The purpose of this study is to compare the psychological capital levels, emotional labor strategies and PERMA levels of mental health professionals according to their occupations. 352 professionals who have active work life in the field of mental health participated in this research. The data was obtained through demographic information form, psychological capital scale Luthans, Avolio, Avey ve Norman ( 2007), emotional labor scale Diefendorff, Croyle ve Gosserland (2005) and PERMA-TR (Demirci, Ekşi, Dinçer ve Kardaş, 2017) scale. The results of the analysis revealed that psychological counselors have the highest level of psychological capital resources when compared to psychologists and psychiatrists. In terms of emotional labor strategies, it has shown that psychiatrists mostly use surface acting strategy compared to other mental health workers. It has found that there no significant difference in terms of PERMA levels. As a result of the research the findings were discussed in the light of the related literature, and suggestions for future studies were also presented.

In this research, the relationship between the COVID-19 phobia and their intention to quit was examined. In addition, the moderator role of psychological capital in the relationship between COVID-19 phobia and intention to quit job was investigated. 312 teachers who work in Antalya in various fields and levels participated in the study and the data were collected from the participants via online and by hand. The data were obtained by using the demographic information form, the Psychological Capital Scale, the COVID-19 Fear Scale, and the Intention to Leave Scale. Results showed that there is a significant and positive relationship between COVID-19 phobia and intention to quit job. In addition it has found that there is a negative significant relationship between the COVID-19 phobia and psychological capital. Also, a negative significant relationship was found between intention to quit job and psychological capital. Finally, it was found that psychological capital did not have a moderator variable role in the relationship between COVID-19 and intention to quit job. Based on this result, it was thought that psychological capital, which is one of the psychological resources, may not be a protective factor in cases where the perception of physical security is not provided. The findings were evaluated and discussed within the framework of the literature, and suggestions were made for future studies.

Objectives: The aim of this study is to develop a measurement tool to understand individuals' work life assessments during the pandemic period Methods: Total of 284 adults participated in the study (193 female, 91 male).Results: Exploratory factor analyses has applied in order to determine the consruct validity of the scale. After the exploratory factor analysis, the scale included 18 items and three factors. These factors were labeled as "worklife wellbeing", work-family conflict, and family work conflict. The Cronbach alpha coefficient for the whole scale was found to be. 91, worklife wellbeing .95, work-familt conflict .87 and family-work conflict . 72. The findings of the study revealed that the scale was a valid and reliable instrument for worklife evaluations during pandemics.Originality: Can be used for assessing the pandemic period business life in Turkey is an original work. This scale is an original study which can be useful for understanding work life during pandemic period İn Turkey.

Objectives: Employees' job satisfaction and organizational commitment is very important for the steady growth and development of an organization. Today, with the increase in the competitive environment, the attempts of organizations to understand how to ensure this stability have also increased. Also, it is seen that the high psychological capital of the employees and their dissent behavior increase the performance, while the high organizational power distance both reduces the performance and constitutes an obstacle in exhibiting the organizational dissent behavior. It is known that one of the most important factors contributing to the growth and development of organizations is that employees’ expression of the problems that arise in the functioning of the organization and their dissatisfaction. There are many individual, relational and organizational factors that affect organizational dissent, which expresses the ability of employees to express their views openly. One of the individual factors is the psychological capital level of the employees, and one of the organizational factors is the perceived organizational power distance. The concept of psychological capital expresses the individual's awareness of who he is and his cognitive capacity. Positive psychological capital has defined as a new movement that goes beyond economic capital, which refers to what we have, human capital, which refers to what we know, and social capital, which refers to who we know, to express who we are. According to this approach, discovering the strengths of individuals and enabling them to reveal these strengths in the most effective way contributes to individual well-being, while positively reflecting on performance and increasing productivity. Positive psychological capital provides competitive advantage by enriching the knowledge and human capital at the individual and organizational level. Organizational power distance is related to how the power balance in the subordinate-superior relationship is perceived. The concept of power distance was first aimed to explain the structure of societies. In the concept of organizational power distance, the inequality of power distribution between superiors and subordinates in organizations is mentioned. The participation of the members of the organization in organizational decisions, the level of initiative and responsibility also express the power distance. Studies have shown that high psychological capital increases organizational dissent behavior, while high power distance reduces dissent behavior. Accordingly, this research aimed to give insight for organizational communication by examining the relationships between perceived organizational power distance, psychological capital and organizational dissent. Design/methodology/approach: The sample of the study consists of 300 participants who voluntarily participated in the study with the snowball sampling method. Demographic form, organizational power distance scale, organizational dissent scale and psychological capital scale were used to gather data. Results: Findings showed that there is a significant and positive relationship between organizational dissent and psychological capital. Also it has founded that there is a negative significant relationship between organizational power distance and psychological capital, organizational dissent. Practical implications: This research draws attention to the importance of individual factors such as psychological capital in organizational communication. It provides an empirical basis for the initiatives of workplaces to increase the psychological capital levels of their employees. In addition, by drawing attention to the spread of organizational dissent culture, it paves the way for organizations to conduct cultural analysis. Originality/value: In the Turkish sample, organizational dissent, perceived organizational power distance and psychology capital concepts are evaluated together and it has a unique value in terms of being a research that reveals empirical data with quantitative study.

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