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İNSAN KAYNAKLARI YÖNETİMİNDEN “STRATEJİK” İNSAN KAYNAKLARI YÖNETİMİNE DÖNÜŞÜM

Year 2009, Volume: 9 Issue: 4, 1171 - 1192, 01.11.2009

Abstract

Günümüzde kazanabilmeleri sahip oldukları nitelikli insan kaynaklarına ve bu kaynakları ellerinde tutabilme düzeylerine bağlıdır. Geleneksel personel yönetiminden insan kaynakları yönetimine doğru gerçekleşen dönüşüm, hızla değişen çevresel koşullar karşısında yetersiz kalmaktadır. İşletmelerin tek başına uygulamaya koyduğu yapısal değişiklikler; işletmelerde köklü bir değişimin gerçekleştirilmesi ve olamamaktadır. Rekabette söz sahibi olabilmek, çağın gerisinde kalmamak ve en önemlisi hayatta kalmak için değişmek zorunda olan örgütler insan kaynaklarına stratejik perspektiften bakmak zorundadırlar. Nitekim bu kavramsal çalışmada stratejik insan kaynakları yönetimi kavramı ve kavrama ilişkin geliştirilen bakış açıları tartışılmaktadır. Stratejik insan kaynakları yönetiminin önem kazanmasıyla beraber gelişen yatay ve dikey uyum kavramları ve belirleyicileri de irdelenerek yazına katkıda bulunulmaya çalışılmaktadır

