Table of Contents

The Development of Human Resource Management Across Nations

The Development of Human Resource Management Across Nations

Unity and Diversity

Edited by Bruce E. Kaufman

This volume contains country studies of the historical development of human resource management (HRM) in seventeen different nations. The nations span all regions of the world and each chapter is written by a national expert. Primary attention is given to HRM developments in industry, but university research and teaching are also covered. Human resource management is defined broadly to include industrial relations and each chapter places the historical development of HRM in a broad political, social, and economic context.

Chapter 17: Human resource management in Turkey

Lale Tüzüner

Subjects: business and management, human resource management, economics and finance, labour economics


Turkey is a dynamic country strategically located in the Eurasian region, with a young population and a growing economy. With the influence of its economic development and the modernization of the country, Turkey’s traditional personnel management system has been shifting toward human resource management practices (HRM). This chapter firstly outlines the Turkish management model and how HRM is conceptualized in Turkey in order to provide an understanding of the HRM system. Secondly, it analyzes the legislative, social, cultural and business factors that shape HRM practices. This is followed by a discussion of how personnel affairs departments are being transformed into HRM departments in Turkey. This chapter also presents a broad overview of the history of people management and industrial management systems beginning with the Ottoman Empire and moving toward the current Republic of Turkey. This chapter then contemplates key challenges facing HRM in Turkey –most notably the context of strategic HRM practices before finally exploring the implications of all these factors for HRM functions at the present and in the near future. Throughout the chapter, many references and comparisons are made to state-owned enterprises (SOEs) and public as well as private sector organizations. The reason for this is that the state was a major employer in the past, but in the last 20 years, major changes regarding people management have been implemented by the state. Private sector organizations in Turkey are heterogeneous and it not easy to compare their HRM practices without considering their sizes.

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