Research Output

This study looked at how employees’ negative emotions during the day affect their engagement at work. The findings showed that negative feelings made employees more likely to regulate their emotions, but only surface acting—hiding real feelings and putting on a required emotional display—reduced work engagement. The study also found that this negative pathway was weaker for people with higher action orientation. In other words, some employees are better able to stay engaged at work even when they experience difficult emotions.

This study examined whether relying on other people to regulate emotions makes it harder over time to regulate emotions on one’s own, and whether this then leads to psychological distress. The results did not support that idea: interpersonal emotion regulation did not meaningfully predict later difficulties in intrapersonal emotion regulation. What did matter was intrapersonal emotion regulation difficulty itself, which predicted greater psychological distress over time. In short, the key risk factor was not seeking emotional help from others, but having trouble managing one’s own emotions.

This study examined whether seeing one word helps people recognize a related word more quickly across 19 different languages. Using data from more than 25,000 participants, the researchers showed that this effect is reliable across many languages, but that its strength differs from one language to another. The study is important because it tests a well-known finding in a much larger and more culturally diverse sample than earlier research.

This presentation shows that a behavior change technique–based recovery training can produce lasting improvements in employees’ recovery and well-being, and that SMS delivery may offer a low-cost and practical alternative to face-to-face training.

This chapter provides a broad overview of organizational culture by examining its definitions, key concepts, theories, and current research. It compares different approaches to understanding organizational culture, discusses its similarities and differences with organizational climate, and reviews the main methodological approaches used in this field. It also highlights the main questions that recent research on organizational culture is focusing on today. In short, the chapter offers a general framework that brings together both the foundations and current directions of organizational culture research.

This study examined whether people’s tendency to get stuck, hesitate, or have trouble getting started is not just a stable personality trait, but also something that changes from task to task. The findings showed that when a task was expected to be difficult, people experienced more negative emotions, which in turn was linked to more hesitation and mental preoccupation. The study also showed that these patterns vary not only between people, but also within the same person over time. In short, difficulty getting started is not only about personality; it also depends on how difficult a task feels and what emotions it creates.

This study shows that how employees perceive and mentally reshape their daily job demands plays a key role in whether those demands support or undermine their well-being.

This study examined how social anxiety may lead to depressive symptoms over time. The findings showed that people with higher social anxiety were more likely to suppress their emotions, and this tendency to suppress emotions was linked to greater depressive symptoms later on. In contrast, cognitive reappraisal—reframing situations in a more adaptive way—did not play a meaningful role in this pathway. In short, one important link between social anxiety and depression may be the tendency to hold emotions in rather than express them.

This study examined how students’ ability to act decisively on their intentions is related to academic engagement. The findings showed that this ability increased academic engagement through better time management, especially among students with high intrinsic motivation. In other words, motivation alone is not enough; students also need the ability to turn intentions into organized action. In short, academic engagement seems to be supported by the combination of wanting to learn and being able to act on that motivation effectively.

This presentation introduces a story-driven, game-styled mobile assessment approach for measuring personality traits in employee selection. It highlights the potential of this approach to improve user experience, reduce the risk of faked responses, and generate richer behavioral data, while also drawing attention to the possible limitations created by context and narrative elements in the measurement process.

This study examined how fear of negative evaluation and fear of positive evaluation are related to social anxiety over time. The findings showed that these are distinct fears, and that fear of positive evaluation predicted social anxiety even after accounting for fear of negative evaluation. This effect did not extend to general anxiety or depression, suggesting that it is more specific to social anxiety. In short, feeling uneasy about being evaluated positively may be an important feature that is unique to social anxiety.

This study shows that a workplace climate where employees can express emotions authentically helps strengthen feelings of closeness and connection, especially through the sharing of positive emotions. The findings suggest that positive emotion sharing supports relational need satisfaction, whereas negative emotion sharing does not play the same clear role.