References

  • Baird, L. ve Meshoulam, I. (1988): Managing Two Fits of Strategic Human Resource Management, Academy of Management Review, 14, ss.116-128.
  • Becker Brian E. ve Huselid Mark A. (2006):Strategic Human Resources Management: Where Do We Go From Here?, Journal of Management, Vol. 32 No. 6, ss. 898-925.
  • Begin, J.P. (1993): Identifying Patterns in HRM Systems: Lessons Learned from Organizational Theory‟, Research in Personnel and Human Resource Management, Supplement 3: ss. 3–20.
  • Borman, W.C. (1991): Job Behavior, Performance, and Effectiveness içinde Dunnette, M.D. ve Hough, L.M. (eds) Handbook of Industrial and Organizational Psychology. Palo Alto, CA: Consulting Psychologists Press, ss. 271–326.
  • Bowen, D. E. ve Ostroff, C. (2004) Understanding HRM-Firm Performance Linkages:The Role of the „Strenght‟ of the HRM System, Academy of Management Review, 8(3), ss. 265-288.
  • Brewster, C. (1993): Developing a “European” Model of Human Resource Management, International Journal of Human Resource Management, 4(4): ss. 765–84.
  • Brewster, C. (1995): Towards a European Model of Human Resource Management‟, Journal of International Business Studies, First Quarter: ss. 1–21. Brewster, C. (1999): SHRM: The Value of Different Paradigms‟, Management International Review, 39(3): ss. 45–64.
  • Brewster, C. ve Bournois, F. (1991): Human Resource Management: A European Perspective, Personnel Review, 20(6): ss. 4–13.
  • Brewster, C., Hegewisch, A. and Lockhart, J.T. (1991): Researching Human Resource Management: Methodology of the Price Waterhouse Cranfield Project on European Trends, Personnel Review, 20(6): 36–40.
  • Bjorkman, I., ve Fan, X. (2002): Human resource management and the performance of western firms in China, International Journal of Human Resource Management, 13(6), ss. 853-864
  • Burns, T., ve Stalker, G. M. (1961): The management of innovation. London: Tavistock.
  • Butler, J.E, Ferris, G.R., ve Napier, N.K (1991): Strategy and Human Resource Management, Cincinnati: South-Wstern.
  • Cappelli, P. veSingh, H. (1992): Integrating Strategic Human Resources and Strategic Management içinde Lewin, D., Mitchell, O.S. and Sherer, P. (eds) Research Frontiers in Industrial Relations and Human Resources. Madison, WI: Industrial Relations Research Association, ss. 165–192.
  • Chadwick, C. ve Cappelli, P. (1999): Alternatives to generic strategy typologies in strategic human resource management. içinde G. R.Ferris (Series Ed.), P. M.Wright, L. D. Dyer, J.W. Boudreau,&G. T. Milkovich (Sup. Eds.), Research in personnel and human resources management: Supplement 4. Strategic human resource management in the 21st century (ss. 1–30). Stamford, CT:JAI Press.
  • Chan, L.L.M., Shaffer, M.A., ve Snape, E. (2004): In search of sustained competitive advantage: The impact of organisational culture, competitive strategy and human resource management practices on firm performance. International Journal of Human Resource Management, 15(1), ss.17-35.
  • Davis, R.C. (1981) „Relating Human Resources Management to Business Strategy‟, Proceedings of the Human Resource Policy Institute.
  • Davis, S. (1984), Managing Corporate Culture, Cambridge, MA: Ballinger.
  • Delery, J.E. ve Doty, D.H. (1996) „Modes of Theorizing in Strategic Human Resource Management: Test of Universalistic Contingency, and Configurational Performance Predictions, The Academy of Management Journal, 39(4), ss. 802– 35.
  • Dewar, R. ve Werbel, J. (1979): Universalistic and Contingency Predictions of Employee Satisfaction and Conflict, Administrative Science Quarterly, 24: ss. 426–448.
  • Doty, D.H. ve W.H. Glick (1994): Typologies as a Unique Form of Theory Building: Towards Improved Understanding and Modeling, Academy of Management Review, 19: 230-251.
  • Duncan, G. ve Hoffman, S. (1981): The Incidence and Wage Effects of Overeducation, Economics and Education Review, 1: ss. 75–86.
  • Dutton, J.E., ve Ashford, S.J. (1993): Selling issues to top management. Academy of Management Review, 18, ss. 397-428.
  • Fombrun, C., N. Tichy, ve M. Devana (1984): Strategic Human Resource Management. New York: John Wiley
  • Frost, P.J., L.F. Moore, M.R. Louis, C.C. Lundenberg ve J. Martın (eds) (1991): Reframing Organizational Culture, Newbury Park, CA: Sage Publications.
  • Galbraith, J. ve Nathanson, D. (1978): Strategy Implementation: The Role of Structure and Process. St. Paul, MN: West Publishing.
  • Gerhart, B. ve Milkovich, G.T. (1990): Organizational Differences in Managerial Compensation and Financial Performance, The Academy of Management Journal, 33, ss.846–60.
  • Guest, D.E. (1989),: Human resource management: its implications for industrial relations and trade unions içinde Storey, J. (Eds),New Perspectives on Human Resource Management, Routledge, London, ss. 41-55.
  • Güçlü Nezahat (2003): Stratejik Yönetim, G.Ü. Gazi Eğitim Fakültesi Dergisi Cilt 23, Sayı 2, ss. 61-85
  • Gümüş, M. (1995): Yönetimde Başarı İçin Altın Kurallar. İstanbul: Alfa Yayınları
  • Harris Lloyd C., ve Ogbonna Emmanuel (2001): Strategic human resource management, market orientation, and organizational performance, Journal of Business Research, 51, ss. 157-166.
