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In this study, it is aimed to determine the position of the studies carried out under the name of strategic human capital in the field of business among the sub-fields in this field. Subsequently, the intellectual structure of this area is analyzed based on articles published under the title of Strategic Human Capital in leading business journals. To conduct this study, a total of 472 articles were identified in the most prestigious business journals in the world, according to the Association of Business Schools' Academic Journal Guide (ABS/4*-4-3). These articles were analyzed using bibliometric methods such as citation and co-citation analysis. As a result of the citation and co-citation analyses, it was found that human capital emerged as a scientific research area independent of strategy and strategic human resource management after 2018. The study's findings indicate that Strategic Human Capital studies focus on discussing individuals' characteristics such as knowledge, skills, and experiences at which business level (individual, team, or firm) and how these characteristics can be transformed into sustainable competitive advantage. Finally, directions for further research in this area are provided. [ABSTRACT FROM AUTHOR]

Local governments are the points where citizens first come into contact with the state. For this reason, municipal governments that win local governments and display a successful administration can increase the public's belief in them so that the political parties can in turn be successful in the country's administration. One of the most important resources for local governments to be successful and provide better service to the public is their human capital. Better and more accurate management of human resources depends on the mayor authorized by the people and elected for 5 years, as well as the mayor's and the administration office's correct and proper decisions. In the present study, the reasons for the short tenure of the managers appointed in a metropolitan municipality between 2019 and 2022 were investigated and 12 attributes were determined as a result of extensive literature research. With the multiple attribute decision-making approach named DEMATEL, the influences between these 12 attributes were revealed and the significance of each attribute was calculated. According to the findings, several strategic leadership decision suggestions are made on the appointment of managers. [ABSTRACT FROM AUTHOR]

Copyright of Journal of Administrative Sciences / Yonetim Bilimleri Dergisi is the property of Canakkale Onsekiz Mart Universitesi, Terzioglu Kampusu and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Itobiad: Journal of the Human & Social Science Researches / İnsan ve Toplum Bilimleri Araştırmaları Dergisi is the property of Itobiad: Journal of the Human & Social Science Researches and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

In this study it is aimed to determine how human resources managers define strategic human resources management and to determine the characteristics of human resources management in order to be a strategic human resource management. It is also aimed to determine the advantages of strategic human resources management to the company according to human resources managers and to learn about why some companies do/can not advance human resources management functions to strategic dimension. In this qualitative research study, general screening model and focus group interview method was used. The universe of the research are the human resources managers of PERYÖN-related companies in the private sector. Focus Group Interviews were held with a total of 12 participants in 3 sessions. The data in the study was obtained through the Information Form and Focus Group Interview. The data were gathered under predetermined themes using Microsoft Excel program and analyzed with Descriptive Analysis method. As a result of the research, it can be said that the opinions of the HRM managers about SHRM are very similar to the statements in the literature. [ABSTRACT FROM AUTHOR]

The most sensitive activity of performance management - one of the human resource management's function - is the performance evaluation. Performance feedback is the achilles' heel of performance appraisal. In this study, by following the steps of exploratory qualitative research, the data was collected via semi-structured interviews that were conducted on 89 participants, including human resources manager, line manager and non-executives. The participants were asked to explain the reason for not conducting effective performance interviews, the unawared knowledge of the employees' performance, and the factors that may increase the effectiveness of the performance feedback. The gathered data were subjected to content analysis and the categories and sub-categories related to the research subjects were determined. [ABSTRACT FROM AUTHOR]

In this study, how diversity, inclusion and exclusion are given the meaning by human resource managers in the Turkish context are investigated as the basic concepts of a human resource practice, diversity management which received significant interest by practitioners and academics in the recent years. In this context, it is tried to determine the dimensions that are perceived by human resource managers, the dimensions that are handled on the basis of inclusion, the dimensions that are exposed to exclusion and the reasons behind this preference. The sample of the study consists of 38 human resources managers. The answers to open-ended questions show that the most mentioned diversity dimensions are ethnic origin, religious and political orientation. These dimensions are also expressed as excluded dimensions that are not handled on the basis of diversity management and inclusion. The findings show that social, cultural and political burdens shape the conceptualizations of diversity and draw a framework for inclusive and exclusive practices. [ABSTRACT FROM AUTHOR]

Along with the Industry 4.0 revolution, we are experiencing a process in which robotic applications taking their hands on every aspect of our lives. Industry 4.0 illustrates a structure that is integrated the Internet of intelligent factories and objects with the digital transformations, where robotic technologies will largely replace human resources. Thanks to the spreading of robotic applications and the evolution of human resources to robotic resources, Human Resources Management science unfolds new robotic chapters. The aim of this study is to contribute to raise awareness about new insights in Human Resources Management in the light of Industry 4.0 Revolution and developments in the world. At this study, it is concluded that there is a strong need for a new concept which is named as “Robotic Resources Management” (RRM), where robotic resources have become an unavoidable part of our lives. “Robotic Resources Management” should be recognized as integral and essential part of the Human Resources Management. In the near future, it will be inevitable for Human Resources Management to cooperate with “Robotic Resources Management”, in order to provide optimum benefits for the industry. [ABSTRACT FROM AUTHOR]