This study examines why social anxiety may be so closely linked to depression. The findings suggest that people with higher social anxiety are more likely to suppress their emotions, which may reduce perceived social support and in turn contribute to stronger depressive symptoms.

This presentation examines whether people’s motivation to lead and their emergence as leaders depend not only on personality but also on the cultural context they live in. Using employee data from Germany, the Netherlands, Turkey, and Venezuela, it explores whether honor- and dignity-based cultures change how traits such as extraversion, conscientiousness, and narcissism relate to leadership motivation and leader emergence.

This study shows that teachers who see their work as meaningful and socially valuable are more engaged in their jobs. The findings also suggest that this link is partly explained by whether their basic psychological needs, such as autonomy, competence, and relatedness, are met at work.

This presentation examines how employees’ views of themselves in relation to leadership qualities shape their motivation to lead and, in turn, whether they are seen as leaders by others. It also explores whether this link becomes stronger in an honor culture like Turkey, where traits such as strength, masculinity, sensitivity, and creativity may carry added importance in leadership perceptions.

This study examined why teachers who see their work as a meaningful contribution to society are more engaged in their jobs. The findings showed that teachers who experience their work as a calling are more engaged at work. This link was partly explained by feeling more autonomous and competent, and by finding the work meaningful. In short, teachers who see purpose and meaning in what they do are more likely to bring energy and commitment to their work.

This presentation discusses how the level of analysis can change theoretical interpretations, using emotional labor as an example. It shows that person-level, within-person, and group-level analyses can assign different meanings and produce different conclusions for the same concepts.

This study examined how a work environment that allows people to express their real emotions is related to work engagement. The findings showed that in such environments, employees felt less need to hide their true feelings or fake emotional expressions. This lower need for surface acting also helped explain why employees were more engaged at work. In short, when people do not have to suppress their emotions to fit in, they are more likely to feel engaged in their work.

This study examines whether being afraid of positive evaluation—not just negative evaluation—may be linked to loneliness. The findings show that discomfort with being seen positively by others was associated with greater loneliness, even after accounting for depression and fear of negative evaluation. In short, feeling uneasy about praise or approval may also make it harder for people to build close and satisfying relationships.

This study examines whether social anxiety is linked not only to fear of negative evaluation but also to fear of positive evaluation. The findings show that fear of positive evaluation can increase social anxiety over time, while fear of negative evaluation and social anxiety seem to reinforce each other. In short, social anxiety may involve not only fear of criticism, but also discomfort with being liked, praised, or noticed.

This study examined how different ways of relying on other people to manage emotions are related to social anxiety. The findings showed that seeking soothing from others and using others as emotional models were linked to higher social anxiety, whereas taking a broader perspective was linked to lower social anxiety. It also found that some of these links were explained by how strongly people believed they could regulate negative moods on their own. In short, social anxiety may depend not only on how people use others to manage emotions, but also on how much confidence they have in managing their own feelings.

This study examined whether people make similar moral judgments across different cultures when faced with classic moral dilemmas. The findings showed that direct physical involvement in harming someone made the action seem less morally acceptable, and this effect appeared across many cultures. Intent also influenced judgments, although its consistency across cultural groups was less clear. In short, moral decision-making is not entirely culture-free, but some core patterns seem to be widely shared.

This study shows that action orientation may not be only a stable personal trait, but can also change depending on how difficult a task feels and how a person feels about that task in the moment. The findings suggest that negative emotions linked to difficult tasks can weaken people’s ability to take action and stay focused on their goals.

This study examined how employees’ perceptions of top management’s commitment to safety influence their safety behavior at work. The findings showed that this effect was stronger when employees believed their supervisors were consistent in what they said and did about safety. In other words, when supervisors not only talk about safety but also act accordingly, employees become more motivated about safety and behave more safely. In short, a strong safety culture depends not only on formal policies, but also on supervisors behaving in ways that make those messages credible.