  • Hax, A.C. (1985): A New Competitive Weapon: The Human Resource Strategy, Training and Development Journal, 39(5): ss. 76–82.
  • Howe, S. (1993): Corporate Strategy. Hongkong: The Mcmillan Press.
  • Huselid, M.A. (1995): The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38(3), ss. 635-672.
  • Jackson, S.E. ve Schuler, R.S.(1995): Understanding human resource management in the context of organizations ve their environment, Annual Review of Psychology, 46, ss.237-264.
  • Jackson, S.E., Schuler, R.S. ve Rivero, J.C. (1989): Organizational characteristics as predictors of personnel practices", Personnel Psychology, 42, ss. 727- 786.
  • Kaplan, Robert ve Norton, David P. (2004a): Measuring the Strategic Readiness of Intangible Assets, Harvard Business Review; Vol. 82 Issue 2, ss. 52-63.
  • Kaplan, Robert ve Norton, David P. (2004b): The strategy map: guide to aligning intangible assets, Strategy & Leadership, Volume: 32, Number: 5, ss.10-17.
  • Kotter J. P. ve Heskett J. (1992): Corporate Culture and Performance, NY: Free Pres
  • Kerr, J.L. (1985): Diversifications Strategies and Managerial Rewards: An Empirical Study, The Academy of Management Journal, 28: ss.155–179.
  • Kerr, J.L. ve Jackofsky, E.F. (1989): Aligning Managers with Strategies: Management Development versus Selection‟, Strategic Management Journal, 10: 157–170.
  • Lado, A.A., ve Wilson, M.C. (1994): Human resource systems and sustained competitive advantage: a competencybased perspective. Academy of Management Review, 19(4), ss. 699-727.
  • Lado, A.A. Boyd, N. G., ve Wright, P. (1992): A competency-based model of sustainable competitive advantage: Toward a conceptual integration, Journal of Management, 18(1), ss.77-91.
  • Leavitt, H. (1965): Applied organizational change in industry. In J. March (Ed.), The handbook of organizations (ss. 1144-1170). Chicago: Rand McNally.
  • Lengnick-Hall, C.A. ve Lengnick-Hall, C.A. (1988): Strategic Human Resource Management: A Review of the Literature and a Proposed Typology‟, The Academy of Management Review, 13(3): ss. 454–470.
  • Lengnick-Hall Mark L., Cynthia A. Lengnick-Hall, Leticia S. Andrade ve Brian Drake (2009): Strategic human resource management: The evolution of the field, Human Resource Management Review, doi:10.1016/j.hrmr.2009.01.002, ss. 1-22.
  • Martin-Alcazar Fernando, Romero-Fernandez Pedro M. ve Sanchez-Gardey Gonzalo (2005): Strategic human resource management: integrating the universalistic, contingent, configurational and contextual perspectives, International Journal of Human Resource Management, 16, 5, ss. 633–659.
  • Meyer, A.D., Tsui, A.S. ve Hinings, C.R. (1993): Guest co-editors' introduction: Configurational approaches to organizational analysis', Academy of Management Journal, 36, ss. 1175-1195.
  • Lindtroh, J. (1982) „How to Beat the Coming Labor Shortage‟, Personnel Journal, 61(4): 268–72.
  • Lorsch, E. E., ve Allen S. A. (1973): Managing diversity and interdependencies. Cambridge, MA: Harvard University, Division of Research, Graduate School of Business Admin- istration.
  • Lorsch, J. W., ve Morse, J. (1974): Organizations and their members. New York: Harper ve Row.
  • Mayo, E. (1933): The Human Problems of an Industrial Civilization, Macmillan, NY.
  • Miles, R.E. ve Snow, C.C. (1978): Organizational Strategy, Structure and Process,New York:McGraw-Hill Book Company.
  • Miles, R.E. ve Snow, C.C. (1984): Designing Strategic Human Resource Systems”,Organizational Dynamics,13(1), ss. 36-52.
  • Miller, E.L. (1989):Strategic HRM: What It Is and What It Isn‟t, Personnel Management, February: ss. 46–52.
  • Morgan G., P.J. Frost ve L.R. Pondy (1983), Organizational Symbolism, Greenwich, CT: JAI Pres Inc.
  • Niniger, J.R. (1980):Human Resources and Strategic Planning: A Vital Link‟, Optimum, 11(4): ss.33–46.
  • Öğüt A., Akgemci Tahir ve Demirsel M. Tahir (2004): Stratejik İnsan Kaynakları Yönetimi Bağlamında Örgütlerde İşgören Motivasyonu Süreci, Sayı: 12, ss. 277- 290.
  • Penrose, E.T. (1958): The theory of the growth of the firm. New York: Wiley.
  • Rhodes, D.W. (1988a): Can HR Respond to Corporate Strategy?‟, The Journal of Business Strategy, 9(2): ss.57–59.
  • Rhodes, D.W. (1988b): Employees – Strategy Makers or Breakers‟, The Journal of Business Strategy, 9(4): ss.55–58.
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  • Rumberger, R.W. (1987): The Impact of Surplus Schooling on Productivity and Earnings‟, Journal
  • of Human Resources, 22, ss. 24–50.
  • Russell, C.G., Terborg, J.R. ve Powers, M.L. (1985): Organizational Productivity and Organizational Level Training and Support‟, Personnel Psychology, 38, ss. 849–63.
  • Sayılar Yücel (2008): Türkiye‟deki İnsan Kaynakları Yönetimi Uygulamaları Açısından Stratejik Seçim Ve Kurumsal Belirlenimin Olası Etkileri, Ankara Üniversitesi SBF Dergisi, Cilt 63, Sayı: 2. ss. 219-249.
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THE TRANSFORMATION FROM HUMAN RESOURCE MANAGEMENT TO “STRATEGIC” HUMAN RESOURCE MANAGEMENT