The human resource management practices compose the relationships between the employees, who are the most important, and nearly non-substitute resources of businesses, and the employers. Human resource management (HRM) is both a field of practice and a field of academic study. The HRM practices of the manufacturing SMEs is examined in this study on the Eskişehir sample. The aim of the study is exposing the HRM practices of the manufacturing SMEs in Eskişehir. For achieving our purpose, we have conducted a multiple-case study on 19 companies which had been chosen through maximum variation sampling. The structured and semi-structured questions are used during the interviews with the HRM managers/specialists and the top managers of the SMEs. According to results, the size and age of the company, the power of customers, and the sectoral regulations can be related on adopting the HRM practices. [ABSTRACT FROM AUTHOR]

In this research, it is aimed to determine the level of motivation and corporate commitment of the employees working in retail sector and to determine the relationship between these variables. In this study, causality relationships between job motivation and corporate commitment were studied with the sub-dimensions of variables. In the study, a questionnaire including demographic questions, motivation scale questions and organizational commitment scale questions were used. As a result of the analysis, it was concluded that there is a significant relationship between motivation practices and employees’ corporate commitment. It is predicted that the research findings will contribute to the knowledge in the sector and provide useful information for human resources motivation practices. [ABSTRACT FROM AUTHOR]

In the study the resource studies titled "Factory Businessman and Manufacturer Officer" (Azmi of Gallipoli, 1914), "Factory Business" (Major Ahmet Hamdi Bey, 1919) and "Factory Business and Industry Notes" (Mehmet Ali Bey, 1928) are examined in order to contribute to the development of factory management knowledge in Turkey. The study evaluates the contents of these resources, which were published with the Ottoman alphabet at the beginning of the 20th century and addresses the factory system and management, in the context of managementorganization in order to discover the tracks affecting the formation of business administration knowledge in Turkey and to contribute to the literature. The contents of these three studies provide information about how a factory should be operated technically. However, it is determined that the information is conveyed by prioritizing the technical knowledge and human resources management in the study titled "Factory Businessman and Manufacturer Officer", how the organization structure and qualified human resources of a company should be in the study titled "Factory Business" and the ideas regarding the productivity of a factory and how it can be operated better with scientific methods in the study titled "Factory Business and Industry Notes". [ABSTRACT FROM AUTHOR]

"Human resources", which is one of the primary factors determining the competition level of businesses, has transformed into the present shape in the last century through changing on staff management, human resources management, strategic human resources management and talent management. These transformations have increased the value of human resources over time in the human resources management, and firms also want to include the information on the value of the presence of human resources in their financial reports. However, it has not been possible to include the presence of human resources in financial reports since there are difficulties in valuation on human resources. On the other hand, many firms that link their success to the presence of human resources tend to share some information about human resource activities in the annual reports. This study aims to examine the relationship between the number of human resources activities and return on assets and return on equities in BIST-30 in Turkey. The findings display that there is not a significant relationship between human resources activity score and return on assets or return on equities. [ABSTRACT FROM AUTHOR]

When we look at the development of human resources management, operational, technical, and activity-based approach, an evolution towards the formation of strategic decision-making structures, we see that affect. Most of this evolution of human resource management to create business value, impact on business results felt the impact. Individual goals with organizational strategies in general, the biggest problem is disconnect. This issue of human resources actions and decisions adversely affects the value added created by. When we look at the future role of human resources, talent management, strategic business partner, demographic risks inherent in the concept of managing and monitoring the global economy have been revealed. From this perspective, the human resources business functions by other functions, is becoming the place and role of continuous debate. The biggest reason to produce business results Human Resources and organizational structure, usually focusing on the external customer and as a result of excessive human resources strategies with business strategies based on yürütememedir together. Human resources function affects people, or people connected to the new mission is to increase the success of the organization by improving decisions. This new high-quality services to respond to the needs of the recipients paradigma offering a “value” defines the proposal. Focus on product-based solution-based focus in this definition is an accurate conversion. Looking at this point to guide the market value of the human resources function in organizations, how intangible assets focus on the compelling need to focus on value bid. This need is a new role of human resources and raises new competencies to be portrayed. Human capital development of the concept as an effective metric and analytic capability development, information technology can assist in the development of human resources function. In this sense, the micro-level study in Izmir companies have realized the concept of human resources points of view seeks to question the purpose. A questionnaire study of 91 companies operating in Izmir has been reached, the managers were asked their opinions about dignity, The validity and reliability analysis was made by using SPSS 15 model . As a result of the study, the initial hypothesis, the results of the study demonstrated consistency. As a result of this study, the development of human resources functions and take part in strategic decisions and recommendations formed a team to take on acting as a catalyst. The height of the original side of the sample and as a result of this study was obtained from the data and the accuracy of this data is on the opposing proposals we will. Market-based measurement systems for human resources and business results brought by the introduction of the concept of human capital with focus and execution are among the headlines suggest. [ABSTRACT FROM AUTHOR]

