with the same employer. Loyalty to employer is seen as a virtue. Preference for larger organizations as employers. Greater generation gap. Higher average age in higher-level jobs: gerontocracy. High-IC Countries Importance of employees’ personal life (time). Emotional independence from company. Small company attractive. Calculative involvement with company. More importance attached to freedom and challenge in jobs. Students consider it socially acceptable to claim pursuing their own ends without minding others. Managers aspire to leadership and variety. High-MA Countries Earnings, recognition, advancement, and challenge relatively more important to employees. Managers have leadership, independence, and self-realization ideal. Belief in the independent decision maker. Students aspire to recognition (admiration for the strong). Stronger achievement motivation. Table 6. Summary of Connotations of Cultural Dimension Differences Found in Survey and Related Research (Addapted from Hofstede, 2001, 2005) On the basis of these researches it was confirmed that specific quality of a culture (in all four dimensions determined by Hofstede) and characteristics of the climate in which the culture has been developing (specific beliefs, system of values and patterns of behaviour) determine the way in which the organizational culture will develop and the directions which it will follow. They also define the relations between an individual and an organization, among individuals, especially in the sense of defining freedoms, rights and power relations. Organizational cultures of schools, in this sense, could be observed in all their differences, in the field of inner and outer-group relations, features of individualism in contrast to collectivism, uniqueness in the sense of taking risks and making emotional relations among employees as well as relations between employees and the organization and whether the organizational culture has been orientated towards power, people, tasks or towards entrances (focus is on legalities, legislative, birocracy, etc…) (Schneider, Smith, 2004). Now we can certainly claim that the knowledge about functioning of the organizational culture could also be updated and enriched by the appliance of the MBTI model. The Myers-Briggs personality typology in the conditions of the organizational culture enables determination of personal profiles, prediction of behaviour of an individual in different situations, possible preferences for jobs and professional orientations but also it enables easier understanding of the profiles of people we work with on the daily basis. On the basis of the MBTI model it is also possible to determine and predict in what way will the mutual profile of the employees build its own “personality”, “individuality” and a profile of the organizational culture in which we work. Same as with individuals, organizational cultures could be expressed through dichotomies of extraverted–introverted, sensingintuiting, thinking-feeling and judging-observing profiles (Fakete, Keith, 2003). 248 �2nd International Symposium on Sustainable Development, June 8-9, 2010 Sarajevo Method of the research The details were being gathered during the autumn of 2009, and it was continuation of previous research done on smaller sample within the same organization (Alić, 2009). Having in mind that the research of the personality profile in organizational conditions and an appropriate profile of an organization are most often possible to perform on a small sample, therefore, for this research we decided on an appropriate stratified sample. In this sense, we included 20 permanently employed professors (all with the vocation of full professor, associate professor or senior-lecturer) and the assistants at one of the faculties of the University of Zenica. The sample has been balanced regarding to gender and vocational levels. Participation was on voluntary basis and all the participants were guaranteed discretion. The filling of the questionnaire was preceded by getting accustomed with the instruments, filling the forms and the main goals of the research. The basic details about participants were also included in the questionnaire (OP and SES). In the research, a descriptive method was used with the elements of correlative analysis. Personality profile was operiationalized by the MBTI scale which consists of 44 items and which, after the preferences of dichotomic categories extroverted-introverted, sensory-intuitive, thinking-feeling and judging-observing, serves as a basis for the final personality profile (Berens, Nardi, 1999) For the determination of the organizational profile we used a model and instruments CAP2 which consist of 56 items also dichotomicly organized (Fakete, Keith, 2003). Individual preferences of characteristics, and also the preference of characteristics of the organization, have been operationalized by the scales which are used to discover central organizational cultures defined by four dimensions: organizational focus, type of gathering information, type of decision-making process and specific work style. Both used instruments were earlier widely applied in numerous researches, while their inner reliability (Cronbach alpha coefficient) was between 0.71 and 0.84 (by item analysis and analysis of separated factors EI, SN, TF, JP different reliability was acquired), which should be considered as an acceptable reliability (Fakete, Keith, 2003). Results The MBTI personality profile and CAP2 profile of organization were analysed in the same way: first the factor analysis of personality had been completed and then the analysis of the profile of organization. Due to a small independent sample, it was possible to apply non-parametric statistics, and in the case of possible correlations between the preferred profile of personality and valuations of the profiles of organization Spearman’s coefficient of correlation. What was of the primary relevance was related to the possible relations between profiles of personalities and evaluation of the profile of organization, or more precisely, in what way a personality of an individual could influence the shaping of the profile of an organization. Starting from this preconception, we searched the possible correlations among separated factors E-I, S-N, T-F and J-P, both among individuals and between preferred characteristics of individuals and organization. At the same time, we observed in what situations a correlation between two dominant (middle) profiles S-N and T-F occurs and according to which both individuals and organizations within typological codes for 16 personality types are being placed. Finally, it was possible to predict that certain profiles of personalities will not show capability for mutual cooperation which in the case of managing positions could be helpful to the heads of departments and higher organizational units when forming pairs and teams. An excerpt from the correlational matrix for variables for extrovert personalities and extrovert organizations shows that a correlation on the level p<0,01 was present with the participants who prefer “action and diversity” and those who “like to think while talking to people” (r = 0,707; p = .000), while the negative correlation on the level p<0,05 was present with participants who “work fast, sometimes without thinking” and those who “tell about things through the things they do” (r = -0,598; p = .040). These results leads to the conclusion that with the first two personality types it is possible to expect cooperation and moving towards the same organizational goals, while in the other case it is possible to expect certain problems if personalities with these characteristics need to cooperate. The correlation between extroverted personality and the estimation of organization’s extrovercy is noticed on the level p<0,05 between people who strive towards a direct contact with clients and an estimation of a social orientation of the organization and those who are open to meet others and an estimation of the organization’s strength (r = 0,674; p = .016). An excerpt from the correlational matrix for variables for introvert personalities and introvert organization shows that the correlation on the level p<0,01 was present with participants who prefer “quiet and time to think about everything” and those who “like to think in solitude” (r = 0,707; p = .000), while the negative 249 �2nd International Symposium on Sustainable Development, June 8-9, 2010 Sarajevo correlation on the level p<0,05 was present with participants who “think about things before they start talking about them” and those who are “slow in the attempts to understand something” (r = -0,598; p = .040). As in the case of extroverted types, it is obvious that it would not be productive to make pairs with types of personalities previously described. On the basis of obtained results it is possible to conclude that the mutual tasks will be more successfully solved if we follow the principle of complementation and not homogamy. Within the scope of observing this factor it was understandable that there was no correlation on the level p<0, 01 between the participants who “work better with others” and the estimation of a highly noticeable weakness of the organization (r = 0,674; p =.000). In the case of S factor it was noticeable that on the level p<0,05 there is a negative correlation between those who prefer experience and those who value imagination (r = -0,632; p =.014), while a positive correlation appear on the level p<0,05 between the participants who like to use all senses and are patient with details and the estimation of the profile of organization in terms of “practicality” and “being with both feet on the ground” (r = o,683; p<.014). On the basis of other results it is advisable to avoid giving same tasks to those who within S and N factor “give attention to the meaning of things and how they complement each other” and those who put imagination before “common sense” having in mind that on the level p<0, 05 appears a negative correlation between people who prefer these characteristics (r = -0,632; p = .027). At the same time, with the people who “give attention to the meaning of things and how they complement each other”, “like to use imagination” and are” impatient with details” (N factor) it is possible to expect them to estimate the organization in terms of “innovativity” and “visionary team” having in mind that on the level p<0, 05 there is a positive correlation (r =0,683; p =.014). On the other hand, people who the same organization see as “practical” and “down-to-earth” prefer characteristics of “using all senses”, “patience with details” and they appreciate experience, having in mind that on the level p<0,05 there is a positive correlation between the mentioned variables (r = 0,683; p = .014). The observed T and F factor between individuals and the estimation of the personality of organization have shown the existence of a negative correlation on the level p<0,05 between those who “think about things logically” and see the organization as “impersonal” (r = - 0,577; p =.049) while a negative correlation on the level p<0,05 with the estimation of the organization in terms of “personal” and “close” is noticeable with those who “decide on the basis of personal feelings and valuating even if it is not logical” (r = - 0,577; p = .049). These results could lead to a conclusion that in the case of people with a dominant rational preference but also of those with a noticeable sensitive preference, the expectations about organizational culture which they belong to failed to some extent. Concerning these factors, an excerpt from the correlational matrix showed a high correlation between people who “could neglect or hurt the feelings of other people, by not always being aware of that” (T factor) and the estimation of “impersonal” organization (on level p<0,01; r = 0,707; p =.000) and also the same correlation between people (F factor) who are “aware of other people’s feelings” and the estimation in terms of “personal” and “close”. Conclusion On the basis of the appliance of the MBTI model and typological code for 16 personality types, and by the permutation of dichotomies of these four preferences that form the basis of the Myers model and the MBTI indicator, it is possible to determine a personality of an individual in an organization but also a profile of the organization. Using the results obtained by the appliance of this wide-spread and cross-culturally tested indicator it is possible to define profiles of organizations and employed individuals, determine characteristic strengths and weaknesses, work climate, communication styles, types of managing and according to recognition of a dominant profile, influence the improvement of the work quality of an individual and the whole organization. Summarizing the results obtained in this research it is possible to conclude that while making pairs and teams who need to solve everyday tasks should give allowance to the implementation of the principle of complementarity and not homogamy, as the resemblance of profiles often leads to conflicts and bad results. At the same time, the preference of central characteristics: extroverted-introverted, sensory-intuitive, thinkingfeeling and judging-observing profiles (represented by the letters E-I, S-N, T-F and J-P) strongly influence the estimation of the personality of organization but also individual projections of the employees and the profile of the organizational culture. This inner and outer movement of the organizational culture does not necessary have to be determined by the nature of organization but also by individual and group influences of employees. At the same time we can draw a conclusion that it is possible to expect constantly present individual and group frustrations and dissatisfaction by the organizational climate if the individuals with the dominant extroverted characteristics on one hand or introverted characteristics on the other hand (same with the factors S-N, T-F and J-P) do not recognize the dominance of the similar characteristic in the organization they work for. 250 �2nd International Symposium on Sustainable Development, June 8-9, 2010 Sarajevo Reference Alić, A. (2009). Primjena MBTI indikatora u procesu ocjenjivanja kvaliteta nastavnog osoblja i organizacione culture. Quality 2009, godina VI, broj 1. (str. 191-196) Berens, L., Nardi, D. (1999). The Sixteen Personality Types – Descriptions for Self-discovery. California: Telos Publications. Fakete, S., Keith, L. (2003). Companies Are People, Too. New Jersey: John Wiley & Sons. Hofstede, G., Hofstede, G.J., (2005). Cultures and Organizations: Software of the Mind. McGraw-Hill books. Hofstede, G.H. (2001). Culture's Consequences: Comparing Values, Behaviors, Institutions and Organizations Across Nations. London: Sage Publications, Imc. Jex, S.M. (2002). Organizational Psychology: A Scientist-practitioner Approach. New York: John Wiley & Sons. Jovanović-Božinov, M. and others (2003). Organizaciono ponašanje. Beograd: Megatrend. Kaluzniacky, E. (2004). Managing Psychological Factors in Information System Work: An Orientation to Emotional Intelligence. London: Information Science Publishing. Schneider, B., Smith, D. (2004). Personality and Organizational Culture; In: Schneider, B., Smith, D. (Eds.) (2004). Personality and Organizations. New Jersey: Lawrence Erlbaum Associates. 