Ayşe Oya Özçelik and Fulya Aydınlı
To explore the strategic role of human resource management (HRM) in Turkey by comparing Turkish companies to Spanish and German companies.
Abstract
Purpose
To explore the strategic role of human resource management (HRM) in Turkey by comparing Turkish companies to Spanish and German companies.
Design/methodology/approach
The questionnaire form of the Cranet‐G 1999‐2000 Survey (Cranfield Network on Strategic International Human Resource Management) has been used to collect the data. The indicators of the strategic role of HRM for this study are the existence of an HR department and manager, representation of HR on the board of directors, the existence of an HR strategy, measurement of the HR department's performance, and the existence of several HR policies.
Findings
The variables indicating the strategic role of HRM are evaluated for the companies in the three countries via correspondence analysis. Overall, a broad conclusion can be drawn that a strategic role for HRM is widespread in Turkish companies. Moreover, there are signs of convergence between the companies in Turkey, Germany, and Spain on the strategic role of HRM.
Research limitations/implications
This research, designed to explore the strategic role of HRM in Turkish companies, is limited to the variables in the Cranet‐G questionnaire.
Originality/value
This paper is about the strategic role of HRM in Turkey as a developing country and as a European Union candidate country where published research on HRM is relatively limited. It contributes to the growing literature on the changing role of HRM in Turkey by reporting an empirical study of the strategic role for HRM in Turkish companies.