Hakan Ozcelik

Bio: Hakan Ozcelik is an academic researcher from California State University, Sacramento. The author has contributed to research in topics: Job performance & Loneliness. The author has an hindex of 9, co-authored 16 publications receiving 814 citations. Previous affiliations of Hakan Ozcelik include Corvinus University of Budapest & University of British Columbia.

COVID-19 and the workplace: Implications, issues, and insights for future research and action.

Abstract: The impacts of COVID-19 on workers and workplaces across the globe have been dramatic. This broad review of prior research rooted in work and organizational psychology, and related fields, is intended to make sense of the implications for employees, teams, and work organizations. This review and preview of relevant literatures focuses on (a) emergent changes in work practices (e.g., working from home, virtual teamwork) and (b) emergent changes for workers (e.g., social distancing, stress, and unemployment). In addition, potential moderating factors (demographic characteristics, individual differences, and organizational norms) are examined given the likelihood that COVID-19 will generate disparate effects. This broad-scope overview provides an integrative approach for considering the implications of COVID-19 for work, workers, and organizations while also identifying issues for future research and insights to inform solutions. (PsycInfo Database Record (c) 2020 APA, all rights reserved).

Toxic Decision Processes: A Study of Emotion and Organizational Decision Making

Abstract: This paper addresses the role of emotion in organizational decision making. Grounding our research in the decision process literature, we introduce the concept of "toxic decision processes": organizational decision processes that generate widespread negative emotion in an organization through the recursive interplay of members' actions and negative emotions. We draw on a longitudinal, qualitative analysis of six toxic decision processes to develop a model that describes the three phases--inertia, detonation, and containment--through which these processes unfold. Each phase is characterized by distinctive sets of interactions among decision makers and other organizational members, and by emotions such as anxiety, fear, shame, anger, and embarrassment, that shape and are shaped by these interactions. We show that toxic decision processes are triggered by issues that are sensitive, ambiguous, and nonurgent and identify several mechanisms that connect actors' emotions and actions, over time creating a toxic decision process that leads to the cumulative buildup and diffusion of toxicity. These mechanisms include the construction of a "danger zone" around the issue that is avoided by all parties, the spread of negative emotion through processes of empathetic transmission and emotional contagion, and the suppression of widespread negative emotion that leads to the development of a volatile emotional context for future decision making. This study has important implications for the decision process literature, revealing how the different lenses through which decision making is usually viewed are connected by the emotionality that runs through each of them.

Doing well and doing good: The relationship between leadership practices that facilitate a positive emotional climate and organizational performance

Abstract: Purpose – The purpose of this study is to investigate whether and how leadership practices that facilitate a positive emotional climate (the “PEC practices”) are related to organizational outcomes in terms of performance (increase in revenue), strategic growth, and outcome growth.Design/methodology/approach – A panel study was conducted to test the hypotheses. Data were collected from 229 entrepreneurs and small business owners operating in Greater Vancouver, British Columbia, Canada. In the first wave of the study, the authors collected data regarding the PEC practices. The data on outcome variables, i.e. revenue, strategic growth, and outcome growth, were collected in the second wave, 18 months later.Findings – The regression analyses showed that the PEC practices were positively related to company performance, revenue growth, and outcome growth, providing support for the hypotheses in the study.Originality/value – This study provides valuable insights about the role of emotional factors in organization...

No employee an island: workplace loneliness and job performance

Abstract: This research investigates the link between workplace loneliness and job performance Integrating the regulatory loop model of loneliness and the affect theory of social exchange, we develop a mode

An empirical analysis of surface acting in intra-organizational relationships†

Abstract: Summary Prior research analyzing surface acting—employees' regulation of emotional expressions—has mostly focused on the interactions between front-line employees and their customers in service industries and paid very little attention to intra-organizational relationships. With an aim to shed light on this important yet relatively unexplored area, I developed a theoretical model analyzing the antecedents and outcomes of surface acting within organizations, by drawing on the sociometer theory and self-presentation theory frameworks. To test the model, I conducted a cross-level field study in a sample of 65 work groups and 478 employees in two organizations, located in a large city in Northern California. I have collected the data from two sources, including employees and their supervisors who rated their performance. Results indicated that employees were more likely to engage in surface acting when their affective traits and personal goals were less congruent with work environment. Surface acting was also positively related to perceived organizational politics and self-monitoring. As for outcomes, surface acting was positively related to emotional exhaustion and negatively to performance. I discuss limitations, implications, and future research direction. Copyright © 2012 John Wiley & Sons, Ltd.

Human MotivationThe Mind in Action: A Study of Motives and Values. A. Campbell Garnett

Abstract: In his Preface the author' says that he started out to review all the more important theories upon the topics ordinarily discussed under human motivation but soon found himself more and more limited to the presentation of his own point of view. This very well characterizes the book. It is a very personal product. It is an outline with some defense of the author's own thinking about instincts and appetites and sentiments and how they function in human behavior. And as the author draws so heavily upon James and McDougall, especially the latter, the book may well be looked upon as a sort of sequel to their efforts. There is a thought-provoking distinction presented between instinct and appetite. An instinct is said to be aroused always by something in the external situation; and, correspondingly, an appetite is said to be aroused by sensations from within the body itself. This places, of course, a heavy emphasis upon the cognitive factor in all instinctive behaviors; and the author prefers to use the cognitive factor, especially the knowledge of that end-experience which will satisfy, as a means of differentiating one instinct from another. In this there is a recognized difference from McDougall who placed more emphasis for differentiation upon the emotional accompaniment. The list of instincts arrived at by this procedure is much like that of McDougall, although the author is forced by his criteria to present the possibility of food-seeking and sex and sleep operating both in the manner of an appetite and also as an instinct. The Shand-McDougall concept of sentiment is taken over and used in the explanation of moral motivation. There is the development within each personality of a sentiment for some moral principle. But this sentiment is not a very powerful motivating factor. It is reinforced by social pressures and by religion, which is treated as an effort of finite man to live in harmony with the infinite reality. Those whose psychological thinking is largely in terms of McDougall will doubtless find this volume a very satisfying expansion; but those who are at all inclined to support their psychological thinking by reference to experimental studies will not be so well pleased. The James-Lange theory, for example, is discussed without mention of the many experimental studies which it has provoked. Theoretical sources appear in general to be preferred to experimental investigations.

Toward a Theory of Paradox: A Dynamic equilibrium Model of Organizing

Abstract: As organizational environments become more global, dynamic, and competitive, contradictory demands intensify. To understand and explain such tensions, academics and practitioners are increasingly adopting a paradox lens. We review the paradox literature, categorizing types and highlighting fundamental debates. We then present a dynamic equilibrium model of organizing, which depicts how cyclical responses to paradoxical tensions enable sustainability—peak performance in the present that enables success in the future. This review and the model provide the foundation of a theory of paradox.

Patterns of Industrial Bureaucracy.

Abstract: This is a study in industrial sociology; it a partial report, to be followed by another, of an investigation of singel factory seen in the light of Max Weber's theory of bureacracy.

Why Does Affect Matter in Organizations

Abstract: Executive Overview Interest in and research about affect in organizations have expanded dramatically in recent years. This article reviews what we know about affect in organizations, focusing on how employees' moods, emotions, and dispositional affect influence critical organizational outcomes such as job performance, decision making, creativity, turnover, prosocial behavior, teamwork, negotiation, and leadership. This review highlights pervasive and consistent effects, showing the importance of affect in shaping a wide variety of organizational behaviors, the knowledge of which is critical for researchers, managers, and employees.