251 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 704 Title A name given to the resource The Relations among Individual and Organization by Method of the Myers- Briggs Personality Indicator Author Author Alić, Amel Abstract A summary of the resource. Personality type is a concept which, in the field of research of the organizational culture, could be related to the Briggs & Myers model of personality development. Briggs and Myers were the authors of the world’s most extensive database of the MBTI or the Myers-Briggs personality type indicators. Today, the appliance of the MBTI model is supported by the observation of typological code for 16 types of personalities, while dichotomy of these four preferences results in 16 types of personality that form the base of the Myers model and the MBTI indicator. Based on the observation of a typological code for 16 personality types and by permutation of dichotomies of these four preferences, 16 personality types which form the base of the Myer’s model and the MBTI indicator were defined. Nowadays, it is well-known, that dominance of personality types among individuals, as well as among personality types of organizations, could vary from culture to culture. On the basis of these researches it was confirmed that specific quality of a culture and characteristics of the climate in which the culture has been developing (specific beliefs, system of values and patterns of behavior) determine the way in which the organizational culture will develop and the directions which it will follow. They also define the relations between an individual and an organization, among individuals, especially in the sense of defining freedoms, rights and power relations. The aim of this research is to investigate the possibility of appliance of the MBTI personality indicators, to both, individuals and school organizations. Using the results of this widespread and cross-culturally applied indicator, it is possible to establish a unique profile of schools and individuals employed there. It is also possible to establish characteristic strengths and weaknesses, work environment, communication styles, management types, and by recognizing a dominant profile, it is possible to influence the improvement of the work quality of an individual and of the whole school organization. Date A point or period of time associated with an event in the lifecycle of the resource 2010-06 Keywords Keywords. Conference or Workshop Item PeerReviewed H Social Sciences (General) Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 3559 Title A name given to the resource THE RELATIONSHIP AMONG EFL LEARNERS’ CREATIVITY, EMOTIONAL INTELLIGENCR, AND SELF-EFFICACY Author Author Gheydar, Zohreh Mall Amiri, Behdoukht Abstract A summary of the resource. The thrust of the current study was to investigate the relationship among EFL learners' creativity (CR), emotional intelligence (EI), and self-efficacy (SE). To this end, a group of 120 male and female learners, between the ages of 19 and 35 studying BA in English Translation and MA in Teaching English at Islamic Azad University, Central Tehran were selected using convenient sampling and were given three questionnaires: Bar-On’s EQ-I questionnaire by Bar-On (1997), the General Self-Efficacy Scale questionnaire (SGSES) by Sherer et al. (1982), and a questionnaire of creativity (CR) by O'Neil, Abedi, and Spielberger (1992). Analysis of the results through Pearson Moment Correlation Coefficient showed that there was not a significant relationship between students’ CR and EI, and EI and SE. In addition, CR and SE were correlated significantly but negatively. Multiple regressions revealed that CR could significantly predict SE. Regarding the findings of the study, the obtained results may help EFL teachers, teacher trainers, materials developers, and educational policy makers to possess a broader perspective and heightened degree knowledge toward the TEFL practice and to take practical steps toward the attainments of the desired objectives of the profession. Date A point or period of time associated with an event in the lifecycle of the resource 2014 Keywords Keywords. Conference or Workshop Item PeerReviewed PE English https://omeka.ibu.edu.ba/files/original/e5e6edb647dbde72b52331fa0e685aa7.docx 334cee9e66a2d2a53cc241a6ce8bb7cc https://omeka.ibu.edu.ba/files/original/1ccc0658d9cb5b8437b4a34bf2d503dc.pdf c1dfaef0972d187545e073f19b97ba28 PDF Text Text The Relationship among Ethical Leadership and Organizational Citizenship Behavior: a study of private primary and high school teachers in Bosnia and Herzegovina Authors Hatice Şenyurt, Muhammet Said Dinc Publication date 2015 Conference International Conference on Economic and Social Studies Volume 1 Issue 1 Pages 138-144 Publisher International Burch University ABSTRACT As a recent modern concept, ethical leadership inspires researchers in many ways. Relations between ethical leadership and organizational citizenship behaviors, though a new field of study, is a big mine that requires some digging. The so-called extra-role or pro-social actions of employees is called the organizational citizenship behavior meaning that whatever extra job they do than what they are supposed to do is within Organizational Citizenship Behavior. Namely, how the school teacher’s perception of �his/her superior’s ethical behavior influences the organizational citizenship behavior has evoked curiosity in the developing country context. This study tries to examine the effects of the ethical leadership on Organizational Citizenship Behavior of private primary and high school teachers in Bosnia and Herzegovina which is a developing and transitional country. Data collected from 80 teachers. The relationship among multiple variables is evaluated on the basis of factor analysis, reliability, descriptive statistics, correlations, and linear regression. The study showed a positive and strong influence of ethical leadership on teachers’ organizational citizenship behavior in private primary and high schools. Keywords: Organizational citizenship behavior, ethical leadership, factor analysis, correlation, regression. � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 3234 Title A name given to the resource The Relationship among Ethical Leadership and Organizational Citizenship Behavior: a study of private primary and high school teachers in Bosnia and Herzegovina Author Author SENYURT, Hatice DINÇ, Muhammet Sait Abstract A summary of the resource. As a recent modern concept, ethical leadership inspires researchers in many ways. Relations between ethical leadership and organizational citizenship behaviors, though a new field of study, is a big mine that requires some digging. The so-called extra-role or pro-social actions of employees is called the organizational citizenship behavior meaning that whatever extra job they do than what they are supposed to do is within Organizational Citizenship Behavior. Namely, how the school teacher’s perception of his/her superior’s ethical behavior influences the organizational citizenship behavior has evoked curiosity in the developing country context. This study tries to examine the effects of the ethical leadership on Organizational Citizenship Behavior of private primary and high school teachers in Bosnia and Herzegovina which is a developing and transitional country. Data collected from 80 teachers. The relationship among multiple variables is evaluated on the basis of factor analysis, reliability, descriptive statistics, correlations, and linear regression. The study showed a positive and strong influence of ethical leadership on teachers’ organizational citizenship behavior in private primary and high schools. Keywords: Organizational citizenship behavior, ethical leadership, factor analysis, correlation, regression. Publisher An entity responsible for making the resource available International Burch University Date A point or period of time associated with an event in the lifecycle of the resource 2015 Keywords Keywords. Article PeerReviewed H Social Sciences (General) https://omeka.ibu.edu.ba/files/original/f488bf17fa2e130a4173cfd062dc4bd8.pdf 3c019835fd440c1d3562620db2ffe1e8 PDF Text Text THE RELATIONSHIP AMONG PERSONAL BACKGROUND, PERSONALITY TRAITS, ENVIRONMENTAL FACTORS AND ENTREPRENEURIAL INTENTION OF WOMEN IN NORTHERN MONTENEGRO Minela Hadžić International Burch University Bosnia and Herzegovina minela220@hotmail.com Sait M. Dinç International Burch University Bosnia and Herzegovina m.sait.dinc@ibu.edu.ba Abstract: Entrepreneurs are imperative for the long-term economic growth of every country. Researchers are trying to explain how important entrepreneurial intention is by taking different factors in considerations. This paper will discuss three most important groups of factors affecting entrepreneurial intention of unemployed women in the north of Montenegro. Based on literature review, those factors are personal background, personality traits and environmental groups of factors. In this study, focus will be on four factors from each group which are perceived as most important according to researchers. The study will provide new framework in this field. The main research focus will be on women since majority of unemployed people in the north of the country is women whose small proportion is entrepreneur. Keywords: Entrepreneurs, Entrepreneurial intention, Unemployed Women, Montenegro Introduction In recent years, the establishment of new businesses has attracted attention of many researchers. Developing countries and their policy makers have seen this issue as a core driver for improving economy and employment and in order to overcome current economic turbulence, they have focused on two terms: entrepreneurship and entrepreneurial intention. Entrepreneurship is a process of planned behavior and express ability of one person who is called entrepreneur to build new value to significant economical achievement (Ajzen, 1991)1985, 1987. Since the establishment of new business is a reason of general interest, researchers have started to discuss the concept of entrepreneurial intention firstly. Entrepreneurial intention is defined as precise human reaction and intellectual response to particular behavior (Farouk, Ikram, & Sami, 2014). In order to be able to understand this concept, it is important to clarify its antecedents. Plenty of studies have investigated individual impact of the factors affecting entrepreneurial intention. These factors are categorized into personal background, personality traits and environmental factors (Al-Harrasi, Al-Zadjali, & Al-Salti, 2014). Although the studies examine these factors influencing the entrepreneurial intention in developed countries, there is a scarcity of literature about developing and transitional countries. ICESoS 2016 - Proceedings Book 27 �International Conference on Economic and Social Studies (ICESoS’16) Montenegro is one of these countries in Balkan region. Higher unemployment rate and the global economical crisis have slowed down Montenegrin economy. On the other side, it created opportunity for small businesses (Montenegrin Employers Federation & IPSOS Strategic Marketing, 2013). The question arises whether that involvement is equally distributed in this small country. Since the Montenegrin labor market is divided and there is mismatch between supply and demand, there is also regional disparities and gender inequality (Golubović, 2012). Regarding the gender inequality in Montenegro, position of the women has become an interesting issue to discuss about. Reports from 2013 states that only 9,6% of women are entrepreneurs and women’s incomes are only 86% of male income. This statistic ranked Montenegro far behind other countries in the region, as well as European Union (Montenegrin Employers Federation & IPSOS Strategic Marketing, 2013) opens door for discussion. Because women and the elderly have a considerably lower income, unemployment rate in especially north part of the country is larger than the national average (Montenegrin Employers Federation & IPSOS Strategic Marketing, 2013). Overall, the most important issue of the women is what factors are influencing their potential intent to be active, to be entrepreneurs in Montenegro. So, the purpose of this study is to investigate the relationship among personal background factors, personality traits factors and environmental factors of women in Montenegro. Literature review Entrepreneurship and entrepreneurial intention Recently, entrepreneurship has been a widespread topic in academic environment. In order to better understand entrepreneurship and entrepreneurial activities, the antecedent of this concept should be known. One of the first and foremost antecedent is entrepreneurial intention. Individual belief to start new business with a clear and enthusiastic idea in a certain period of time is entrepreneurial intention (Thompson, 2009). In this definition, a highlighted point of believing of an individual that he can be entrepreneur is a starting point for creation of new businesses (Bird, 1988)entrepreneurs’ states of mind that direct attention, experience, and action toward a business concept, set the form and direction of organizations at their inception. Subsequent organizational outcomes such as survival, development (including written plans. It is created by different motivations and values (Fayolle, Liñán, & Moriano, 2014). Factors affecting entrepreneurial intention A large number of studies about influencing factors of entrepreneurial intention have emerged in the last decades. Researchers usually focus on psychological aspects of entrepreneurial intention. Regarding these aspects, the most discussed theory is The Theory of Planned Behavior (TPB). According to this theory, the things that shape behavioral intention are attitudes, subjective norms and perceived behavioral control (Ajzen, 1991). Personal background factors are age (Wagner, 2004), gender (Naidu & Chand, 2015), education (McMahon & Huijser, 2015), and business experience (Miralles, Giones, & Riverola, 2015) as indicators of entrepreneurial intention (Al-Harrasi et al., 2014). Main part in the literature concentrates on the question about what constitutes good and productive environment for entrepreneurship. Environment, as an external factor, comes in many forms and motivated by obtained literature, here it will come in a group of four elements: family support (Mark Pruett, Rachel Shinnar, Bryan Toney, Francisco 28 ICESoS 2016 - Proceedings Book �Regional Economic Development: Entrepreneurship and Innovation Llopis, & Jerry Fox, 2009), government support (Sadeghi, Mohammadi, Nosrati, & Malekian, 2013), perceived entry barrier (Montenegrin Employers Federation & IPSOS Strategic Marketing, 2013), and political situation (Wagner & Sternberg, 2004). Certain research studies point out close relationship between personality traits factors and entrepreneurial intention, where each of them separately and differently influence one’s intention toward starting its own business (Wang, Chang, Yao, & Liang, 2015). Some important personality traits factors are innovativeness and need for achievement (Samydevan, Piaralal, Othman, & Osman, 2015), risk taking (Yurtkoru, Acar, & Teraman, 2014), and self-confidence (Peter B. Stimpson Robinson, 1991). The demographic analysis show that there are differences between men and women in many aspects, as well as on venture creation, attitudes, behavior toward entrepreneurship and employment choice (Kolvereid, 1996). In the last decades, number of women choosing entrepreneurship among other occupations is raising, but small number of them are in industries not so much feminine, and it is result of gender stereotyping (Sweida & Reichard, 2013). Even though women entered startups, entrepreneurship remains male stereotyped (Lewis, 2006). Some assumes that small number of women ownerships are coming from their early age and are driven by low entrepreneurial intention (Kennedy & Drennan, 2002). Assessment of environment for women entrepreneurship in Montenegro Nowadays, the unstable economical situation in Montenegro stems from changes in the its labor market which started from its independence in 2006. The turbulence created significant changes in the labor market, at one point making large shift to better position, but still some deficiencies remained (Golubović, 2012). Namely, Montenegro is country in transition which needs to develop economical and social system that will provide economic well-being. One of the ways to increase economical stability is to support small and medium enterprises which should reduce poverty and unemployment in the country (Bobera, Lekovic, & Berber, 2014). The statistics said that there are more women than men in same age group, but in certified working population of Montenegro there are more men, while women are marked as “inactive” population (Montenegrin Employers Federation & IPSOS Strategic Marketing, 2013). Methodology The quantitative method was used in this study. Self-administered survey is used as a tool to obtain data. Hybrid of mail and street intercept survey method of data collection is used. By using this method, participation in the study was voluntary, and anonymity is guaranteed. Measures First part of the survey includes demographic questions which are at the same time personal background questions for the framework. Second parts of questions are environmental and those questions are created to be appropriate for the northern region of Montenegro. Third part was prepared to measure personality traits and entrepreneurial intention related questions. Following Ajzen’s, (1991) TBT theory, questions about entrepreneurial intention included questions about attitudes, subjective norms and perceived behavioral control. Seven questions were adapted from the scales developed by Paço, Ferreira, Raposo, Rodrigues, & Dinis, (2011), Sagiri & Appolloni, (2009), Liñán & Chen, (2006) and Leong, 2008). Personality traits questions were based on the study of Bezzina (2010). ICESoS 2016 - Proceedings Book 29 �International Conference on Economic and Social Studies (ICESoS’16) The respondents rated the questions by using 5- points Likert scale. Survey was originally in English, and then translated into Montenegrin language. 