Year 2009, Volume: 9 Issue: 4, 1171 - 1192, 01.11.2009

Abstract

In today‟s challenging, competitive arena; organizations should have qualified human resources in order to survive and gain competitive advantage. Retaining such qualified personnel is another issue that organizations face. The transformation from traditional personnel management to human resource management has not been enough to meet the changing expectations of today‟s workers and overcome the challenges of changing external conditions. Structural changes that are conducted solely are not enough to transform organizations. In order to survive and meet the challenges of changing world, organizations have to deal with human resources from a strategic perspective as human is the initiator of a change/transformation process. In this regard; strategic human resource management concept and the perspectives developed to explain it, has been studied in this conceptual paper. Besides vertical and horizontal fit and their determinants are also discussed to understand the evolution of the concept better

References

  • Baird, L. ve Meshoulam, I. (1988): Managing Two Fits of Strategic Human Resource Management, Academy of Management Review, 14, ss.116-128.
  • Becker Brian E. ve Huselid Mark A. (2006):Strategic Human Resources Management: Where Do We Go From Here?, Journal of Management, Vol. 32 No. 6, ss. 898-925.
  • Begin, J.P. (1993): Identifying Patterns in HRM Systems: Lessons Learned from Organizational Theory‟, Research in Personnel and Human Resource Management, Supplement 3: ss. 3–20.
  • Borman, W.C. (1991): Job Behavior, Performance, and Effectiveness içinde Dunnette, M.D. ve Hough, L.M. (eds) Handbook of Industrial and Organizational Psychology. Palo Alto, CA: Consulting Psychologists Press, ss. 271–326.
  • Bowen, D. E. ve Ostroff, C. (2004) Understanding HRM-Firm Performance Linkages:The Role of the „Strenght‟ of the HRM System, Academy of Management Review, 8(3), ss. 265-288.
  • Brewster, C. (1993): Developing a “European” Model of Human Resource Management, International Journal of Human Resource Management, 4(4): ss. 765–84.
  • Brewster, C. (1995): Towards a European Model of Human Resource Management‟, Journal of International Business Studies, First Quarter: ss. 1–21. Brewster, C. (1999): SHRM: The Value of Different Paradigms‟, Management International Review, 39(3): ss. 45–64.
  • Brewster, C. ve Bournois, F. (1991): Human Resource Management: A European Perspective, Personnel Review, 20(6): ss. 4–13.
  • Brewster, C., Hegewisch, A. and Lockhart, J.T. (1991): Researching Human Resource Management: Methodology of the Price Waterhouse Cranfield Project on European Trends, Personnel Review, 20(6): 36–40.
  • Bjorkman, I., ve Fan, X. (2002): Human resource management and the performance of western firms in China, International Journal of Human Resource Management, 13(6), ss. 853-864
  • Burns, T., ve Stalker, G. M. (1961): The management of innovation. London: Tavistock.
  • Butler, J.E, Ferris, G.R., ve Napier, N.K (1991): Strategy and Human Resource Management, Cincinnati: South-Wstern.
  • Cappelli, P. veSingh, H. (1992): Integrating Strategic Human Resources and Strategic Management içinde Lewin, D., Mitchell, O.S. and Sherer, P. (eds) Research Frontiers in Industrial Relations and Human Resources. Madison, WI: Industrial Relations Research Association, ss. 165–192.
  • Chadwick, C. ve Cappelli, P. (1999): Alternatives to generic strategy typologies in strategic human resource management. içinde G. R.Ferris (Series Ed.), P. M.Wright, L. D. Dyer, J.W. Boudreau,&G. T. Milkovich (Sup. Eds.), Research in personnel and human resources management: Supplement 4. Strategic human resource management in the 21st century (ss. 1–30). Stamford, CT:JAI Press.
