Increasing environmental awareness in business life has given way to Green Human Resources Management practices. The positive corporate image created by GHRM is encouraging for many employees and boosts their work engagement. GHRM practices make employees feel proud about their organization and creates a value-based ground for working in their current companies. Actually, internalized green inclinations of organizations, namely, value alignment between an organization and an employee, can make their employees feel greater psychological ownership about their companies, leading to greater engagement as it is suggested in social identity theory. Being inspired from psychological ownership literature, in this study, it is assumed that being exposed to Green Human Resources Management practices can make employees feel higher levels of work engagement and psychological ownership can have a mediator effect in this relationship. The model has been a tested model among 255 Turkish white-collar employees working in a manufacturing sector. Analyses have been carried out using the AMOS structural equation program and the PROCESS program. Results confirmed the above assumptions, confirming the assumptions of social identity theory and revealed the existence of mediator effect in the relationship between GHRM and work engagement of employees, illuminating the importance of GHRM for employees' positive attitudes toward their organization.

Background and Purpose: Authentic leadership, the most noteworthy positive leadership style accepted by positive organizational behavior scholars, is famous for its contributions to psychological capitals. And, in fact, this leadership style can flourish and be experienced more easily in situations where there are supportive organizational conditions. Hence, in this study, we assume that organizational support is an important antecedent for experiencing and displaying authentic leadership. Furthermore, in organizations wherein authentic leadership is practiced, people may assume organizational support comes about thanks to their leaders’s management style, particularly where authentic leadership may shadow the effect of perceived organizational support on the psychological capitals of individuals. So, in our model we proposed that perceived organizational support will have a positive effect on both authentic leadership style and the psychological capitals of individuals. Moreover, authentic leadership will act as a mediator in this relationship. Design/Methodology/Approach: For the related field research we collected data from professionals working in the service sector in Istanbul. Related data have been analysed with structural equation modelling in order to test our hypotheses. Results: Results of this study confirmed our assumptions regarding the positive effects of perceived organizational support on authentic leadership and on four basic dimensions of psychological capital: self-efficacy, optimism, resilience, and hope. Moreover, our results confirmed the statistically significant effect of authentic leadership on psychological capital and partial mediator effect of authentic leadership in the relationship between perceived organizational support and psychological capital. Conclusion: Our results indicate the importance of empowering employees and engaging in authentic leadership behaviour in increasing psychological capitals of employees and psychologically creating a more powerful work-force.

Fierce competition and oppressing business life of 21st century has given birth to changes in business life and caused some troubles on the side of employees. Unsatisfaction regarding daily working habits has given way to increasing demands of employees regarding a more humane and more meaningful work. In this point, workplace spirituality and spiritual leadership come to scene as possible remedies for the meaninglessness and disappointment of modern employees. In the study, it is hypothesized that spiritual leadership has a positive effect on organizational commitments of employees and the sense of meaning act as a mediator in this relationship. In this paper, we will first explain the spiritual constructs like workplace spirituality and spiritual leadership. And than we will explain our research regarding the relationship among spiritual leadership, sense of meaning and organizational commitment in details. In order to test the relationships in our model a field research has been applied on 800 turkish academicians by using online and face to face surveys. And 190 usable answers have been obtained. Results of the study has been analyzed by using SPSS. 22 program.