202 useful surveys out of 450 were collected. Sample characteristics The collected data were analyzed using SPSS (v. 18) software package. The analysis is consistent of several parts forming one clear picture of examined topic. Initially, demographic questions were evaluated to describe sample characteristics. As we can see from Table 1, 44, 1% of our sample aged from 18 to 25. When it comes to education level the biggest part of the sample finished only high school (52%). Associated with the age of the sample, indicates that the biggest portion of the sample is consistent of young women, graduates from high school. Then, 45, 5% are married, while 37, 7 of the sample have children. Initial Analysis In order to define validity of the scales used in this study, exploratory factor analysis (EFA) is performed. This analysis is often used by researchers to define essential factors from its set of data (Hooper, 2012). Precisely in this study the principal component analysis was used as the factor extraction method, and the varimax method was used for the component rotations. After analysis, factor loadings and coefficient alpha is observed in order to extract variable that are not convenient for this study. Factor loadings for entrepreneurial intention are bigger than 0,8, while for personality traits are bigger than 0,6. To prove the reliability of the scales, Chronbach’s alpha was observed. Cronbach’s alpha of entrepreneurial intention and personality traits is 0,95 and 0,97 respectively. Table 1 Sample Characteristics Variable Age Education Level Marital status Children Employment status 30 ICESoS 2016 - Proceedings Book Demographics 18-25 26-35 or over 36 Total Primary school High school Undergraduate studies Graduate studies Total Single Married Total Yes No Total Employed Unemployed Total Number 89 55 58 202 8 105 60 29 202 110 92 202 75 124 202 29 173 202 Valid Percent 44,1 27,2 28,7 100 4 52 29,7 14,4 100 54,5 45,5 100 37,7 62,3 100 14,4 85,6 100 �Regional Economic Development: Entrepreneurship and Innovation More unemployed women in the family Yes 152 75,2 No Total 47 202 23,3 100 Results Correlations tests are performed to find the relationship among the variables in the study. Table 2 indicates the correlation results. The most significant correlations are between entrepreneurial intention (EI) and factors as ED (education), BE (business experience), FS (family support), GS (government support), and BN (barriers in the north) as well as between EI and personality traits factors (PT). Correlation does not exist only between AG (age) and PS (political situation). In the previous literature, there was relationship between those two factors and EI, but in this study absence of significant correlation can be explained by the nature of the sample considered. For example, having in mind that women in Montenegro are not politically active, it makes sense. Even though from the 2011 year there is “quota system” imposed by amendment for The Law on Election of Councilors and Parliament Members, for the list of the candidates to be submitted for elections requiring at least 30% to be women, it is still below the world average of 19,6% (Montenegrin Employers Federation & IPSOS Strategic Marketing, 2013). Table 2 Mean, standard deviations and correlations Variables .Min .Max Mean SD 1 2 3 4 5 6 7 8 AG .1 1 3 1,85 0,841 1 ED .2 1 4 2,54 0,786 -0,091 1 BE .3 1 2 1,62 0,487 0,002 -0,131 1 FS .4 1 5 3,39 1,533 0,027 **0,264 *-0,146 1 GS .5 1 2 1,71 0,456 0,103 **0,280 0,124 **-0,185 1 BN .6 1 5 3,89 1,164 *0,175 0,041 -0,024 *0,139 **0,265 1 PS .7 1 3 2,03 0,585 0,041 -0,020 **0,256 -0,037 0,094 -0,067 1 EI .8 1 5 3,24 1,274 -0,028 *0,150 **-0,183 **0,431 **-0,185 **0,267 -0,04 1 PT .9 1 5 3,39 1,299 0,062 0,044 -0,082 **0,393 -0,111 **0,313 0,043 **0,829 9 1 ;SD: standard deviations ;p<0,05; **p<0,01* Conclusion The study completed mosaic for entrepreneurial intention regarding unemployed women in the northern region of Montenegro, making foundation for improving policies and implications for further studies. Strong effect of environmental factors on entrepreneurial intention of unemployed women suggests that changes can occur since the environment is dynamic and constantly changing. The implications of the study make more suggestions to the policy makers due to the importance of the environment in this study and the rule they have in changing it. For making valuable policy, women need to be included in the creation of new policies, they need to cooperate and conjoin in designing economic programs. Encouraging women in choosing entrepreneurship among other occupations must be their major ICESoS 2016 - Proceedings Book 31 �International Conference on Economic and Social Studies (ICESoS’16) focus. Current government should at least remove perceived barriers and make northern region more attractive for start-ups. They should follow example from other countries and apply entrepreneurship education in the formal education through enriched curriculum and trainings and show positive examples from that field. References Ajzen, I. (1991). Theories of Cognitive Self-RegulationThe theory of planned behavior. Organizational Behavior and Human Decision Processes, 50(2), 179–211. Al-Harrasi, A. S., Al-Zadjali, E. B., & Al-Salti, Z. S. (2014). Factors Impacting Entrepreneurial Intention: A Literature Review. International Journal of Social, Behavioral, Educational, Economic, Business and Industrial Engineering, 8(8), 2479–2482. Bezzina, F. (2010). Characteristics of the Maltese Entrepreneur. International Journal of Arts and Sciences, 3(7), 292. Bird, B. (1988). Implementing Entrepreneurial Ideas: The Case for Intention. Academy of Management Review, 13(3), 442–453. Bobera, D., Lekovic, B., & Berber, N. (2014). Comparative Analysis of Entrepreneurship Barriers: Findings from Serbia and Montenegro. Engineering Economics, 25(2), 167–176. Farouk, A., Ikram, A., & Sami, B. (2014). The Influence of Individual Factors on the Entrepreneurial Intention. International Journal of Managing Value and Supply Chains, 5(4), 47–57. Fayolle, A., Liñán, F., & Moriano, J. A. (2014). Beyond entrepreneurial intentions: values and motivations in entrepreneurship. International Entrepreneurship and Management Journal, 10(4), 679–689. Golubović, V. (2012). The spectrum of employment policies and their impact on the labour market in Montenegro. SEER: Journal for Labour and Social Affairs in Eastern Europe, 15(4), 457–482. Hooper, D. (2012). Exploratory Factor Analysis. Books/Book Chapters. Retrieved from http://arrow.dit.ie/buschmanbk/8 Kennedy, J., & Drennan, J. (2002). Entrepreneurial Intentions of Women. Small Enterprise Research, 10(1), 75–87. Kolvereid, L. (1996). Prediction of Employment Status Choice Intentions. Entrepreneurship Theory and Practice, 21(1), 47–57. Leong, C. K. (2008). Entrepreneurial intention: an empirical study among Open University Malaysia (OUM) students. Open University Malaysia (OUM). Retrieved from http://library.oum.edu.my/repository/306/ Lewis, P. (2006). The Quest for Invisibility: Female Entrepreneurs and the Masculine Norm of Entrepreneurship. Gender, Work & Organization, 13(5), 453–469. 32 ICESoS 2016 - Proceedings Book �Regional Economic Development: Entrepreneurship and Innovation Liñán, F., & Chen, Y.-W. (2006). Testing the entrepreneurial intention model on a twocountry sample. Retrieved from http://ddd.uab.cat/record/44583 Mark Pruett, Rachel Shinnar, Bryan Toney, Francisco Llopis, & Jerry Fox. (2009). Explaining entrepreneurial intentions of university students: a cross-cultural study. International Journal of Entrepreneurial Behavior & Research, 15(6), 571–594. McMahon, C., & Huijser, H. (2015). “We Don”t Need No Education?’: Moving Towards the Integration of Tertiary Education and Entrepreneurship. In M. K. Harmes, H. Huijser, & P. A. Danaher (Eds.), Myths in Education, Learning and Teaching (pp. 97–113). Palgrave Macmillan UK. Miralles, F., Giones, F., & Riverola, C. (2015). Evaluating the impact of prior experience in entrepreneurial intention. International Entrepreneurship and Management Journal, 1–23. Montenegrin Employers Federation, & IPSOS Strategic Marketing. (2013). Assessment of the Environment for Women Entrepreneurship. Naidu, S., & Chand, A. (2015). National Culture, Gender Inequality and Women’s Success in Micro, Small and Medium Enterprises. Social Indicators Research, 1–18. Paço, A. M. F. do, Ferreira, J. M., Raposo, M., Rodrigues, R. G., & Dinis, A. (2011). Behaviours and entrepreneurial intention: Empirical findings about secondary students. Journal of International Entrepreneurship, 9(1), 20–38. Peter B. Stimpson Robinson, D. V. S. (1991). An Attitude Approach to the Prediction of Entrepreneurship. Entrepreneurship: Theory &amp; Practice, 15, 13–31. Sadeghi, M., Mohammadi, M., Nosrati, M., & Malekian, K. (2013). The Role of Entrepreneurial Environments in University Students Entrepreneurial Intention. World Applied Programming, 3(8), 361–366. Sagiri, S., & Appolloni, A. (2009). Identifying the Effect of Psychological Variables on Entrepreneurial Intentions. DSM Business Review, 1(2). Samydevan, V., Piaralal, S., Othman, A. K., & Osman, Z. (2015). Impact of Psychological Traits, Entrepreneurial Education and Culture in Determining Entrepreneurial Intention among Pre-University Students in Malaysia. American Journal of Economics, 5(2), 163– 167. Sweida, G. L., & Reichard, R. J. (2013). Gender stereotyping effects on entrepreneurial self-efficacy and high-growth entrepreneurial intention. Journal of Small Business and Enterprise Development, 20(2), 296–313. Thompson, E. R. (2009). Individual Entrepreneurial Intent: Construct Clarification and Development of an Internationally Reliable Metric. Entrepreneurship Theory and Practice, 33(3), 669–694. ICESoS 2016 - Proceedings Book 33 �International Conference on Economic and Social Studies (ICESoS’16) Wagner, J. (2004). Are young and small firms hothouses for nascent entrepreneurs? Evidence from German micro data (No. 989). IZA. Retrieved from http://papers.ssrn. com/sol3/papers.cfm?abstract_id=494202 Wagner, J., & Sternberg, R. (2004). Start-up activities, individual characteristics, and the regional milieu: Lessons for entrepreneurship support policies from German micro data. The Annals of Regional Science, 38(2), 219–240. Wang, J.-H., Chang, C.-C., Yao, S.-N., & Liang, C. (2015). The contribution of selfefficacy to the relationship between personality traits and entrepreneurial intention. Higher Education, 1–16. Yurtkoru, E. S., Acar, P., & Teraman, B. S. (2014). Willingness to Take Risk and Entrepreneurial Intention of University Students: An Empirical Study Comparing Private and State Universities. Procedia - Social and Behavioral Sciences, 150, 834–840. 34 ICESoS 2016 - Proceedings Book � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 3330 Title A name given to the resource THE RELATIONSHIP AMONG PERSONAL BACKGROUND, PERSONALITY TRAITS, ENVIRONMENTAL FACTORS AND ENTREPRENEURIAL INTENTION OF WOMEN IN NORTHERN MONTENEGRO Author Author Hadzic, Minela DINC, Muahmmet Sait Abstract A summary of the resource. Abstract: Entrepreneurs are imperative for the long-term economic growth of every country. Researchers are trying to explain how important entrepreneurial intention is by taking different factors in considerations. This paper will discuss three most important groups of factors affecting entrepreneurial intention of unemployed women in the north of Montenegro. Based on literature review, those factors are personal background, personality traits and environmental groups of factors. In this study, focus will be on four factors from each group which are perceived as most important according to researchers. The study will provide new framework in this field. The main research focus will be on women since majority of unemployed people in the north of the country is women whose small proportion is entrepreneur. Date A point or period of time associated with an event in the lifecycle of the resource 2016 Keywords Keywords. Conference or Workshop Item PeerReviewed H Social Sciences (General) https://omeka.ibu.edu.ba/files/original/8a6d93c26d41e618e20b135a0c196521.docx 4106a79ce16893e8e348996c6428db41 https://omeka.ibu.edu.ba/files/original/e6e4d77c74941975a5470fd37414e231.pdf 7c7ff65a53839ca8d73198ee77fb3442 PDF Text Text The Relationship among Transformational Leadership, Gender and Performance in Finance Sector Authors Azra Prašović, Muhammet Said Dinc Publication date 2015/4 Journal PROCEEDING BOOK Pages 121 Abstract In today’s competitive business, the performance of employees has become vital in finance sector. Some studies have suggested that employees’ perceptions of the transformational leadership and gender in their organizations have relationship with organizational performance. Although a plenty of studies support this relationship in developed countries, there is scarce empirical evidence in developing countries. This study tries to examine the relationship among the transformational leadership, gender perceptions and performance in Bosnia and Herzegovina which is a developing and transitional country. Questionnaires were distributed to 150 employees in finance sector. The relationships among variables are evaluated by exploratory factor analysis, reliability test, descriptive statistics and correlations. The study demonstrated a positive and significant relationship between transformational leadership and task performance type of job performance of employees. It also found a positive gender job performance relationship among the employees working in public and private banks of BiH. Keywords: Bosnia and Herzegovina, finance sector, gender, job performance, transformational leadership � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 3232 Title A name given to the resource The Relationship among Transformational Leadership, Gender and Performance in Finance Sector Author Author HAMIDULLAH, Bayram DINÇ, Muhammet Sait Abstract A summary of the resource. In today’s competitive business, the performance of employees has become vital in finance sector. Some studies have suggested that employees’ perceptions of the transformational leadership and gender in their organizations have relationship with organizational performance. Although a plenty of studies support this relationship in developed countries, there is scarce empirical evidence in developing countries. This study tries to examine the relationship among the transformational leadership, gender perceptions and performance in Bosnia and Herzegovina which is a developing and transitional country. Questionnaires were distributed to 150 employees in finance sector. The relationships among variables are evaluated by exploratory factor analysis, reliability test, descriptive statistics and correlations. The study demonstrated a positive and significant relationship between transformational leadership and task performance type of job performance of employees. It also found a positive gender job performance relationship among the employees working in public and private banks of BiH. Keywords: Bosnia and Herzegovina, finance sector, gender, job performance, transformational leadership Date A point or period of time associated with an event in the lifecycle of the resource 2016 Keywords Keywords. Article PeerReviewed H Social Sciences (General) https://omeka.ibu.edu.ba/files/original/c91145b9de91931d5345079d07254636.pdf 72b959bc702737763c9d48e12df00ee2 PDF Text Text International Conference on Economic and Social Studies, 10-11 May, 2013, Sarajevo The Relationship between Affective Commitment (Ac) and Organizational Citizenship Behavior (Ocb): A Study on Public and Private Enterprises in Dinar District Veysel Ağca Afyon Kocatepe University, Afyon, Turkey agca@aku.edu.tr Hayrettin Ertan Afyon Kocatepe University, Afyon, Turkey hertan@aku.edu.tr Meyer and Allen (1991) suggested a model of organizational commitment with three dimensions: Affective commitment, continuance commitment and normative commitment. The first one is related to willing to stay in organizations. The employee wants to stay in his or her organization because he or she loves his or her organization. Even if other organizations give better job offers, they keep working in their organizations. So, this type of organizational commitment is very important for organizations. Especially to retain well-educated and hard-working human resources in organizations, organizations must have employees that committed to their organizations by affective. Organizational citizenship behavior (OCB) can be defined as “the individual behaviors not defined directly or clearly in formal reward system but contribute to the organizational effectiveness”. Organ (1990) suggested a model of organizational citizenship behavior with five dimensions: Conscientiousness, altruism, civic virtue, sportsmanship, and courtesy. The objective of this paper is to determine the relationship between affective commitment (AC) and organizational citizenship behavior (OCB). The importance of the study is great for especially enterprises operating in crisis. Employees committed to their organizations by affective and acting OCB will probably keep working in the same organization even if there is economic crisis. The area of the study is public and private enterprises in Dinar district of Afyonkarahisar. The samples will be selected from the population by the method of decisional sampling. To determine the relationship between affective commitment and organizational citizenship behavior, the analysis of regression and correlation will be performed. The data will be entered into the Statistics Program of Social Sciences and processed. Finally, the findings, conclusions and recommendations will be presented. 