Birim Yöneticilerinin İKY Yetkinlikleri ve İş Tatmini İlişkisi Üzerine Nicel ve Nitel Bir Araştırma
A Quantitative and Qualitative Study on the Relationship Between Unit Managers’ HRM Competencies and Job Satisfaction

Summary/Abstract: This study investigates the impact of unit managers’ HRM (Human Resource Management) competencies on job satisfaction, focusing on the mediating role of HRM implementation effectiveness and the moderating effects of HR unit support and HR policies. These relationships are examined within the theoretical frameworks of Social Exchange Theory, Organizational Support Theory, and Self-Efficacy Theory. The research adopts a mixed-methods approach: quantitative data were collected from 341 managers across various sectors, and qualitative data were gathered through interviews with 15 managers. Analysis results reveal a strong relationship between job satisfaction and both HRM implementation effectiveness and the level of HRM competency. Moreover, HRM implementation effectiveness mediates the relationship between HRM competency level and job satisfaction. Regarding the moderating effects, while HR unit support significantly moderates the relationship between HRM competency and job satisfaction, HR policies do not demonstrate a moderating role. The findings suggest that HR units may lack the necessary competence to adequately support unit managers. To enhance the effectiveness of unit managers, it is recommended that they be better informed about HRM practices, encouraged to allocate time for these practices, and supported by an organizational culture conducive to HRM engagement.

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