This chapter examines how employees are expected to regulate their emotions as part of their jobs and what effects this has on them. It highlights that surface acting—simply displaying emotions without really feeling them—is often linked to greater burnout, lower job satisfaction, and more negative outcomes, whereas deep acting—trying to genuinely experience the required emotion—is associated with relatively more positive outcomes. The chapter also compares findings from Turkey with the international literature, pointing out both similarities and important differences as well as directions for future research. In short, managing emotions at work may be unavoidable in many jobs, but the way employees do it makes a meaningful difference for their well-being.

This chapter introduces Action Control Theory, which explains why people sometimes fail to act even when they genuinely want to. Its core idea is that wanting a goal and being able to start and maintain action toward that goal are not the same thing; motivation alone is often not enough without strong self-regulation and volitional control. The chapter also explains the distinction between action orientation and state orientation, shows how emotions and self-related processes shape these mechanisms, and highlights why the theory matters across fields such as education, work, clinical psychology, and sport. In short, the chapter offers a broad framework for understanding the gap between intention and action.

This presentation introduces action–state orientation within Action Control Theory and emphasizes that having high motivation does not always translate into action, because self-regulatory capacities play a critical role in goal pursuit. It also discusses how this construct relates to work outcomes such as performance, emotion regulation, and emotional labor, showing that action–state orientation has important theoretical and practical implications in working life.

This chapter looks at action orientation and state orientation from a social perspective. Its main argument is that turning intentions into action is not only an individual matter; social support, close relationships, values, and work environments also shape this process. The chapter shows that action orientation is often linked to more functional outcomes in romantic relationships, workplace interactions, and social motivations, while supportive social conditions can also reduce some of the negative effects associated with state orientation. In short, the chapter argues that self-regulation does not operate outside the social world, but within it.

This chapter explains that work stress does not simply stay at work; it can spill over into home life, family relationships, and close relationships more broadly. Focusing especially on work–family conflict, it shows that stressors such as heavy workload and role pressure can undermine well-being, job satisfaction, and relationships, while social support can help reduce these effects. In short, stress experienced at work often extends beyond the workplace and can also affect the people around the employee.

This study examined whether the Turkish version of the Action Control Scale is a reliable and valid way to measure action–state orientation. The findings showed that the scale worked well in Turkish samples and could capture people’s tendency to act on goals or get stuck. The study also found that more action-oriented individuals were less likely to rely on surface acting, meaning suppressing or faking emotions at work. In short, self-regulatory tendencies that support taking action may be linked to lower emotional masking on the job.

This study examined the psychological factors linked to COVID-19 vaccine hesitancy and willingness to get vaccinated. The findings showed that people with stronger germ aversion had a greater need for certainty, which increased vaccine hesitancy and in turn lowered vaccination intention. In contrast, people who saw themselves as more likely to get sick were more willing to be vaccinated. In short, concern about disease does not always lead to vaccination; how that concern is processed also matters.

This study evaluated the Turkish version of a test designed to measure implicit affect, meaning emotional processes that operate outside full conscious awareness. The findings showed that the Turkish form worked well, reliably distinguishing between implicit positive and implicit negative affect. The test also functioned similarly in student and employee samples. In short, the study provided a solid tool for assessing less conscious, more automatic emotional processes in Turkish-speaking groups.

This study examined the psychological and behavioral factors linked to students’ grade point average. The findings showed that academic self-efficacy was related to higher GPA indirectly through stronger academic engagement, rather than through a direct effect. This pathway was stronger for students with better time management skills. In short, doing well academically seems to depend not only on confidence, but also on turning that confidence into consistent and organized engagement.

This study shows that willingness to help someone being bullied at work depends not only on personal qualities, but also on the workplace context and interpersonal relationships. The findings suggest that empathy, how responsible the victim is seen to be, and how strongly employees identify with their supervisor can work together to shape whether bystanders intend to help.

This review introduces Q methodology, a research approach used to examine similarities and differences in people’s viewpoints on a given topic. It explains how the method combines the strengths of qualitative and quantitative approaches to reveal shared patterns of subjective perspectives. The paper also outlines the theoretical background of Q methodology and the main steps of applying it in research. In short, the study aims to bring a powerful and holistic method for studying subjective viewpoints into the Turkish literature.