272 � https://omeka.ibu.edu.ba/files/original/6bfa799c9f648a20b9141b6bd629a2c4.docx 3412d5ed17f1b3bf9ab4415b90ab5537 https://omeka.ibu.edu.ba/files/original/7033df7ba3570b731bf7236795dad9fb.pdf 06c5103916c225f3fcb10677bc9bd651 PDF Text Text International Conference on EconomicandSocialStudies (ICESoS’13), 10-11 May, 2013, Sarajevo The relationship between affective commitment (AC) and organizational citizenship behavior (OCB): A study of public and private enterprises in Dinar district Veysel Agca Afyon Kocatepe University, Afyon, Turkey agca@aku.edu.tr Hatrettin Ertan Afyon Kocatepe University, Afyon, Turkey hertan@aku.edu.tr Abstract Meyer and Allen (1991) suggested a model of organizational commitment with three dimensions: Affective commitment, continuance commitment and normative commitment. The first one is related to willing to stay in organizations. The employee wants to stay in his or her organization because he or she loves his or her organization. Organizationalcitizenship behavior (OCB) can be defined as “the individualbehaviors not defined directly or clearly informalrewardsystem but contribute to the organizational effectiveness”. Organ (1990) suggested a model of organizational citizenship behavior with five dimensions: Conscientiousness, altruism, civic virtue, sportsmanship, and courtesy. The objective of this paper is to determine the relationship between affective commitment (AC) and organizational citizenship behavior (OCB). The importance of the study is especially great for enterprises operating in crisis. Employers committed to their organizations by affective and acting OCB will probably keep working in the same organization even if there is an economic crisis. The area of the study is public and private enterprises in the Dinar district of Afyonkarahisar. The samples were selected from the population by the method of decisionsampling. To determine the relationship between affective commitment and organizational citizenship behavior, the analyses of regression and correlation were performed. The data were entered into the Statistics Program of Social Sciences and processed. We found that AC would have a meaningful influence on conscientiousness behavior. But we saw AC wouldn‟t have a meaningful influence on OCB, altruism, civic virtue, sportsmanship and courtesy. In the second step, we determined the variance between variables and type of enterprise. Accept the sportsmanship behavior, the others change according to the type of enterprise. Thirdly, this time, the variance about gender. We found that employees‟ AC, OCB and components of OCB don‟t change according their gender. Finally, the findings, conclusions and recommendations were presented. Key words: Affective commitment, organizational citizenship conscientiousness, altruism, civic virtue, sportsmanship, courtesy. 1 behavior, �International Conference on EconomicandSocialStudies (ICESoS’13), 10-11 May, 2013, Sarajevo Introduction Enterprises that own employees working hard, willingly, and conscientiousnessly, will have a competitive advantage. These characteristics are relevant to the concepts “affective commitment” and “organizational citizenship behavior”. Employees, committed to their organizations by affective and acting OCB, are expected to work hard, willingly, and conscientiousnessly. They‟re also expected to be friendly to the others. The employees that love their organizations will promote their organizations. Even if there are bad conditions in the environment, they won‟t leave their organizations. Enterprises have the two main objectives: Economical and social objectives. Profitable, growing up and continuousness are the major economical ones (Dinçer, 1998: 146-154). The objective “continuousness” is a very important one in enterprises. Enterprises that own productive, experienced, hard-working, helpful, honest etc. employees will be able to live for ever. So, enterprises will realize their economical and social objectives by only their valuable human resources. We think that valuable human resources are committed to their organizations by affective and fulfill their formal tasks and informal works successfully. These are relevant to “affective commitment” and “job performance”. Thus, task performance and organizational citizenship behavior determine the level of job performance. The importance of the study is especially great for enterprises operating in crisis. Employers committed to their organizations by affective and acting OCB will probably keep working in the same organization. Literature Review Affective Commitment Meyer and Allen (1991) identified three distinguishable forms of organizational commitment: affective (AC), normative (NC), and continuance (CC) commitment. AC reflects an emotional attachment to, identify with, and involvement in the organization, whereas NC is experienced as a sense of obligation to remain, and CC reflects the perceived costs associated with leaving (Meyer and others, 2012: 226). In other words, affective commitment, the desire to achieve goals in favor of the organization; normative commitment, the obligation to be bound to an organization; and continuance commitment, the calculative bond towards an organization (Breitsohl and Ruhle, 2013: 162; Allen and Meyer, 1990a; Meyer & Herscovitch, 2001). An employee who is committed to the organization by affective, stays in the organization by his or her will (Bilgin and Demirer, 2012: 471; Meyer and Allen, 1991). In a study (in a financial service setting) in order to assess the impact of three psychological antecedents (position involvement, volitional choice and informational complexity) on affective commitment and the consequences of affective commitment of loyalty in terms of word of mouth, purchase intention, price insensitivity and complaining, Bloemer and Schröder (2003), found that affective commitment could best be explained by position involvement. Moreover, affective commitment is a key determinant of word of mouth, purchase intention and price sensitivity (Bloemer and Schröder, 2003: 33). 2 �International Conference on EconomicandSocialStudies (ICESoS’13), 10-11 May, 2013, Sarajevo In another study, Norris-Watts and Levy (2004) found that affective commitment mediated the relation between the feedback environment and organizational citizenship behavior, and this mediated relation was stronger for OCBs directed at individuals than directed at the organization as a whole (Watts and Levy, 2004: 351). An empirical study investigated how perceptions of organizational virtuousness (OV) predicted affective well-being (AWB) and affective commitment (AC). The findings show that perceptions of OV predict AC both directly and through the mediating role of AWB. The study suggests that fostering organizational virtuousness (e.g., through honesty, interpersonal respect, and compassion; combining high standards of performance with a culture of forgiveness and learning from mistakes) improves employees' AWB and promotes a more committed workforce. Considering these findings and mirroring the growing contributions of the positive psychology, positive organizational behavior, and positive organizational scholarship movements, the study suggest that a “positive-peoplemanagement” perspective should be considered, both by practitioners and scholars (Rego & et al, 2011: 524). Loi, Lai, and Lam (2012) found positive relationships between supervisors' and subordinates' affective commitment, and between subordinates' affective commitment and their task and extra-role performance (Loi & et al, 2012: 466). A study investigated the impact of two types of organizational commitment, continuance and affective, on the correctional staff life satisfaction at two Midwestern prisons, one private and one public. Continuance commitment was negatively related and affective commitment was positively related to life satisfaction for staff in both prisons (Lambert & et al, 2013: 1). Another study examined the relationship between the preferences and perceptions of employees regarding an ongoing share ownership plan on the one hand, and the employees‟ affective organizational commitment on the other. At the end of the study, it was found that a preference for ownership and the perceived fairness of the employee ownership plan were significant predictors of affective commitment (Kuvaas, 2003: 193). A research on 220 employees working in the higher education industry, shown that perceived organizational reputation had a positive correlation with organizational commitment and job satisfaction whereas it had a significant negative correlation with turnover intentions. However, when they are jointly included in a multiple regression analysis, perceived corporate reputation surprisingly exerted a positive effect on turnover intentions (Alniacik & et al, 2011:1177). Meyer, Stanley, Herscovitch, and Topolnytsky (2002) found that the three forms of commitment (affective, normative and continuance) were related yet distinguishable from one another as well as from job satisfaction, job involvement, and occupational commitment. (Meyer & et al, 2002: 20). In a study of 271 employees of 7 hotel organizations, Bilgin and Demirer (2012) found a significant and positive relationship between perceived organizational support (POS), affective commitment and job satisfaction (Bilgin and Demirer, 2012: 470). 3 �International Conference on EconomicandSocialStudies (ICESoS’13), 10-11 May, 2013, Sarajevo Organizational Citizenship Behaviors (OCB) Organ (1988) explains OCB as a distinct behavior, which is not directly recognized by the formal reward system but in the average promotes the organizational performance. He views OCB as the extra-role behavior since it is the act of job performance beyond the stated job requirement. Employees go beyond the contract signed by them at the time of entering the organization and they perform non-obligatory tasks without expecting any rewards or recognition (Swaminathan and Jawahar, 2013: 71). Organ (1988) suggested a model of organizational citizenship behavior with five dimensions: Conscientiousness, altruism, civic virtue, sportsmanship, and courtesy. Conscientiousness, the act of carrying out duties beyond the minimum required levels. Altruism, the act of helping a specific person with a work-related task. Civic virtue, actions that represent responsible participation in or involvement with meetings and other governance issues in the organization. Sportsmanship, actions that are positive when people refrain from doing them, such as complaints or railing against perceived slights. Courtesy, actions that include communicating with individuals affected by one's decisions (Walz and Niehoff, 1996: 307). The five dimensions of OCB are explained below (Swaminathan and Jawahar, 2013: 7180). Conscientiousness Organ (1988) defined conscientiousness as the dedication to the job, which exceed formal requirements such as working long hours, and volunteer to perform jobs besides duties. Barrick and Mount (2000) argue that conscientious people „„plan and organize their work, and are careful, thorough, and detail oriented [and these traits are] likely to lead to fewer accidents and safety violations” (Postlethwaite & et al, 2009: 711). Altruism Smith, Organ and Near (1983) defined altruism as “voluntary behaviors where an employee provides assistance to an individual with a particular problem to complete his/her task under unusual circumstances”. Altruism is helping behaviors for supporting personnel or the coworkers who have work related problems (Podsakoff & et al, 2000). Civic Virtue Deluga (1998) defines civic virtue as “the subordinate participation in organizing political life and supporting the administrative function of the organization”. It refers to the employees‟ participation in the political life of the organization like attending meetings, which are not really required by the firm and thus keeping up with the changes in the organization (Organ, 1988). Generally, employees engage in civic virtue when they are willing to participate actively in governing the organization, to monitor its environment for threats and opportunities, and to look to its best interests, even at great personal cost (Bellou, 2008: 780; Podsakoff & et al., 1990). 4 �International Conference on EconomicandSocialStudies (ICESoS’13), 10-11 May, 2013, Sarajevo Sportsmanship Sportsmanship is defined as refraining from actions which may lead to unfavorable tension in the workplace and maintaining a synergistic atmosphere within the organization against any adverse incidents (Polat, 2009:1593; Organ, 1988, 1990; Podsakoff and et al., 2000). Courtesy Courtesy refers to discretionary behavior on the part of an individual aimed at preventing work-related problems with others from occurring (Hadjali and Salimi, 2012: 527; Borman and Motowidlo, 1993; 1997). Courtesy also means members encouraging other members in their work. The literature reveals that a courteous employee would help reduce the intergroup conflict and thus reduce the time spent on conflict management activities (Podsakoff et al., 2000). In a study, some researchers found that the OCB had a significant impact on self-esteem. Moreover, there was a significant relationship between educational background and selfesteem, but no relationship was observed between educational background and OCB (Devin, Zohoorianb, Peymanizad, and Sane, 2012:1203). In another study among the staff of Tehran University, the researchers investigated the relationship between organizational citizenship behavior (OCB) and dimensions of personality. The results are following; 1) OCB and personality dimensions, take a place higher than average position. 2) OCB has positive relations with personality dimensions including: agreeableness, consciousness, openness, and extraversion; however, the relation between neuroticism and OCB seems negative. 3) Consciousness, agreeableness and openness predict the OCB (Mahdiuon, & et al, 2010: 178). Methodology In our empirical analysis, we determined if there was a relationship between affective commitment and organizational citizenship behavior. We used Ellen and Meyer‟s (1991) scale of affective commitment which was improved by Wasti (2000). And, for the OCB scale, we used Konovsky and Organ‟s (1996) which was improved by Erdem (2003). At first, we determined the levels of AC, OCB and subcomponents of OCB. Secondly, the correlations between AC, OCB and the subcomponents of OCB were determined. Thirdly, we tried to determine if the employees‟ levels of AC, OCB and subcomponents of OCB change according to the types of enterprise and gender. The area of the study is public and private enterprises which employ at least 10 employees in the Dinar district of Afyonkarahisar. The samples were selected from the population by the method of decisionsampling. The samples from about 25% of the population. We chose eight enterprises for samples. Three of them are public (governmental) and the others are private (non-governmental). Totally, 128 employees answered the questionnaire. There are details about enterprises and employees in Table 1. To determine the relationship between affective commitment (AC) and organizational citizenship behavior (OCB), the analysis of correlation was performed. The data were entered into the Statistics Program of Social Sciences and processed. 5 �International Conference on EconomicandSocialStudies (ICESoS’13), 10-11 May, 2013, Sarajevo Table 1: Demographic information about employees in enterprises in Dinar TYPE Age Education Marital Status Tenure PRIVATE 1st 2nd 3rd 4th 5th 6th 7th 8th T % Female Male 20 8 12 1 12 10 10 2 12 15 20 2 4 23 105 18 82 - 21 22-28 29-35 36-42 43-49 50+ 1 3 10 6 - 12 5 3 - 1 4 3 2 2 2 8 3 4 3 - 1 7 4 1 1 - 6 2 5 1 1 6 9 2 2 1 3 1 2 - 6 42 30 30 15 4 4 33 24 24 12 3 Elementary High School V.H.S. Faculty Master Doctorate 12 6 2 - 3 14 3 - 1 2 3 5 1 - 13 5 1 1 - 1 12 1 - 11 3 1 - 7 13 - 1 3 2 - 49 58 9 10 1 - 39 45 7 8 1 - Single Married Widow 1 18 - 7 13 - 4 8 - 8 12 - 3 11 - 5 10 - 2 18 - 3 3 - 33 93 - 26 74 - - 1 year 1-5 year 6-10 year 11-15 year 16-20 year 20 years + 6 5 2 7 - 20 - 4 3 1 4 1 1 10 2 2 1 3 4 10 - 5 2 3 2 3 20 - 3 3 - 8 78 12 8 14 7 6 61 9 6 11 7 - - 27 21 ENTERPRISE Gender PUBLIC Table 1(continued) First 8 1 4 10 2 2 Number of Second 4 9 2 7 2 4 - 1 29 23 Workplace Third 6 3 1 2 3 5 7 2 29 23 Fourth + 2 7 5 1 7 4 12 3 41 33 T = Total V.H.S.=Vocational High School The level of AC and OCB Table 2 shows the level of AC and OCB for public and private enterprises. The rating is following; “5,00-4,21 very high; 4,20-3,41 high; 3,40-2,61 medium; 2,60-1,81 low; 1,801,00 very low”. We evaluated the level of variables according to this rating. 