  • Chan, L.L.M., Shaffer, M.A., ve Snape, E. (2004): In search of sustained competitive advantage: The impact of organisational culture, competitive strategy and human resource management practices on firm performance. International Journal of Human Resource Management, 15(1), ss.17-35.
  • Davis, R.C. (1981) „Relating Human Resources Management to Business Strategy‟, Proceedings of the Human Resource Policy Institute.
  • Davis, S. (1984), Managing Corporate Culture, Cambridge, MA: Ballinger.
  • Delery, J.E. ve Doty, D.H. (1996) „Modes of Theorizing in Strategic Human Resource Management: Test of Universalistic Contingency, and Configurational Performance Predictions, The Academy of Management Journal, 39(4), ss. 802– 35.
  • Dewar, R. ve Werbel, J. (1979): Universalistic and Contingency Predictions of Employee Satisfaction and Conflict, Administrative Science Quarterly, 24: ss. 426–448.
  • Doty, D.H. ve W.H. Glick (1994): Typologies as a Unique Form of Theory Building: Towards Improved Understanding and Modeling, Academy of Management Review, 19: 230-251.
  • Duncan, G. ve Hoffman, S. (1981): The Incidence and Wage Effects of Overeducation, Economics and Education Review, 1: ss. 75–86.
  • Dutton, J.E., ve Ashford, S.J. (1993): Selling issues to top management. Academy of Management Review, 18, ss. 397-428.
  • Fombrun, C., N. Tichy, ve M. Devana (1984): Strategic Human Resource Management. New York: John Wiley
  • Frost, P.J., L.F. Moore, M.R. Louis, C.C. Lundenberg ve J. Martın (eds) (1991): Reframing Organizational Culture, Newbury Park, CA: Sage Publications.
  • Galbraith, J. ve Nathanson, D. (1978): Strategy Implementation: The Role of Structure and Process. St. Paul, MN: West Publishing.
  • Gerhart, B. ve Milkovich, G.T. (1990): Organizational Differences in Managerial Compensation and Financial Performance, The Academy of Management Journal, 33, ss.846–60.
  • Guest, D.E. (1989),: Human resource management: its implications for industrial relations and trade unions içinde Storey, J. (Eds),New Perspectives on Human Resource Management, Routledge, London, ss. 41-55.
  • Güçlü Nezahat (2003): Stratejik Yönetim, G.Ü. Gazi Eğitim Fakültesi Dergisi Cilt 23, Sayı 2, ss. 61-85
  • Gümüş, M. (1995): Yönetimde Başarı İçin Altın Kurallar. İstanbul: Alfa Yayınları
  • Harris Lloyd C., ve Ogbonna Emmanuel (2001): Strategic human resource management, market orientation, and organizational performance, Journal of Business Research, 51, ss. 157-166.
  • Hax, A.C. (1985): A New Competitive Weapon: The Human Resource Strategy, Training and Development Journal, 39(5): ss. 76–82.
  • Howe, S. (1993): Corporate Strategy. Hongkong: The Mcmillan Press.
  • Huselid, M.A. (1995): The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38(3), ss. 635-672.
  • Jackson, S.E. ve Schuler, R.S.(1995): Understanding human resource management in the context of organizations ve their environment, Annual Review of Psychology, 46, ss.237-264.
  • Jackson, S.E., Schuler, R.S. ve Rivero, J.C. (1989): Organizational characteristics as predictors of personnel practices", Personnel Psychology, 42, ss. 727- 786.
  • Kaplan, Robert ve Norton, David P. (2004a): Measuring the Strategic Readiness of Intangible Assets, Harvard Business Review; Vol. 82 Issue 2, ss. 52-63.
  • Kaplan, Robert ve Norton, David P. (2004b): The strategy map: guide to aligning intangible assets, Strategy & Leadership, Volume: 32, Number: 5, ss.10-17.
  • Kotter J. P. ve Heskett J. (1992): Corporate Culture and Performance, NY: Free Pres
  • Kerr, J.L. (1985): Diversifications Strategies and Managerial Rewards: An Empirical Study, The Academy of Management Journal, 28: ss.155–179.