This article inquires as to whether Turkey can be among the ten largest economies of the world in 2023. According to the theory of growth, saving and investment, human capital, research and development efforts and the resulting technological development are the factors that cause economies to grow. The saving and investment ratios of Turkey have been declining since 1988. The average level of education of the labor force and the quality of education are both improving, but according to the predictions in this article, in 2023, the education level of the labor force will continue to be below most of Turkey's rivals. Research and development efforts are also improving, but considering the other negative developments, it is concluded that the progress in research and development will be insufficient to take Turkey into the group of top ten countries in 2023. [ABSTRACT FROM AUTHOR]

It has been led to a discussion of human resources and management that the businesses which are implementing most modern managements of human resources and most popular fashion models of management have fallen victim to the crisis. This situation, particularly to tourism businesses of all businesses led to new searches. That the businesses investing in human and are aware of human's most valuable assets are successful in uncertainty and intense competition and the businesses which have got large physical capital live a major jolt in this process, it has revealed that the most important capital is intellectual capital or human assets in the businesses. In this context, the businesses must address not only as a strategic resource, but also as a strategic partner and asset; need to develop and implement policies in this regard. At the same time also this function must reflect the content with a positive connotation and perception. [ABSTRACT FROM AUTHOR]

Copyright of Iş, Güç: The Journal of Industrial Relations & Human Resources is the property of Is, Guc: The Journal of Industrial Relations & Human Resources and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Economic growth literature shows that there is a direct and strong relationship between human capital accumulation and the growth of national income. This study aims to analyze the importance of human capital in regional economic development of Turkey. In terms of data, Turkish Statistical Institute's First Level Regional data has been used for the period of 1990-2001. We considered education and health investments as components of economics growth. Since there is no city level economic growth data available for Turkey, we used GDP figures as indicator of economic growth. In order to determine the regional differences E-Views 5.0 Econometric Package has been used and the required tests have been done. The results indicate that even if not for all, some regions show statistically different characteristics. [ABSTRACT FROM AUTHOR]

In general meaning, performance appraisal is a systematic evaluation which is made through comparing one's skills, potential talent, work routines, behaviors and such qualities with others, besides forms a basis to determine the needs of Human Resources for the future. Therefore, the existence of a Human Resources Information System (HRIS) that will support human resources administration during the decision process became absolutely necessary. Effective use of performance appraisal by current Human Resources Information System practices in companies became much more important with the Labour Law No. 4857/2003, which provides regulations for companies on securing employees' rights. The aim of this study is to reveal the effectiveness of performance appraisal with Human Resources Information System by how the HRIS -- Performance Appraisal is effective and whether it is used in the way of desired degrees (if it is effective in point of time and cost) or not. [ABSTRACT FROM AUTHOR]

The studies concerning the measurement, valuation and accounting of intellectual capital assets constituted an important research area behind new knowledge economy. Locally, Turkish Accounting Standard 38 "Intangible Assets" defines the legal framework on this subject as of fiscal periods after 2005. The fair value of Human Capital which regarded as a major element of intellectual assets was calculated by a methodology described herein, under the accounting approach emphasized at TMS-38 principles. The significant impact of calculated human capital assets to the market value of the company were statistically measured and analyzed. The methodology and approach was verified through five year data sets (2003-2007) of a selected company registered at Istanbul Capital Markets and also enlisted within top 50 company of Turkey according to the Istanbul Industrialists Chamber. [ABSTRACT FROM AUTHOR]

Copyright of Gazi University Journal of Economics & Administrative Sciences is the property of Gazi University Faculty of Economics & Administrative Sciences and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Gazi University Journal of Economics & Administrative Sciences is the property of Gazi University Faculty of Economics & Administrative Sciences and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Combining a link between organizational strategy and human resources practices have a role as fuel for the organizations to reach and carry on their competitive advantages. In this study relationship between the strategy types developed by Miles and Snow, Porter, Burns and Stalker and human resources management systems and applications are discussed under fit analysis. A general look on Human Resources, its relation with strategy, fit context and the issue are also discussed with different point of views. Organizational strategy and human resources applications are set according to the strategy types. At the end of the study it is expressed that there are numerous different ways for different strategies. If we move on the context that every organization is unique, they will have human resources applications compatible with the strategy-organization approach chosen under their own conditions. Usually human resources approaches are changing according to changing competitive dynamics. [ABSTRACT FROM AUTHOR]