6 �International Conference on EconomicandSocialStudies (ICESoS’13), 10-11 May, 2013, Sarajevo Table 2: Descriptive statistics for public (1,2,3) and private (4,5,6,7,8) enterprises Vari Conscientiou Altruism Civic virtue Sportsman Courtesy OCB AC able s M SD M SD M SD M SD M SD M SD M SD Ent. 4,50 0,56 4,21 0,66 4,08 0,61 3,98 0,80 4,22 0,53 4,20 0,51 4,50 0,63 1 4,62 0,47 4,38 0,51 4,46 0,35 4,65 0,59 4,79 0,35 4,58 0,39 4,19 1,41 2 3,95 1,04 3,85 0,76 4,46 0,68 3,62 1,03 4,12 0,65 4,00 0,71 3,16 1,33 3 4,41 0,72 4,19 0,66 4,32 0,57 4,14 0,88 4,41 0,58 4,29 0,57 4,06 1,25 M 4,07 0,57 3,62 0,66 4,03 0,60 3,78 0,77 3,77 0,76 3,85 0,57 3,59 0,95 4 3,76 0,26 3,48 0,50 3,45 0,38 4,17 0,41 3,90 0,38 3,75 0,32 3,79 1,30 5 4,24 0,72 4,04 0,64 3,88 0,72 3,91 0,79 4,23 0,49 4,06 0,59 2,66 0,78 6 4,22 0,75 4,02 0,57 4,20 0,62 3,93 0,69 4,09 0,50 4,09 0,57 3,99 0,61 7 3,63 0,51 3,69 0,94 3,83 0,47 3,11 0,98 3,71 0,69 3,60 0,62 4,58 0,30 8 4,05 0,63 3,79 0,66 3,92 0,63 3,87 0,75 3,97 0,59 3,92 0,55 3,63 1,02 M M=Mean; SD=Standard Deviation; OCB=Organizational Citizenship Behavior; AC=Affective Commitment; Ent.: Enterprise The general level of AC for public enterprises is high (4,06). The general level of OCB is very high (4,29). The subcomponents of OCB are high or very high. The highest ones are conscientiousness and courtesy behaviors (4,41). The general level of AC for private ones is high (3,63). But this level, in fact, is not enough; the managements must develop this type of commitment. Therefore, the managements must take care of employees psychological and social needs. For example, employees approved and rewarded by their managers, will probably commit to their organizations emotionally. The general level of OCB is high (3,92). Conscientiousness behavior is the highest (4,05). In comparison with conscientiousness behavior, altruism behavior is low (3,79). Employees helping the others must be rewarded by the management. For example, in basketball playing, number of assists is a dimension of performance. The questions and hypotheses of the study We tried to answer following questions; 1. Does the AC have a meaningful influence on OCB and subcomponents of OCB? 2. Does AC, OCB and components of OCB change according to the type of enterprise? 3. Does AC, OCB and components of OCB change according to gender? From the questions, we developed following hypotheses; H1: AC has a meaningful influence on OCB (H1a: AC has a meaningful influence on conscientiousness behavior; H1b: AC has a meaningful influence on altruisticbehavior; H1c: AC has a meaningful influence on civic virtue behavior; H1d: AC has a meaningful influence on sportsmanship behavior; H1e: AC has a meaningful influence on courtesy behavior) H2: AC changes according to the type of enterprise H3: OCB changes according to the type of enterprise (H3a: Conscientiousness behavior changes according to the type of enterprise; H3b: Altruism behavior changes according to 7 �International Conference on EconomicandSocialStudies (ICESoS’13), 10-11 May, 2013, Sarajevo the type of enterprise; H3c: Civic virtue behavior changes according to the type of enterprise; H3d: Sportsmanship behavior changes according to the type of enterprise; H3e: Courtesy behavior changes according to the type of enterprise) H4: Employees‟ levels of AC change according to gender H5: Employees‟ levels of OCB change according to gender (H5a: Employees‟ levels of conscientiousness behavior change according to gender; H5b: Employees‟ levels of altruism behavior change according to gender; H5c: Employees‟ levels of civic virtue behavior change according to gender; H5d: Employees‟ levels of sportsmanship behavior change according to gender; H5e: Employees‟ levels of courtesy behavior change according to gender. The relationship between AC and OCB To determine the relationship between AC and OCB, and its subcomponents, we made correlation and regression analyses. The outputs can be seen in Table 4. Table 3: Correlations OCB AC Conscien tiousness Altruism civic virtue sportsma nship courtesy Pearson Correlation Sig. (2-tailed) Pearson Correlation Sig. (2-tailed) Pearson Correlation Sig. (2-tailed) Pearson Correlation Sig. (2-tailed) Pearson Correlation Sig. (2-tailed) Pearson Correlation Sig. (2-tailed) Pearson Correlation Sig. (2-tailed) OCB AC 0,126 conscient iousness 0,854(**) 1 0,126 0,157 1 0,157 0,854(**) Altruism 0,911(**) civic virtue 0,796(**) sportsman ship 0,829(**) courtesy 0,869(**) 0,000 0,170 0,000 0,123 0,000 0,113 0,000 0,059 0,000 0,079 0,170 0,056 1 0,167 0,740(**) 0,206 0,638(**) 0,510 0,618(**) 0,374 0,647(**) 0,000 0,911(**) 0,056 0,123 0,740(**) 0,000 1 0,000 0,728(**) 0,000 0,648(**) 0,000 0,783(**) 0,000 0,796(**) 0,167 0,113 0,000 0,638(**) 0,728(**) 0,000 1 0,000 0,490(**) 0,000 0,587(**) 0,000 0,206 0,000 0,000 0,000 0,000 0,829(**) 0,059 0,618(**) 0,648(**) 0,490(**) 1 0,704(**) 0,000 0,869(**) 0,510 0,079 0,000 0,647(**) 0,000 0,783(**) 0,000 0,587(**) 0,704(**) 0,000 1 0,000 0,374 0,000 0,000 0,000 0,000 ** Correlation is significant at the 0.01 level (2-tailed); AC=Affective Commitment; OCB=Organizational Citizenship Behavior There is a low correlation between AC and OCB (%12,6). When we look at the correlation between AC and the subcomponents of OCB, again we find the low correlations; %17, %12, %11, %6 and %8, respectively. The highest correlation is between AC and conscientiousness behavior (%17). We tested H1, H1a, H1b, H1c, H1d and H1e, according to correlations above. The level of significance (0,157) is higher than 0,05. There‟s a low correlation (%12,6) and there is not 8 �International Conference on EconomicandSocialStudies (ICESoS’13), 10-11 May, 2013, Sarajevo a meaningful relationship between AC and OCB. So, the hypothesis H1 “AC has a meaningful influence on OCB” was rejected. The level of significance about conscientiousness is 0,056. In spite of the low correlation (%17), it‟s possible to say that there is a meaningful relationship between AC and conscientiousness behavior. So, the hypothesis H1a “AC has a meaningful influence on conscientiousness behavior” was accepted. The levels of significance about altruism behavior, civic virtue, sportsmanship and courtesy are higher than 0,05. So, the hypothesis H1b “AC has a meaningful influence on altruism behavior”, the hypothesis H1c “AC has a meaningful influence on civic virtue behavior”, the hypothesis H1d “AC has a meaningful influence on sportsmanship behavior”, the hypothesis H1e “AC has a meaningful influence on courtesy behavior” were rejected. The Change of AC and OCB according to the types of enterprises To determine if the employees‟ level of AC and OCB change according to types of enterprises, Independent-Samples T Test was fulfilled. The findings are summarized in Table 4. The employees‟ levels of AC and OCB in public enterprises are higher than the private ones. Table 4: The Change of AC, OCB, components of OCB according to the types of enterprise t-test for Equality of Means VARIABLE S OCB AC conscientio usness altruism civic virtue sportsmans hip courtesy EVA EVNA EVA EVNA EVA EVNA EVA EVNA EVA EVNA EVA EVNA EVA EVNA t df Sig. (2-tailed) MD SED -3,740 -3,721 -2,132 -2,061 -3,007 -2,942 -3,364 -3,363 -3,646 -3,712 -1,924 -1,869 -4,214 -4,226 126 110,080 126 97,565 126 102,899 126 111,999 126 118,719 126 99,762 126 113,307 0,000 0,000 0,035 0,042 0,003 0,004 0,001 0,001 0,000 0,000 0,057 0,065 0,000 0,000 -0,37508 -0,37508 -0,42994 -0,42994 -0,36065 -0,36065 -0,39632 -0,39632 -0,39604 -0,39604 -0,27799 -0,27799 -0,44439 -0,44439 0,10029 0,10079 0,20162 0,20863 0,11993 0,12259 0,11781 0,11784 0,10862 0,10668 0,14447 0,14874 0,10547 0,10515 95% CIOTD Lower Upper -0,57354 -0,57482 -0,82894 -0,84399 -0,59799 -0,60378 -0,62946 -0,62981 -0,61099 -0,60728 -0,56389 -0,57309 -0,65311 -0,65271 -0,17661 -0,17534 -0,03093 -0,01589 -0,12331 -0,11753 -0,16318 -0,16283 -0,18109 -0,18479 0,00792 0,01712 -0,23567 -0,23608 EVA= Equal variances assumed; EVNA= Equal variances not assumed; MD=Mean difference SED=Std.Error Difference; CIOTD=Confidence Interval of The Difference Significance level is lower than 0,05. So, AC, OCB and subcomponents of OCB, except sportsmanship, change according to the type of enterprise. Then, the hypothesis H3d “Sportsmanship behavior changes according to the type of enterprise” is rejected but the others are accepted. AC, OCB, subcomponents of OCB and gender To test the hypothesis H4 “Employees‟ levels of AC change according to gender”, the hypothesis H5 “Employees‟ levels of OCB change according to gender” K Independent Samples Kruskal Wallis H was applied. The findings are summarized in Table 5. 9 �International Conference on EconomicandSocialStudies (ICESoS’13), 10-11 May, 2013, Sarajevo Table 5: The Change of AC, OCB, components of OCB according to gender OCB AC Conscientiousness civic virtue 1,204 sportsmanship 0,254 altruis m 0,364 0,063 courtes y 1,420 ChiSquare df 0,045 1,605 1 1 1 1 1 1 1 Asymp. Sig. 0,833 0,205 0,615 0,546 0,273 0,802 0,233 a Kruskal Wallis Test b Grouping Variable: gender Significance levels for each variable are higher than 0,05. So, the hypothesis H4 “Employees‟ levels of AC change according to the gender”, the hypothesis H5 “Employees‟ levels of OCB change according to the gender”, and other ones about subcomponents of OCB were rejected. In Table 6, the results about hypotheses are summarized. Table 6: Accepted or Rejected Hypotheses HYPOTHESES ACCEPTED H1: AC has a meaningful influence on OCB REJECTED X H1a: AC has a meaningful influence on conscientiousness behavior X H1b: AC has a meaningful influence on altruism behavior H1c: AC has a meaningful influence on civic virtue behavior X X H1d: AC has a meaningful influence on sportsmanship behavior X H1e: AC has a meaningful influence on courtesy behavior X H2: AC changes according to the type of enterprise H3: OCB changes according to the type of enterprise X X H3a: Conscientiousness behavior changes according to the type of enterprise X H3b: Altruism behavior changes according to the type of enterprise X H3c: Civic virtue behavior changes according to the type of enterprise H3d: Sportsmanship behavior changes according to the type of enterprise X H3e: Courtesy behavior changes according to the type of enterprise X X H4: Employees‟ levels of AC change according to gender X H5: Employees‟ levels of OCB change according to gender H5a: Employees‟ levels of conscientiousness behavior change according to gender X X H5b: Employees‟ levels of altruism behavior change according to gender X H5c: Employees‟ levels of civic virtue behavior change according to gender H5d: Employees‟ levels of sportsmanship behavior change according to gender X X H5e: Employees‟ levels of courtesy behavior change according to gender X Conclusions Firstly, we determined the employees‟ levels of AC and OCB by the types of enterprises and gender. For the public enterprises, the mean of OCB is 4, 29 and the mean of AC is 4, 06. The mean for the private enterprises, OCB is 3, 92 and AC is 3,63. So, in comparison with the employees in private enterprises, the employees in public ones are committed to their organizations emotionally and have extra-role performance. For the subcomponents of OCB are the same. 10 �International Conference on EconomicandSocialStudies (ICESoS’13), 10-11 May, 2013, Sarajevo Gender is not a determinant factor for the employees‟ AC and OCB. For the subcomponents of OCB are the same. In our study, we‟ve determined there is no meaningful relationship between AC and OCB (and the subcomponents of OCB, except conscientiousness behavior). However, except sportsmanship behavior, all the other variables change according to the type of enterprise. The levels of the public enterprises are higher than the private ones. The employees in public sector have higher OCB and AC than those in private ones. But, gender is not a determinant for OCB and AC. There is no meaningful relationship between AC and OCB. But AC has a meaningful impact on conscientiousness behavior. Higher OCB and AC don‟t mean privatization is bad. Definitely not. We all know that hidden unemployment is in public enterprises generally. In addition, most public enterprises have wasteful expenditure. Most of the employees in private sector in Dinar have a low economical welfare. Most of them earn the minimum wage and have long working hours. They have to work for their company because there is unemployment in the environment. Especially, in institutionalized private organizations which have distanced human resource departments, employees‟ levels of AC, OCB, job performance, work motivation, job satisfaction etc. will probably be higher. In public enterprises, generally, the managers are not interested in employees‟ performance. But enterprises can exceed the objectives by only its human resources. So, the key factor for success is “human”. We think the privatization of enterprises is the most important factor for economical welfare. But the privatization is not enough itself. These private enterprises must be institutionalized, have professional managers. The managers of enterprises must develop their organizations. For this, the practitioners and the academics must help each other. They, in fact, must work co-operatively. The practitioners must provide information and the academics must share the findings with the practitioners. Academics, practitioners, representatives of government must participate in the symposiums about management actively. They must discuss the problems of working life in these meetings. Finally, advisable decisions must be made and fulfilled. References Alniacik, U, Cigerim, E., Akcin, K., & Bayram, O. 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Job satisfaction as a predictor of organizational citizenship behavior: an empirical study, Global Journal of Business Research, 1, 71-80. 13 �International Conference on EconomicandSocialStudies (ICESoS’13), 10-11 May, 2013, Sarajevo Walz, Sandra, M. and Niehoff, Brian, P. (1996). Organizational Citizenship Behaviours and Their Effect on Organizational Effectiveness in Limited-Menu Restaurants, Academy of Management Proceedings, 307-311. Wasti, S.A. (2000), Örgütsel Bağlılığı Belirleyen Evrensel ve Kültürel Etmenler: Türk Kültürüne Bir Bakış, Türkiye‟de Yönetim, Liderlik ve İnsan Kaynakları Uygulamaları,ed. Z. Aycan, Türk Psikologlar Derneği Yayınları, Ankara, 201224. 14 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 1661 Title A name given to the resource The Relationship between Affective Commitment (Ac) and Organizational Citizenship Behavior (Ocb): A Study on Public and Private Enterprises in Dinar District Author Author AGCA, Veysel ERTAN, Hayrettin Abstract A summary of the resource. Meyer and Allen (1991) suggested a model of organizational commitment with three dimensions: Affective commitment, continuance commitment and normative commitment. The first one is related to willing to stay in organizations. The employee wants to stay in his or her organization because he or she loves his or her organization. Even if other organizations give better job offers, they keep working in their organizations. So, this type of organizational commitment is very important for organizations. Especially to retain well-educated and hard-working human resources in organizations, organizations must have employees that committed to their organizations by affective. Organizational citizenship behavior (OCB) can be defined as “the individual behaviors not defined directly or clearly in formal reward system but contribute to the organizational effectiveness”. Organ (1990) suggested a model of organizational citizenship behavior with five dimensions: Conscientiousness, altruism, civic virtue, sportsmanship, and courtesy. The objective of this paper is to determine the relationship between affective commitment (AC) and organizational citizenship behavior (OCB). The importance of the study is great for especially enterprises operating in crisis. Employees committed to their organizations by affective and acting OCB will probably keep working in the same organization even if there is economic crisis. The area of the study is public and private enterprises in Dinar district of Afyonkarahisar. The samples will be selected from the population by the method of decisional sampling. To determine the relationship between affective commitment and organizational citizenship behavior, the analysis of regression and correlation will be performed. The data will be entered into the Statistics Program of Social Sciences and processed. Finally, the findings, conclusions and recommendations will be presented. Publisher An entity responsible for making the resource available International Burch University Date A point or period of time associated with an event in the lifecycle of the resource 2013-05-10 Keywords Keywords. Article PeerReviewed Identifier An unambiguous reference to the resource within a given context ISSN 978-9958-834-23-3 https://omeka.ibu.edu.ba/files/original/4cfffdbc3f3f83f8f65658e8ddca484c.pdf 741628b5734dbd94c0834b7f994e9daa PDF Text Text The Relationship Between Career Planning And Culture: A Research On French And Turkish Business Administration Students Özdaşli Kürşat1, Seher Derya2, Pelin Kanten3, Fatih Cura4, Merve Eroğlu5 1Mehmet Akif Ersoy University, Faculty of Economics and Administrative Sciences, Business Administration