  • Kerr, J.L. ve Jackofsky, E.F. (1989): Aligning Managers with Strategies: Management Development versus Selection‟, Strategic Management Journal, 10: 157–170.
  • Lado, A.A., ve Wilson, M.C. (1994): Human resource systems and sustained competitive advantage: a competencybased perspective. Academy of Management Review, 19(4), ss. 699-727.
  • Lado, A.A. Boyd, N. G., ve Wright, P. (1992): A competency-based model of sustainable competitive advantage: Toward a conceptual integration, Journal of Management, 18(1), ss.77-91.
  • Leavitt, H. (1965): Applied organizational change in industry. In J. March (Ed.), The handbook of organizations (ss. 1144-1170). Chicago: Rand McNally.
  • Lengnick-Hall, C.A. ve Lengnick-Hall, C.A. (1988): Strategic Human Resource Management: A Review of the Literature and a Proposed Typology‟, The Academy of Management Review, 13(3): ss. 454–470.
  • Lengnick-Hall Mark L., Cynthia A. Lengnick-Hall, Leticia S. Andrade ve Brian Drake (2009): Strategic human resource management: The evolution of the field, Human Resource Management Review, doi:10.1016/j.hrmr.2009.01.002, ss. 1-22.
  • Martin-Alcazar Fernando, Romero-Fernandez Pedro M. ve Sanchez-Gardey Gonzalo (2005): Strategic human resource management: integrating the universalistic, contingent, configurational and contextual perspectives, International Journal of Human Resource Management, 16, 5, ss. 633–659.
  • Meyer, A.D., Tsui, A.S. ve Hinings, C.R. (1993): Guest co-editors' introduction: Configurational approaches to organizational analysis', Academy of Management Journal, 36, ss. 1175-1195.
  • Lindtroh, J. (1982) „How to Beat the Coming Labor Shortage‟, Personnel Journal, 61(4): 268–72.
  • Lorsch, E. E., ve Allen S. A. (1973): Managing diversity and interdependencies. Cambridge, MA: Harvard University, Division of Research, Graduate School of Business Admin- istration.
  • Lorsch, J. W., ve Morse, J. (1974): Organizations and their members. New York: Harper ve Row.
  • Mayo, E. (1933): The Human Problems of an Industrial Civilization, Macmillan, NY.
  • Miles, R.E. ve Snow, C.C. (1978): Organizational Strategy, Structure and Process,New York:McGraw-Hill Book Company.
  • Miles, R.E. ve Snow, C.C. (1984): Designing Strategic Human Resource Systems”,Organizational Dynamics,13(1), ss. 36-52.
  • Miller, E.L. (1989):Strategic HRM: What It Is and What It Isn‟t, Personnel Management, February: ss. 46–52.
  • Morgan G., P.J. Frost ve L.R. Pondy (1983), Organizational Symbolism, Greenwich, CT: JAI Pres Inc.
  • Niniger, J.R. (1980):Human Resources and Strategic Planning: A Vital Link‟, Optimum, 11(4): ss.33–46.
  • Öğüt A., Akgemci Tahir ve Demirsel M. Tahir (2004): Stratejik İnsan Kaynakları Yönetimi Bağlamında Örgütlerde İşgören Motivasyonu Süreci, Sayı: 12, ss. 277- 290.
  • Penrose, E.T. (1958): The theory of the growth of the firm. New York: Wiley.
  • Rhodes, D.W. (1988a): Can HR Respond to Corporate Strategy?‟, The Journal of Business Strategy, 9(2): ss.57–59.
  • Rhodes, D.W. (1988b): Employees – Strategy Makers or Breakers‟, The Journal of Business Strategy, 9(4): ss.55–58.
  • Roethlisberger, F.J. ve Dickson, W.J. (1949): Management and the Worker. An Account of a Research Program Conducted by the Western Electric Company, Hawthorne Works, Chicago, Harvard University Press, Cambridge, MA, .
  • Rumberger, R.W. (1987): The Impact of Surplus Schooling on Productivity and Earnings‟, Journal
  • of Human Resources, 22, ss. 24–50.
  • Russell, C.G., Terborg, J.R. ve Powers, M.L. (1985): Organizational Productivity and Organizational Level Training and Support‟, Personnel Psychology, 38, ss. 849–63.
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There are 84 citations in total.

