Impact of the strategic human resource management on organizational performance: evidence from Turkey

Talent management motives and practices in an emerging market: A comparison between MNEs and local firms

“…These practices are structured and focused on business strategy and include reward management and high-road HRM strategies, each complemented by a degree of practice localisation (Glaister et al, 2008). Gurbuz and Mert's (2011) study finds strong positive correlations between Turkish employee job satisfaction and participation, teamwork, appraisal, training and pay. This is echoed by Collings et al (2010b) confirming the link between employee satisfaction and merit-based promotion opportunities, communication and empowerment.…”

“…The poor development of the latter is not particularly problematic, given the nature of local Turkish businesses; however, the limited development of more structured practices contradicts the expectation of mimicry and positive spillover effects. These more structured practices appear antithetical to the familial, centralised and collective nature of business in Turkey (Gurbuz & Mert, 2011, Sayım, 2010, Wasti, 1998. Family firms also tend to have fewer promotion opportunities (Valverde et al, 2013).…”

“…There is evidence of an embrace of Western HRM practices amongst local firms in Turkey (Collings et al, 2010a, Gurbuz & Mert, 2011, Sayım, 2010 but this development remains in a nascent state (Mohamed et al, 2012, Huang, 2000, Myloni et al, 2004, Budhwar, 2012. According to Tüzüner, (2014:448) "Some Turkish organizations try to adopt Western applications without giving importance to the basic factors of culture, phase of the organization's lifecycle and employee harmony".…”

“…These SMEs tend to be family owned and dependent upon a range of government incentives to offset labour market rigidities poor labour relations including a high minimum wage and legislation restricting the use and cost of redundancy. (Elci, 2011, Gurbuz & Mert, 2011, Lennard, 2014, Çamlıca & Nibbe, 2014.…”

“…These reforms have been responsible for transforming the economy through privatization, foreign trade and foreign direct investment (FDI) (Gurbuz & Mert, 2011) and the country is more likely to attract more FDI than established market economies (Horwitz, 2012). OECD (2012) (Euromonitor, 2014).…”