Departmant, 2Süleyman Demirel University, Faculty of Economics and Administrative Sciences, Business Administration Departmant 3Mehmet Akif Ersoy University, Hikmet Tolunay Vocational School, Marketing Programme, 4Ishik University, Erbil, Faculty of Economics and Administrative Sciences, BA Department, 5Süleyman Demirel University, Institute of Social Sciences, Business Administration Master, E –mails: kursatozdasli@sdu.edu.tr, seherderya@sdu.edu.tr, fatihcura@hotmail.com, mervesdu@gmail.com Abstract Career is a concept that explain the preferences of individuals throughout their life span. It is considering from a professional angle, career is the set of attitudes and behaviors in relation to work experiences and activities which are perceived by person during his or her life. Career planning is the personal process of planning one's life work. Career planning is not a one-time event, but rather is a process that depends on one’s values, beliefs and skills. It is a very important step in career planning assessing skills, knowledge, values, constraints and interests. Values and beliefs terms suggest that “culture”. Culture is explained that shared values and beliefs in a group. It is a way of life of a group of people including the patterns of thought, behaviors, customs, language, traditions. In this respect a question comes to the mind: Is culture affect the one’s career planning and how valuable his/her work in his life? In this study; cultural dimensions is used (power distance, masculinity/effeminacy, uncertainty avoidance, long term/short term orientation) that served to distinguish one culture from another with access to people working for the same organization in over 40 countries of the world by Hofstede collecting data and analyzed his findings. Hofstede cultural dimensions questionnaire asked French and Turkish Business Administration students in universities. To determine personal career planning and importance of work in one’s total life Career Salience questionnaire (Greenhaus, 1971) that is composed three dimensions- Relative Importance of Work and Career Component, Planning and Thinking about Career Component, General Attidutes toward Work Component- is asked same students also. The study aims to determine whether a difference between cultures about making career plans and positioning work in total life. 601 �Keywords: Career, Career planning, Career Salience, Culture, Cultural dimensions 1.INTRODUCTION Culture, firstly in an extensive way introduced by an English anthropologist Sir Edward Tylor in a book named “Primitive Culture” in 1871 as “that complex whole which includes knowledge, belief, art, law, morals, custom, and any other capabilities and habits acquired by man as a member of society” (Tylor, 1871: 1). Culture, although it is defined as a set of values and norms which creates society, since it also shapes and manages the habits, behavior patterns, attitudes of its members, it is discussed extensively. From this perspective culture may tell to each member who they are how they should behave and they would feel when interacting with each other. (Schein, 2010: 29). Culture, even separates a group from other groups in terms of their characteristics, it also fits its members into living conditions of the society. (Hofstede vd., 2002: xviii ) The culture which is learned, shared and passed down over generations, establishes a close link between the needs of society with the individual's preferences. ( Haviland vd., 2008: 25). The cultural environment plays a key role in shaping its members’ personalities (Robbins, 1997: 91). Geert Hofstede made the most comprehensive study of cultural differences. In his study which is completed in 40 countries, and carried out among 116000 employees in international companies, he addressed culture in five different dimensions (Reiser, 2010: 12-13): Individualism vs. Collectivism: In individualistic cultures people are expected to portray themselves as individuals, who seek to accomplish individual goals and needs. In collectivistic cultures, people have greater emphasis on the welfare of the entire group to which the individual belongs, where individual wants, needs and dreams are often set aside for the common good. Power distance: Power distance dimension focuses on the relationship between the powerful and the weak in a society. In cultures with lower power distance, weak people expects more democratic relations, in high power distance the weak accepts the authority. Masculinity vs. femininity: In Masculine societies, values related to men like competition, ambition; in feminine societies values, equality and life quality given to relationships stand out. (Hofstede, 1998: 6-7). Uncertainty Avoidance: The majority of people living in cultures with a high degree of uncertainty avoidance, are likely to feel uncomfortable in uncertain and ambiguous situations. People living in cultures with a low degree of uncertainty avoidance, are likely to thrive in more uncertain and ambiguous situations and environments. (Hofstede, vd., 2002: 62). Long vs. Short Term Orientation: In Long-term-oriented societies, people value behaviors and attitudes related to future, in short-term oriented societies, commitment to traditional values, and dignity is important. Schein explains that the culture of a group can be addressed in three levels: “the levels of artifacts, the level of its espoused beliefs and values and the level of its basic underlying 602 �assumptions. The origin of a culture lies in the pattern of basic underlying assumptions, and after you understand those, you can easily understand the other levels (Schein, 2010: 32). Career is one of the basic topics of human resources management. One of the widely used definitions of career is briefly; work experiences that a human gains throughout his life span. ( Audrey, 1998: 412). According to a more extensive definition career is a concept which expresses the works, progress and improvements that people did throughout their working life (Tüz, 2003: 170). According to Hall (quoted by Adekola, 2011: 101) whose definition about the concept of career is the most accepted, career is defined as the course(duration) directly related with personal and corporate objectives, work experience and activities which a human will live and partially keep under control throughout his life. When the concept of career is handled as individual’s job career positions used consecutively throughout his personal life span shows the presence of three basic dimensions in the career phenomenon. They are: individual, work and position. Since the presence of work and position requires organization, individual and the organization will come face to face during career process. In other words, the concept of career has two significant dimensions as individual and organization. (Şimşek ve Öge, 2007: 260). Given as career planning and career management in literature career management from organization point of view and career management from individual point of view is being seperated. Career management from organization point of view, is determining official career paths in any organization and establishing quantitative and qualitative measurements of activity in this career path. However individual career management is related with human’s own plans made in accordance with his personality, knowledge, interests, skills and aims. Hall (quoted by Adekola, 2011: 102) defines individual career planning, which is related with human’s personal future, as becoming conscious about opportunities of life, choices and results, identifying career goals, and as programming process of activities intended for work, education and other improvements which provides determination of direction and time in achieving goals concerning career. From organization point of view career management comprises activities like, determination of employee including career planning, identifying career path within organization, determination of career advisors. Career management from individual point of view comprises topics like, individual’s search and finding out his career, finding his job, midcareer. Issues such as career planning and selection is affected by factors directing the individual. These factors can be divided into internal and external. Internal factors are psychological forces like individuals feelings, thoughts. And external factors are elements like social background, family, surroundings(Kaynak et al., 1998: 239-246) which are directly related with culture. Career can express different meanings to different individuals. When career is a way of earning money for some people, for others it is the way not to waste time or achieve social status. Consequently, for the employees in a job or those who wish to work there can be several reasons in accordance with their personality traits and environmental conditions(İbicioğlu, 2010: 161). When chosing a professional field related to his career as well as intensifying career progress, an individual willing to make plans about his career, is likely to be influenced by cultural features like long-term or short term thinking, avoiding or taking the risk of the society. 2.RELATIONSHIP BETWEEN CULTURE AND CAREER PLANNING 603 �According to Schein (1990: 109) who made important studies in organizational culture, one of the main reasons of the presence of different viewpoints about the definition of culture is that it is the common subject of different branches of social science. Each branch of social science, especially, anthropology, sociology, social psychology and organizational behaviour approaches to culture from its’ own viewpoint. Sometimes these branches of science have biased approaches to culture. Culture is a concept associated with social values. There is a strong relationship between career and culture which have integrated aims, plans, intentions and applications(Young et al., 2002: 224). According to Holland’s Theory of Personalities in Work Environments level of consciousness and other features of a personality related with culture, gender roles, personal competences have the power to affect future trends of a human’s career(Spokane et al., 2002: 410). 3.RESEARCH 3.1. Purpose of the study and samples The main objective of this study is to identify whether individual career planning is affected by social cultural features or not. According to Hofstede’s research results, a similar research over two nations with similar cultural values, French and the Turks, was carried out. The data used in this study; are the data of the research named “The Effect of Cultural Differences on Individual Career Plans” belonging to France and Turkey, whose survey is still going on in France, Turkey, Iraq, Italy, Kazakhstan and Mongolia. It has cultural value scores similar to Hofstede. For this reason, the title of the study “Cultural Relationships Between Individual Career Plans” was deemed appropriate. We have reached the students of Toulousse School of Economics in France, In Turkey the students of The Faculty of Economics and Administrative sciences at Süleyman Demirel University. 3.2.Survey Form And Measurements Questionaire technique was used to collect experimantal data. 2 measurements were used in the questionaire. Culture measurement is the most known measurement which has been used by Hofstede for years approximately over 40 countries. This measurement has been used in lots of studies and tested in Turkey. Out of five of Hofstede(Hofstede, geerthofstede.com/national-culture) measurements, (Power Distance (PDI); Individualism versus Collectivism (IDV); Masculinity versus Femininity (MAS); Uncertainty Avoidance (UAI); Long Term Orientation (LTO)70 ) only two dimensions have been included into this survey. They are Uncertainty Avoidance (UAI); and Long Term Orientation (LTO) measurements which consist of only 20 expressions. When the first five expressions are long expressions, 610 are short, 11-15 expressions are related with avoiding risk and 16-20 expressions are related with taking risk. And the second measurement used in the questionaire, that is, individual career planning measurement, measures the importance of work in human’s life and personal career 70 LTO is a measurement fundamentally developed by Michael Bond which later was used and approved by Hofstede. 604 �plan which is Southgate’s(2005) measurement. Career Salience questionnaire (Southgate, 2005: 66-69) that is composed three dimensions- Relative Importance of Work and Career Component (1 -6 questions); Planning and Thinking about Career Component (7 – 12 questions); General Attidutes toward Work Component (13 – 18 questions). Factor Analysis was applied to the data obtained from the result of research conducted using this measurement. 3 dimensions obtained from Factor Analysis were renamed and given below in the table named “Results of Factor Analysis of Individual Career Planning measurement”. A five spaced Likert type metric expression was applied to the responses of phrases which took place in this measurements. For instance, for the response of the expression “I always make long term plans” there are five options like “1-Strongly Disagree”, “2- Disagree”, “3I’m not sure”, “4- Agree”, “5- Strongly Agree”. In addition, 8 questions were asked to analyze students’ demographic structure. Responses of the qustionaires received were coded and analyzed using SPSS for Windows 15.0 version. 3.3. Data Preparation Data received from the survey results was entered to SPSS 15.0 package program, to prepair the data file missing data, extreme value, normality, homegeneity were tested Missing Data: the ratio of empty left articles over all articles was anlyzed in each questionaire whether or not it makes 15% and more. Since we don’t have such a questionaire missing data operation was not made, skipped. Extreme Value: 10 Questionaires which have + 3 and – 3 “Z” and “T” scores were excluded from analysis. Totally the data of 79 questionaires were analyzed. Normality: N-Par Test results were examined, measurement of trust in administrators (sig. (2 tailed) = 0,000); according to administrator commitment measurement (sig. (2 tailed) = 0,009) normal distribution hasn’t been obtained. Therefore logarithm of data was taken to normalize. Homogeneity : Since the sig. value excedeed 0.05 As a result of “homogenity test” the data was decided to be homogeneous. 3.4. Demographic Results %50,6 of students participating the survey are from France, %49,4 are from Turkey. %58,2 of them are female, %40,5 are male. %78,5 of the students belong to 17-25 age group, %17,7 of them belong to 26-35 age group % 3,8 of them didn’t mark. While %84,4 of the students participating the survey have indicated that after graduating they would like to choose profession related with their field; %13,7 of them have indicated that they would like to choose other professions. %44,3 of the students have stated that they want to work in public organizations; %24,1 of them indicated business sectors, % 21,5 of the students pointed out that they want to build their own business and %10,1 didn’t make any marks in this area. The responses to the question “Who is being affective in making your career plans?” that was asked to the attendants of the survey are as follows:; %38 say family; %7,6 say friends; %5,3 say relatives; %5,1 say teachers. While 3 people didn’t answer this question, approximately %32,9 of majority have chosen others option. According to the averages of input of a research based on the results received from Hofstede Scale, four dimensions are constituted. (Long period inclination, short period inclination, 605 �avoiding risk and not avoiding risk). A factor analysis is carried out on the results received from the questions based on Southgate Scale. The first dimension that has been formed as a result of factor analysis is called: planned career inclination, the second called: Ambitious career inclination, the third is called: emotional career inclination. The test structure validity of individual career planning scale that was used in the research, factor analysis has been fulfilled. In the basic component analysis, that was applied Kaiser=Meyer=Olkin (KMO) test, has showed that sample size is adequate for factor analysis. The result of Barlett test, which is done to see if the data that is belonging to variables shows normal distribution, is meaningful. (431,043; p<0.01) As a result of factor analysis and varimax rotation of individual career planning variables, three factors are found which is bigger than 1.00. Those factors are defining 62.149% of total variance. As a result of reliability analysis that is belonging to three scale, the internal consistency (Cronbach alpha values) are respectively; .761, .687 and .730. It shows that the scales have got the reliability level on the social sciences field. It can be said that the data which is the result of varimax rotation factor analysis measure the structure is appropriate for the theory and has a structural reliability. Table 1: the results of individual career planning scale factor analysis sizes 1 I think making career