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Within the scope of this study, it is aimed to specify the labor force in agricultural enterprises and to determine their distribution with respect to capital components. Being acquainted with the distribution of capital is important for agricultural operators to plan for production. Similarly, it is necessary to determine the distribution of capital according to the factors in order to carry out the planning for the agricultural sector on a macroeconomic scale and to propound policy recommendations. Due to the fact that the economic activities of the agricultural enterprises operating in Turkey are not recorded, the face-to-face survey method was applied to obtain the data used in the study. The primary data obtained from the survey belong to the 2019 production year in the Beypazarı district of Ankara. According to the findings of the study, it has been determined that the effective use of land and toolmachine capital varies depending on the planning and management of the workforce. In direct proportion to the land capital of agricultural enterprises, technology investments for the effective use of resources in enterprises have increased. Therefore, an increase was observed in the tool-machine capital according to the scale of the enterprise. The efficient use of land and tool-machine capital in agricultural enterprises has increased the efficiency of money capital. It was determined that in small-scale enterprises within which money capital was examined, there was a capital provision of 1.500.0 TL per in-house workforce and 306.1 TL per seasonal workforce. In medium-sized enterprises, 8.214,3 TL is allocated to the in-house workforce and 1.163,1 TL to the seasonal workforce, whereas in large-scale enterprises 29.868,1 TL of money capital is allocated for the in-house workforce and 3.407,6 TL for the seasonal workforce. According to these obtained values, it has been determined that the inhouse workforce is more advantageous in terms of employment generation and sustainability in rural areas. Creating new investment areas by making use of money capital in rural areas is not an adequate solution for development. In addition to the actions taken for the sake of capital planning, it is also necessary to classify the workforce in terms of occupational manner and increase the level of human capital, reduce informal employment, improve agricultural exports, direct foreign capital investments to the agricultural sector, and increase social welfare in rural areas. According to the findings, policy recommendations were made on the topics of improving working conditions, creating new employment areas, and organizing the workforce. [ABSTRACT FROM AUTHOR]

This research has two purposes. Firstly, the effects of nepotism-favoritism and cronyism on the employees working at Turkish Public banks are analyzed. The second aim is analyzing the relationship between the human resource practices at public banks and effects of nepotism and cronyism. Data was gathered by questionnaire method. The research is carried on 243 employees working public banks operating in Ankara. According to the research it can be understood that nepotism and cronyism, types of favoritism, have negative effects on the employees. As nepotism and cronyism arise, the employees' job stress arise, but their job satisfaction, trust on the employer and motivation decrease. This leads to a decrease on the employees' organizational commitment, and an increase on their intention to quit. Also, as the human resource practices increase at the organizations, the negative effects of nepotism-favoritism and cronyism on the employees decrease. [ABSTRACT FROM AUTHOR]