Browsing by Author "Navruzova, Kamilla"

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İş Yerlerinde Cinsiyet Dengesizliği ve Ayrımcılığın, Özbekistan'daki Şirketlerin Etkinliğine Etkisi
(2025) Navruzova, Kamilla; Çağlar, Cihan Tınaztepe
The findings of this study support existing management and organizational behavior theories by demonstrating that gender inequality in organizations impacts firm performance through employee performance. First, within the context of Social Exchange Theory (Blau, 1964), it has been observed that when employees are not treated fairly within the organization, their motivation and commitment, based on the principle of reciprocity, decrease. The decline in employee performance as the perception of gender discrimination increases in the study clearly confirms this theoretical assumption. The findings are also consistent with Psychological Contract Theory (Rousseau, 1989). Employees view expectations of fair pay, promotion opportunities, and equal treatment as part of the 'implicit contract' that the organization must fulfill. When these expectations are violated, job satisfaction decreases, performance declines, and ultimately, organizational outcomes are negatively impacted. Furthermore, within the Resource-Based View (RBV), it has been demonstrated once again that human capital (especially qualified and motivated employees) is a key resource for a company's sustainable competitive advantage. The study demonstrated that employee performance is the strongest predictor of firm performance, supporting the RBV's approach of treating human resources as a 'strategic asset.' The study's findings can also be linked to Diversity and Inclusion Theories. While the literature (e.g., Ferrary & Deo, 2023; Offermann et al., 2020) emphasizes that gender diversity enhances performance by enhancing innovation capacity and decision-making quality, this study demonstrates the opposite—that gender inequality undermines these processes. Therefore, egalitarian practices are not only an ethical requirement but also, theoretically, a strategic imperative for the long-term success of organizations. The study also revealed that the direct impact of gender inequality on firm performance is limited, with the primary impact occurring through employee performance. This is consistent with the findings of Nnabuife et al. (2023) that job stress and low motivation negatively impact firm results. On the other hand, as noted in Ferrary & Deo's (2023) study, gender diversity contributes to firm performance by strengthening innovation quality and decision-making processes, while this study found that, conversely, inequality and discrimination undermine this same process. The findings reaffirm the decisive role of employee performance in firm success. Studies such as Kaplan & Norton (2008) and Edmans (2023) have shown that employee engagement and performance directly impact market value, competitiveness, and long-term sustainability. In this context, equitable human resources policies, inclusive leadership, and transparent promotion and compensation mechanisms are critical not only for social justice but also for strategic management and economic growth.