planning will be so useful .789 I will be glad to make a career planning for the future .758 I did many plan and thought about my career so far .624 I know the way to realize the plan that I did about my career .609 I did career planning by being aware of the fields that I am interested in .567 2 I cannot sacrifice my career for wishes and forcing of people who has an important place in my life .667 I look at a work like it is a way to express myself in the life .560 I am ready to sacrifice many things to be the top at my work .544 Work and rising is one of the most important issues in my life .533 3 I cannot be really happy without being successful at my job .785 I want to graduate and go into business as soon as possible .592 606 �My career is the first for me .580 Culture Individual career planning long term inclinaiton Planned career inclinaiton short term inclinaiton Ambitious career inclinaiton avoinding risk Not avoiding risk Emotional career inclinaiton It is almost impossible for me to be happy as long as I am not working at a work that I want .479 According to the result of factor analysis, our research model is as following; Research model is appropriate for the model called descriptive or determining the status. At such models, we can describe variables and the correlation among those variables then make some forecasts based on those descriptions (Kurtulus, 1989: 310). Our hypothesis based on this model is as below; H1: there is a positive correlation between being long term inclinaiton and planned career inclinaiton 607 �H2: there is a positive correlation between being short term inclinaiton and ambitious career inclinaiton H3: there is a positive correlation between being avoid of risk and planned career inclinaiton H4: there is a positive correlation between being avoid of risk and emotional career inclinaiton H5: there is a positive correlation between not being avoid of risk and ambitious career inclinaiton Correlation Analysis Findings Expected results have been obtained as a result of correlation analysis. Findings are below; Table 2: summary table of correlation analysis Culture sizes Individual career planning sizes Planned career inclinaiton Ambitious career inclinaiton Emotional career inclinaiton Long term inclinaiton Pearson significance .344(**) -.128 .417(**) .002 .118 .000 Short term inclinaiton Pearson significance -.196 .356(**) -.132 .183 .003 .245 Being avoid of risk Pearson significance .412(**) -.111 .519(**) .000 .331 .000 Not being avoid of risk Pearson significance -.196 .390(**) -.132 .083 .000 .245 We can see that long term inclinaiton has positive correlation with emotional career planning (r=417, P<0.000) and planned career inclinaiton. We can see that short term inclinaitonhas positive correlation with ambitious career inclinaiton(r=356, P<0.00). We can see that being avoid of risk has positive correlation with emotional career planning (r=519, P<0.00) and planned career inclinaiton (r=412, P<0.00). 608 �We can see that not being avoid of risk has positive correlation with ambitious career inclinaiton(r=390, P<0.00) After these results, all hypotheses are accepted. 5. CONCLUSION This work is about a research which is still going on in different countries but we have taken only part which is done in Turkey and France. According to the data we got, we have seen that when people are planning their career, they are affected by the culture of society they are living in. Because in line with our expectations students who are thinking for long run, planning their career thinking carefully and planned but on the other hand, students who are thinking short run, are so ambitious. However, the students, who are avoiding of risk, are planned and emotional. On the other hand, who are not avoiding of risk, are much more ambitious. Comparative analysis also could be done using data which is belonging to Turkey and France but we would like to make it using the data belonging to various countries. RESOURCES ADEKOLA, Bola “Career Planning and Career Management as Correlates for Career Development and Job Satisfaction a Case Study of Nigerian Bank Employees”, Australian Journal of Business and Mangement Research, Vol.1, No. 2, pp. 100-112, 2011. HAVILAND William A., Harald E. L. Prins, Dana Waltrath, Bunny McBride, Cultural Antropology Human Challenge, 12th Edition, Wadsworth Thoms Leadrning, 2008, USA HOFSTEDE, Gert Jan, Paul B. Pedersen & Geert Hofstede, Exploring Culture Exercises, Stories and Synthetic Cultures, Intercultural Press, 2002 HOFSTEDE, Geert, Masculinity and Femininity: The Taboo dimension of National Cultures, Sage Pub., USA, 1998 HOFSTEDE, Geert, “National Cultural Dimensions”, http://geert-hofstede.com/nationalculture.html, 15.03.2012 IBICIOGLU, Hasan, Human Resources Management, Alter Publishing, Ankara, 2010. KAYNAK Tuğray, Zeki Adal, İsmail Ataay, Cavide Uyargil, Ömer Sadullah, Ahmet Cevat Acar, Oya Özçelik, Gönen Dündar ve Reha Uluhan, Human Resources Management, İ.Ü. Business Faculty Publishing, İstanbul. KURTULUS, Kemal, İşletmelerde Araştırma Yöntem Bilimi, İstanbul Üniv. İşletme Fakültesi Yayınları, Yayın No: 210, İstanbul, 1989. REISER, Danina, Analysis of Cultural Differences in Dubai, Berliner Wissenschafts-Verlag GmbH, Germany, 2010 ROBBINS, Stephen P., Organizational Behavior Concepts controversies Applications, Prentice Hall International, Inc., Seventh Edition, 1997, USA SCHEIN, H. Edgar, Organizational Culture and Leadership, 4th Edition, John Wiley & Sons Inc., 2010, USA 609 �SCHEIN, Edgar H, “Organizational Culture”, American Psychologist, Vol. 45, No. 2, pp. 109-119, 1990. SIMSEK, M. Şerif, H. Serdar Öge, Human Resources Management with Strategic and International Perspectives, Gazi Publishing, Ankara, 2007. SPOKANE, Arnold R., Eric J. Luchetta and Matthew H. Richwine, “Holland’s Theory of Personalities in Work Environments”, Career Choices and Development, Jossey-Bass, San Francisco, pp. 373-427, 2002. SOUTGATE, Nicole, An Exploration of Career Salience, Career Commitment, and Job Involvement, Master Thessis, Masters in Industrial Psychology at University of the Witwatersrand, Supervisor: Dr. Andrew Thatcher, 2005. TUZ, Melek Vergiliel, “Kariyer Planlamasında Yeni Yaklaşımlar”, U.Ü. Journal of Science and Literature Faculty, Vol. 4, No. 4, pp. 169-176, 2003. TYLOR, Edward B., Primitive Culture: Researches Into the Development of Mythology, Philosophy, Religion, Art, and Custom, Volume I, John Murray Albemarle Street, London, 1871 YOUNG, Richard A, Ladislav Valach and Audrey Collin, “A Contextualist Explanation of Career”, Career Choices and Development, Jossey-Bass, San Francisco, pp. 206-255, 2002. The Factors Determined To The Improvement In The Least Developed And Developing Countries: Testing A Model Gözde Ergin, Adil Oğuzhan Trakya University, Department of Econometrics Abstract Finding the different ways of the improvement as a multidimensional process causes different improvement ways in all countries in the world. The economic improvement that cause a structural changing is very important in all economies all over the world and it is necessary for the least developed countries at the same time. These countries have solved the phenomena of poverty, unemployment, low life standards and unimproved. The differentiation in the socio-cultural structures of the least developed and developing countries effect the improvement in a positive way. In the study, the socio-economic factors of improvement and a classification according to the gross national product levels per person in the least developed and developing countries have been done by taking the definition accepted by World Bank into consideration. There are fifteen countries in the classification of the least developed and developing countries. The data of thirty-three factors in the comparison of these countries have been obtained from the data source of World Bank, OECD, EUROSTAT and UN (2000 – 2009). 610 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 1218 Title A name given to the resource The Relationship Between Career Planning And Culture: A Research On French And Turkish Business Administration Students Author Author Özdaşli , Kürşat Abstract A summary of the resource. Career is a concept that explain the preferences of individuals throughout their life span. It is considering from a professional angle, career is the set of attitudes and behaviors in relation to work experiences and activities which are perceived by person during his or her life. Career planning is the personal process of planning one's life work. Career planning is not a one-time event, but rather is a process that depends on one’s values, beliefs and skills. It is a very important step in career planning assessing skills, knowledge, values, constraints and interests. Values and beliefs terms suggest that “culture”. Culture is explained that shared values and beliefs in a group. It is a way of life of a group of people including the patterns of thought, behaviors, customs, language, traditions. In this respect a question comes to the mind: Is culture affect the one’s career planning and how valuable his/her work in his life? In this study; cultural dimensions is used (power distance, masculinity/effeminacy, uncertainty avoidance, long term/short term orientation) that served to distinguish one culture from another with access to people working for the same organization in over 40 countries of the world by Hofstede collecting data and analyzed his findings. Hofstede cultural dimensions questionnaire asked French and Turkish Business Administration students in universities. To determine personal career planning and importance of work in one’s total life Career Salience questionnaire (Greenhaus, 1971) that is composed three dimensions- Relative Importance of Work and Career Component, Planning and Thinking about Career Component, General Attidutes toward Work Component- is asked same students also. The study aims to determine whether a difference between cultures about making career plans and positioning work in total life. Keywords: Career, Career planning, Career Salience, Culture, Cultural dimensions Date A point or period of time associated with an event in the lifecycle of the resource 2012-05-31 Keywords Keywords. Conference or Workshop Item PeerReviewed H Social Sciences (General),T Technology (General) Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 815 Title A name given to the resource The Relationship between Cognitive Process and Fuzzy Logic in The Process Of Second Language Learning Author Author Pamukcu , Abdullah Akbarov, Azamat Abstract A summary of the resource. Philosophy has been encountering the rules of language acquisition for long time due to the relationship between philosophy and language. Primary proof for this is link between object and subject and how the object is defined. Idealizing, defining and verbalizing are crucial aspects of philosophy and language acquisition as well. These aspects of philosophy have been shaped by Plato and Aristotle in the Antiquity. While Plato put the emphasis on nature regarding acquiring knowledge, Aristotle put it on nurture. Later on philosophy embarked on a linguistic orbit with Wittgenstein. We had been come across the rules and bases of language acquisition by the early years of philosophy. The essential relationship between philosophy and language is logic and the symbolic acquisition. Logic has been known by everyone as the name of the "truth" of reasoning. Logic can tell us to evaluate the truth or falsity of any statement or group of statements .Aristotelian logic is mainly confined to the analysis of short statements and not to be extended one. Learning of conceptual contents of the surrounding world depends on language and vice versa. The essential point that recognizing objects in surroundings and understanding the meaning of them for the human mind. Sign and symbols are important for working of human mind. Mostly cultural and religious symbols influenced the language and cognitive process. The perception signals, like teacher talking cognitive involves lots of different sub-process, like symbols and signs mean logic. But logic clarify that the black and white thing, true or false. In learning input, process and output are so important themes for cognitive and learning. So logic tells that this is true and that is false. What about the middle sides? Nowadays this question is being asked by the people. Like fuzzy logic this is black and this is white, what about the grey? In this paper the relation between logic and language is studied. It analyzes logics are related with language and also second language acquisition. But we are learning not only like classical logic acquisition, but also like fuzzy logic process. Date A point or period of time associated with an event in the lifecycle of the resource 2012-05 Keywords Keywords. Conference or Workshop Item PeerReviewed P Philology. Linguistics https://omeka.ibu.edu.ba/files/original/051f3b0f51ed10a04bf80703dc707b5d.pdf 70a13d98e5d00064226ca3cbd435540e PDF Text Text International Conference on Economic and Social Studies, 10-11 May, 2013, Sarajevo The Relationship between Corporate Governance and Performance of Insurance Firms: Evidence from Turkey Mesut Doğan Afyon Kocatepe Üniversitesi, Afyon, Turkey mesutdogan@aku.edu.tr Bilge Leyli Elitaş Yalova Üniversitesi, Yalova, Turkey bilgeleyli@yalova.edu.tr Ramazan Nacar Yalova Üniversitesi, Yalova, Turkey rnacar@yalova.edu.tr There are many studies in the field of corporate governance from all around the world. In accordance with these studies, it is emphasized that it cannot be mentioned about any single corporate governance model which is valid for all countries. Thus, this study aims to research the relationship between corporate governance and performance of insurance firms. Data used in this study is derived from seven insurance firms listed on İstanbul Stock Exchange (ISE) and it is limited to 2005-2011 periods. The effects of corporate governance on performance of insurance firms are analyzed by correlation and multiple regression analysis. In the study, Return on Asset (ROA) and Return on Equity (ROE) are used as performance indicators of insurance firms, namely the dependent variables. The variables such as number of employees, size of assets, free float rate, size of board of directors, number of independent members and CEO duality of insurance firms are used as corporate governance indicators, namely the independent variables. According to the hypotheses developed, the relationships between corporate governance and performance of insurance firms will be analyzed and findings will be reported. Keywords: Corporate Governance İnsurance Companies Firm Performance. 202 � https://omeka.ibu.edu.ba/files/original/a570cccf8c667558cd94d251e2fa4f1e.docx 0f8315f42a73d356b84728aa53d5a16a https://omeka.ibu.edu.ba/files/original/18f8a14e35cc4aba559c1f86978e5ae2.pdf b7ea0cf385809ba40d0b6f028cab01bd PDF Text Text International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo The Relationship between Corporate Governance and Performance of Insurance Firms: Evidence from Turkey Mesut Doğan Afyon Kocatepe University, Afyonkarahisar, Turkey mesutdogan@aku.edu.tr Bilge Leyli Elitaş Yalova University, Yalova, Turkey bilgeleyli@yalova.edu.tr Ramazan Nacar Yalova University, Yalova, Turkey rnacar@yalova.edu.tr Abstract There are many studies in the field of corporate governance from all around the world. In accordance with these studies, it is emphasized that it cannot be mentioned about any single corporate governance model which is valid for all countries. Thus, this study aims to research the relationship between corporate governance and performance of insurance firms. Data used in this study is derived from seven insurance firms listed on Borsa İstanbul (BİST) and it is limited to 2005-2011 periods. The effects of corporate governance on performance of insurance firms are analyzed by multiple regression method. In the study, Return on Equity (ROE) is used as performance indicator of insurance firms, namely the dependent variable. And insurance firms’ size of board of directors, free float rate, CEO duality, the block holder ratio, number of owners and total assets have been used as independent variables. The results of the analysis have proven a positive relation between ROE and free float rate, CEO duality and total assets. Keywords: Corporate Governance, Firm Performance, Insurance Firms. Introduction The most used definition about the corporate governance is “Corporate governance deals with the ways in which the suppliers of finance to corporations assure themselves of getting a return on their investment” by Shleifer and Vishny (1997: 737) Corporate governance aims to manage in a way which maximizes the profits and benefits of corporate shareholders. It has the most important role to gain trust of investors and the public (Pamukçu, 2011: 134). Corporate governance gives investors a power to prevent CEO and board of directors to expropriate all corporations’ assets. Corporate governance can be summarized in one word as a control (Kula, 2006). Maher and Andersson (1999) referred that there is an effect of corporate governance on corporate and economic performance. Corporate governance both influences the progress and processing of capital markets and puts forward powerful impact on resource allocation. 