The green transformation is not only a process driven by technological and institutional arrangements but also a social transformation shaped by individuals’ perceptions, attitudes, and levels of interest in environmental and nature-related issues[cite: 21]. In this context, its social dimension is closely related to individuals’ environmental awareness and engagement[cite: 21]. This study examines the socio-demographic and socio-economic factors associated with the interest of public and private sector employees in environmental and nature-related issues, with a focus on the social dimension of the green transformation[cite: 21]. The analysis is based on the Turkish Statistical Institute’s (TURKSTAT) 2024 Life Satisfaction Survey Micro Data Set[cite: 21]. Non-working individuals, as well as those whose responses were “moderate” or “undecided,” were excluded, resulting in a final sample of 3,033 employed individuals[cite: 21]. The dataset was reorganized accordingly, and the analysis was conducted using a logit model[cite: 21]. The results indicate that environmental interest is significantly associated with socio-demographic and socio-economic factors, particularly gender, education level, marital status, sector of employment, social security coverage, and income[cite: 21]. The findings also show that public sector employees exhibit higher levels of environmental interest than those in the private sector[cite: 21]. Overall, the results suggest that environmental interest is shaped not only by individual characteristics but also by institutional and socio-economic contexts.
This study examines whether white-collar employees’ psychologicundefined capital is associated with their social loafing behaviour. The sample of the research consists of 415 white-collar employees reached through the convenience sampling method. Data were collected through a survey using psychologicundefined capital and social loafing scales. The analyses revealed a negative and significant relationship between psychologicundefined capital and social loafing. In other words, as employees’ psychologicundefined capital levels increase, their tendency to engage in social loafing decreases. Furthermore, self-efficacy, hope, optimism, and resilience also have reducing effects on social loafing behaviours. By addressing the relationship between psychologicundefined capital and social loafing together, this study contributes to the literature and provides practical recommendations for reducing social loafing behaviours in organisations.
This study aims to cf the job satisfaction levels of the same participants under full-time and freelance working conditions within the context of portfolio work, which is increasingly prevalent in the media sector. Emerging from digital transformation and flexible labour market dynamics, this model involves individuals offering their skills across multiple projects rather than committing to a single employer. Whereas the literature largely examines portfolio workers’ satisfaction through between-group designs, paired comparisons of the same individual across both conditions remain scarce. Based on the idea that autonomy and flexibility shape work preferences, the study adopts a sequential explanatory mixed-methods design. In the quantitative phase, the Minnesota Job Satisfaction Questionnaire was administered to graphic designers working both full-time and freelance under two conditions, and differences were tested with a paired-samples t test. In the qualitative phase, semistructured interviews with participants drawn from the sample were analysed thematically. The quantitative results showed statistically significant differences favouring full-time work in only three of the 20 items, with no significant differentiation at the subdimension level. The qualitative findings indicated that autonomy and project diversity are sources of satisfaction in freelance work, whereas financial uncertainty is the main factor reducing it. The absence of a sharp overall difference was interpreted as the psychologicundefined satisfaction derived from freelance autonomy being counterbalanced by anxiety over financial uncertainty. By providing a theoretical and methodological framework for the relationship between flexible work and job satisfaction, the study informs policy and practice discussions on sustainable models prioritising financial stability.
Marriage entails sharing life with a partner who may have different personality traits and cultural backgrounds, while also involving increasing responsibilities and roles such as parenthood, making it a complex and multifaceted process. Marital satisfaction refers to a state in which individuals perceive that the benefits of their marriage outweigh its challenges. This sense of satisfaction enhances overall quality of life and psychological well-being and may extend to work-related outcomes.This study examines the relationships among marital satisfaction, job satisfaction, and job performance. Data were collected from 1,097 married employees using a convenience sampling method. The data were analysed using SPSS 27 and AMOS 22. Standardised scales were employed to measure marital satisfaction, job satisfaction, and job performance. Reliability and validity analyses were conducted, followed by correlation analysis and hypothesis testing using Hayes’ PROCESS Macro.The findings revealed significant positive relationships between marital satisfaction and job satisfaction (r = 0.411, p < 0.05), marital satisfaction and job performance (r = 0.455, p < 0.05), and job satisfaction and job performance (r = 0.488, p < 0.05). Furthermore, job satisfaction mediates the relationship between marital satisfaction and job performance (β = 0.130, SE = 0.018, 95% BCA CI [0.098, 0.167]).The results indicate that higher levels of marital satisfaction are associated with higher job satisfaction and higher job performance. These findings highlight the importance of considering employees’ personal life dynamics when developing organisational policies (e.g., flexible scheduling, work–life balance initiatives) and performance management strategies.