Details

Other ID JA64EH62GZ
Journal Section Research Article
Authors

Nazlı Ayşe Ayyıldız Ünnü This is me

Tamer Keçecioğlu This is me

Publication Date November 1, 2009
Published in Issue Year 2009 Volume: 9 Issue: 4

Cite

APA Ünnü, N. A. A., & Keçecioğlu, T. (2009). THE TRANSFORMATION FROM HUMAN RESOURCE MANAGEMENT TO “STRATEGIC” HUMAN RESOURCE MANAGEMENT. Ege Academic Review, 9(4), 1171-1192.
AMA Ünnü NAA, Keçecioğlu T. THE TRANSFORMATION FROM HUMAN RESOURCE MANAGEMENT TO “STRATEGIC” HUMAN RESOURCE MANAGEMENT. ear. November 2009;9(4):1171-1192.
Chicago Ünnü, Nazlı Ayşe Ayyıldız, and Tamer Keçecioğlu. “THE TRANSFORMATION FROM HUMAN RESOURCE MANAGEMENT TO ‘STRATEGIC’ HUMAN RESOURCE MANAGEMENT”. Ege Academic Review 9, no. 4 (November 2009): 1171-92.
EndNote Ünnü NAA, Keçecioğlu T (November 1, 2009) THE TRANSFORMATION FROM HUMAN RESOURCE MANAGEMENT TO “STRATEGIC” HUMAN RESOURCE MANAGEMENT. Ege Academic Review 9 4 1171–1192.
IEEE N. A. A. Ünnü and T. Keçecioğlu, “THE TRANSFORMATION FROM HUMAN RESOURCE MANAGEMENT TO ‘STRATEGIC’ HUMAN RESOURCE MANAGEMENT”, ear, vol. 9, no. 4, pp. 1171–1192, 2009.
ISNAD Ünnü, Nazlı Ayşe Ayyıldız - Keçecioğlu, Tamer. “THE TRANSFORMATION FROM HUMAN RESOURCE MANAGEMENT TO ‘STRATEGIC’ HUMAN RESOURCE MANAGEMENT”. Ege Academic Review 9/4 (November 2009), 1171-1192.
JAMA Ünnü NAA, Keçecioğlu T. THE TRANSFORMATION FROM HUMAN RESOURCE MANAGEMENT TO “STRATEGIC” HUMAN RESOURCE MANAGEMENT. ear. 2009;9:1171–1192.
MLA Ünnü, Nazlı Ayşe Ayyıldız and Tamer Keçecioğlu. “THE TRANSFORMATION FROM HUMAN RESOURCE MANAGEMENT TO ‘STRATEGIC’ HUMAN RESOURCE MANAGEMENT”. Ege Academic Review, vol. 9, no. 4, 2009, pp. 1171-92.
Vancouver Ünnü NAA, Keçecioğlu T. THE TRANSFORMATION FROM HUMAN RESOURCE MANAGEMENT TO “STRATEGIC” HUMAN RESOURCE MANAGEMENT. ear. 2009;9(4):1171-92.