This study aims to examine whether regulating emotions with the help of coworkers can reduce the harmful effects of stressful and conflictual work experiences. It also proposes that a more authentic emotional climate at work, as well as higher extraversion, may make this kind of interpersonal support more likely and more effective.

This study shows that a strong safety climate helps employees behave more safely both directly and indirectly by increasing their motivation to follow safety rules. The findings also suggest that this effect becomes stronger when supervisors practice what they preach about safety.

This study examined how employees’ sense of fit with the personal development opportunities offered by their organization affects work engagement. The findings showed that the relationship was not simply linear: what mattered was not just having more development opportunities, but whether those opportunities matched the employee’s values. This effect was also stronger for employees who had spent less time in the organization. In short, work engagement depends not only on the opportunities an organization provides, but also on how well those opportunities fit the person.

This study aims to examine how negative emotions and stressful work events shape the way employees manage their emotions at work, and under what conditions this process becomes less harmful. In particular, it suggests that being more action-oriented and working in an environment where emotions can be expressed more authentically may protect employees from relying on more draining forms of emotional labor.

This study aims to examine how the emotional effort employees make at work can vary from day to day, and how the work environment may shape whether this process becomes more or less draining. In particular, it suggests that when emotional display rules feel less demanding and employees feel more aligned with their organization’s values, emotional labor may have fewer harmful effects and may be linked to better performance, higher work engagement, and less need for recovery.

This presentation examines the individual and organizational factors that shape bystanders’ willingness to help targets of workplace bullying. The findings suggest that, especially among highly empathic employees, perceptions of the organization and the supervisor, as well as responsibility attributed to the victim, meaningfully influence helping behavior.

This study examines how parenting style is related to impulse buying in emerging adulthood. The findings suggest that more accepting and involved parenting is linked to higher self-esteem, which in turn is associated with less impulse buying, while stricter control is related to lower self-efficacy

This study aims to examine whether the IPANAT, a test designed to measure less conscious implicit positive and negative affect, is a reliable and valid tool in a Turkish sample. In short, it focuses on adapting and evaluating a measure that can capture more automatic emotional processes in Turkish-speaking participants.

This study examines whether supervisors with darker personality traits are more likely to behave abusively depending not only on their personality but also on the work environment. It is expected to show that workplace conditions can either intensify or reduce abusive supervision, with important consequences for employee burnout and positive workplace behavior.

This study shows that acceptance of rape myths is linked not only to sexism and social dominance, but also to how people view sexuality and how strongly they justify the existing social system. The findings suggest that when people see sexuality in a more instrumental way and view the system as legitimate, the effects of social dominance and hostile sexism on rape myth acceptance become even stronger.

This study examines how accepting oneself without tying self-worth to success or approval is related to the way employees approach goals and seek feedback at work. The main idea is that employees with higher unconditional self-acceptance may be more open to learning, less focused on avoiding failure, and therefore more likely to show constructive work behaviors and greater job satisfaction.

This study examines whether impulse buying may be shaped not only by individual traits but also by the way people were raised in their families. In particular, it suggests that parenting styles may influence impulse buying through self-esteem, self-control, and self-regulation.

This study examines how the match between employees’ and supervisors’ views on diversity may shape workplace attitudes. The main expectation is that greater alignment will be linked to more organizational trust and lower intention to leave, whereas mismatch will be associated with the opposite pattern.

This study aims to adapt into Turkish a scale that measures how strongly people believe that resources and opportunities should be distributed based on merit. In short, it focuses on developing a reliable and valid Turkish tool for assessing attitudes toward the merit principle.

This study shows that impulse buying is not just a spontaneous behavior, but is also linked to people’s attitudes toward money and credit cards. The findings further suggest that the tendency to shop for pleasure partly explains how these attitudes are connected to impulse buying.