1 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo Corporate governance, which is a significant framework condition, also impresses industrial competitiveness and economies of member countries in the period of high capital mobility and rapid globalization (Maher and Andersson, 1999). In the literature there are many studies that researched the effects of corporate governance on corporate performance, especially for developed markets. Researchers stated that fine governance applications result in the enhancements of economic value added, higher productivity and reduce the risk of systematic financial failure. However, there is no sufficient research for emerging markets, thus researching corporate governance in emerging markets is a fastgrowing area (Maher and Andersson, 1999). Corporate governance cause to change business management philosophy in the field of information systems and accounting system (Aysan, 2007). There are studies about the relationship between corporate governance and firm performance in the literature. But the originality of this paper comes from assumption that it is the pioneer study that examined how corporate governance effects the performance of insurance firms for Turkey. This study aims to analyze the effects of corporate governance on the performance of insurance firms. The originality of this paper with this purpose, a sample has been constituted by using financial data of 7 insurance firms traded in Borsa İstanbul (BIST) for the period of 2005-2011. The effects of corporate governance on the performance of insurance firms are analyzed by multiple regression method. In the study, Return on Equity (ROE) is used as performance indicator of insurance firms, namely the dependent variable. And insurance firms’ size of board of directors, free float rate, CEO duality, the block holder ratio, number of owners and total assets have been used as independent variables. The study consists of five sections. In the second section that follows the introduction part, we summarize academic studies that measure the relationship between corporate governance and firm performance. The third section describes the methodology and the model of the study by introducing dependent and independent variables. The fourth chapter covers the results of multiple regression models. And in the last section we conducted an overall assessment of the research. The Literature Review Drobetz, Schillhofer and Zimmermann (2003) examine the relationship between corporate governance and firm performance in Germany. Tobin’s Q and market-to-book ratio (MTBR) are used as firm valuation measures. According to the results of the empirical study there is a strong and a significant positive relationship between the quality of firmlevel corporate governance and firm valuation. Beiner et. al. (2004) analyzed the relationship between corporate governance and firm valuation for Switzerland. The results of study show that corporate governance index (CGI), board size and shareholdings of officers and directors have a statistically significant effect on firm valuation. Beiner et. al. (2004) stated that the positive relationship between firm-level corporate governance and Tobin’s Q. 2 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo Wu and Xu (2005) investigated corporate financing decisions and corporate governance effects on the firm value. Findings of the study are consistent with major corporate governance theories explaining financing decisions’ roles in a more competitive financial market. Chhaochharia and Grinstein (2007) founded that the corporate governance rules (SarbanesOxley Act) had a significant effect on firm value. Javed and Iqbal (2007) analyzed the relationship between corporate governance and firm value for the Karachi Stock Market, Pakistan. The sample of 50 firms is selected for the year 2003, 2004 and 2005 for the empirical study. The Tobin’s q, corporate governance index (CGI)-board composition (board), ownership and shareholdings (share) and disclosure, transparency and auditing (disc.); and size (in assets), leverage (debt/total asset ratio) and growth (average sale growth) are used in estimation. According to the results of the study a positive and significant relation has been found between the quality of firmlevel corporate governance and firm performance. Toraman and Abdioğlu (2008) investigated weak and strong corporate governance practices of Borsa Istanbul (BIST) corporate governance index companies. In this respect rating reports had been investigated. Study results shows that the most powerful corporate governance practices are observed at the stakeholders section and the weakest are at the board of directors section of the guide. Dinç and Abdioğlu (2009) have studied the relationship between corporate governance and accounting information system with an empirical study for the BIST-100 (Borsa İstanbul100) companies. Dinç and Abdioğlu (2009) points out that there is a strong positive correlation between accounting information system and corporate governance. Karamustafa et. al. (2009) investigated the relationship between corporate governance and corporate performance by analyzing Corporate Governance Index of 8 firms listed in BIST (Borsa İstanbul). They used both pre- and post-indexed the firms’ data. They treated current ratio, asset turnover, ROA, profit capital ratio, net profit margin, operating profit margin, debt ratio and financial leverage ratio as financial performance indicators of firms. They founded that there is statistical difference for asset turnover, ROA, and profit capital ratio between pre- and post-index periods. Najjar (2012) in his study examines the effect of corporate governance mechanisms on the firm’s performance of the insurance industry in Bahrain. A sample of five insurance companies listed on Bahrain Stock Exchange (BSE) has been used for the period of 20052010. The Pooled Least Squares method is used for the empirical study. Board size, CEO status, ownership concentration, firm size, industry performance, employees, shares traded is used as the independent variables and ROE is used as a dependent variable. According to the findings Najjar (2012) stated that in Bahrain there is a significant impact for corporate governance on the firm’s performance in the insurance industry. No significant impact of corporate governance has been found expressed by CEO status, ownership concentration, the number of employees, industry performance and number of shares traded on the firm’s performance (ROE). But a significant impact has been found for board size, firm size and number of blocks-holders on firm performance. 3 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo Hatunoğlu and Güneş (2012) studied about the effects of the corporate governance practices on accounting information system based on new Turkish Commercial Code. Methodology The present study aims to analyze the influence of corporate governance on insurance firms' performance. With this purpose in mind, a sample has been constituted by using financial data of 7 insurance firms traded in Borsa İstanbul (BIST) in the years of 20052011. All data utilized in the study have been obtained from the official web site of Borsa İstanbul (BIST)1. Multiple regression and descriptive statistics have been used in empirical analysis. Durbin-Watson d statistic has been used to test if there is an autocorrelation of first degree between the error terms of the sample. Additionally, variance inflation factors (VIF) method has been used to determine multicollinearity. One dependent variable (ROE) and six independent variables (BOARDSIZE, FFRATE, DUALITY, BLOCKHOLDERS, OWNERSHIP and SIZE) have been used in the multiple regression models. Dependent and independent variables used in the study are as below. Table 1: Descriptions of Variables Used in Analysis Variables Description Dependent Variables Return on Equity (ROE) Independent Variables The Size of the Board of Directors (BOARDSIZE) Free Float Rate (FFRATE) Ceo Duality (DUALITY) Structure of Ownership (BLOCKHOLDERS) Number of Owners (OWNERSHIP) Size of firm (SIZE) Variables Description The ratio of net profit after tax to total equity capital It shows the total number of members in board of directors. It is the rate of free float of the business. The cases in which CEO is the chairman of the board of directors=1 other cases=0 The ratio of blockholder’s stocks to all stocks. Number of owners of insurance firms Natural logarithm of total assets Below regression model and hypotheses have been developed based on dependent and independent variables introduced in Table 1 as well as considering the studies of Najjar (2012) and Javed and Iqbal (2007) found in literature. Model: (ROE)it= βit+ β2 BOARDSIZE it + β3 FFRATE BLOCKHOLDERS it + β6 OWNERSHIP+ β7 SIZE +eit H1: There is significant impact for board size on ROE. H2: There is significant impact for free float rate on ROE. H3: There is significant impact for Ceo duality on ROE. 1 www.borsaistanbul.com 4 it + β4 DUALITY it+ β5 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo H4: There is significant impact for blockholders on ROE H5: There is significant impact for ownership concentration on ROE H6: There is significant impact for firm size on ROE Table 2 shows the results of descriptive statistics concerning dependent and independent variables used in empirical analyses. As shown in Table 1, average return on equity (ROE) of the firms listed in BIST and reviewed in scope of the analysis is calculated as -0.7%. Additionally, the values for insurance firms’ board of directors’ size (BOARDSIZE), their free float rate (FFRATE), the ratio of block holder’s stocks to all stocks (BLOCKHOLDERS) and number of owners (OWNERSHIP) have been determined as 7.57; 22.37; 61.26 and 3.14 respectively. Table 2 Descriptive Statistics Variables Minumum Maximum Mean St. Dv. Roe Number Of Observations 49 -1,34 0,36 -0,007 0,30 Boardsize Ffrate 49 49 5 1,34 14 41 7,57 22,37 1,58 1,45 Duality 49 0 1 0,29 0,45 Blockholders 49 34,22 98,66 61,26 2,05 Ownership 49 2 5 3,14 1,12 Size 49 22,45 18,68 20,53 1,01 Findings Table 3 shows multiple regression analysis results indicating the relation between performance of insurance firms and corporate governance related to above developed model. Table 3 Results of Regression Analysis MODEL ROE Constant BOARDSIZE FFRATE DUALITY BLOCKHOLDERS OWNERSHIP SIZE F-Statistic Adjusted R2 DurbinWatson Unstandardized Coefficients B Standart Error -2,497 ,553 ,004 ,017 ,009 ,004 ,209 ,055 ,004 ,003 ,037 ,032 ,090 ,029 Standardized Coefficients Beta ,023 ,445 ,315 ,247 ,140 ,303 t -4,51 ,259 2,232 3,821 1,316 1,169 3,087 7,285 0,162 1,745 Sig. ,000 ,796 ,027 ,000 ,190 ,244 ,002 ***, ** and * indicate significance at the level of 1%, 5% and 10% respectively 5 Collinearity Statistics Tolerance VIF ,547 ,108 ,634 ,122 ,299 ,445 1,828 9,233 1,578 8,219 3,342 2,246 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo According to Table 4, the results of regression model may be shown mathematically as below: Model : (ROE)it= βit+ (,023)BOARDSIZE it + (,445)FFRATE it + (,315)DUALITY it+ (,247)BLOCKHOLDERS it + (,140)OWNERSHIP+ (,303)SIZE +eit When Model 1 is analyzed, independent variables of FFRATE, DUALITY and SIZE are observed to influence insurance firms’ performance (ROA). A positive relation has been found between free float rate (FFRATE), Ceo duality (DUALITY) and total assets (SIZE) and performance (ROE) of the insurance firms. In other words performance increases as free float rate and total assets of the insurance firm increase. In addition to this, return on equity rate of insurance firms have been observed to increase in cases in which general manager is also chairman of the board of directors. A positive and statistically insignificant relationship has been determined between insurance firms’ financial performances and other independent variables, namely the size of board of directors (BOARDSIZE), the ratio of block holder’s stocks to all stocks (BLOCKHOLDERS) and number of owners (OWNERSHIP). Although BLOCKHOLDERS and OWNERSHIP did not have a significant relation with the performance of insurance firms, the positive quality of this relation (β= 0,247 and 0,140) may be considered as an important finding. In conclusion, H2, H3 and H6 hypotheses are accepted while H1, H4 andH5 hypotheses are refuted. Durbin-Watson d statistics have been used in the model to test if there is autocorrelation of the first degree. Durbin-Watson d statistics usually show no autocorrelation around 1.5 and 2.5 (Kalaycı, 2009: 267). Variance Inflation Factor (VIF) has been used to test multicollinearity and to support regression model’s results. Other method used to determine multicollinearity problem is tolerance value of the variables. In cases where VIF value is under 10 and tolerance value is not very close to 0, model is considered to be free from multicollinearity problem (Gujarati, 1995). All three models have pretty good VIF and tolerance values. There are no multicollinearity problems and autocorrelation in the model and this shows soundness and reliability of the model. Findings The present study aims to analyze the influence of corporate governance on insurance firms' performance. With this purpose in mind, a sample has been constituted by using financial data of 7 insurance firms traded in Borsa İstanbul (BIST) in the years of 20052011. In the study, Return on Equity (ROE) is used as performance indicator of insurance firms, namely the dependent variable. And insurance firms’ sizes of board of directors, their free float rates, CEO duality, the block holder ratio, number of owners and total assets have been used as independent variables. The results of the analysis have proven a positive relation between ROE and free float rate, CEO duality and total assets. . In other words performance increases as free float rate and total assets of the insurance firm increase. In addition to this, return on equity rate of insurance firms have been observed to increase in cases in which general manager is also chairman of the board of directors. A positive and statistically insignificant relationship has been determined between insurance firms’ financial performances and other independent variables, namely the size of board of directors (BOARDSIZE), the ratio of 6 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo block holder’s stocks to all stocks (BLOCKHOLDERS) and number of owners (OWNERSHIP). Although BLOCKHOLDERS and OWNERSHIP did not have a significant relation with the performance of insurance firms, the positive quality of this relation (β= 0,247 and 0,140) may be considered as an important finding. In conclusion, H2, H3 and H6 hypotheses are accepted while H1, H4 andH5 hypotheses are refuted. References Aysan, Mustafa A. (2007) “Muhasebe ve Kurumsal Yönetim” Muhasebe ve Finansman Dergisi (MUFAD), Sayı: 35, 17-24. 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Extent The size or duration of the resource. 1663 Title A name given to the resource The Relationship between Corporate Governance and Performance of Insurance Firms: Evidence from Turkey Author Author DOGAN, Mesut BILGE ELITAS, Leyli NACAR, Ramazan Abstract A summary of the resource. There are many studies in the field of corporate governance from all around the world. In accordance with these studies, it is emphasized that it cannot be mentioned about any single corporate governance model which is valid for all countries. Thus, this study aims to research the relationship between corporate governance and performance of insurance firms. Data used in this study is derived from seven insurance firms listed on İstanbul Stock Exchange (ISE) and it is limited to 2005-2011 periods. The effects of corporate governance on performance of insurance firms are analyzed by correlation and multiple regression analysis. In the study, Return on Asset (ROA) and Return on Equity (ROE) are used as performance indicators of insurance firms, namely the dependent variables. The variables such as number of employees, size of assets, free float rate, size of board of directors, number of independent members and CEO duality of insurance firms are used as corporate governance indicators, namely the independent variables. According to the hypotheses developed, the relationships between corporate governance and performance of insurance firms will be analyzed and findings will be reported. Keywords: Corporate Governance İnsurance Companies Firm Performance. Publisher An entity responsible for making the resource available International Burch University Date A point or period of time associated with an event in the lifecycle of the resource 2013-05-10 Keywords Keywords. Article PeerReviewed Identifier An unambiguous reference to the resource within a given context ISSN 978-9958-834-23-3