Aslı GEYLAN, Serap BENLİGİRAY, Elif DUMAN

4212

İnsan kaynakları yönetiminin stratejik olarak yönlendirilmesinin finansal performansı etkileyip etkilemediğinin analizi

Bu çalışmanın amacı, işletmelerin genel ve insan kaynakları yönetimi alanında stratejik olarak yönlendirilmiş olmaları ile finansal performansları arasında bir ilişkinin olup olmadığını ortaya koymaktır. Bu çalışmada iki koşulu sağlayan işletmeler stratejik olarak yönlendirilmiş olarak kabul edilmiştir: Genel işletme vizyonunun, misyonunun ve değerlerinin yanı sıra insan kaynakları yönetimi alanında vizyonun, misyonun ve değerlerin, stratejilerin ve politikaların belirlenmiş ve web sitelerinde tüm paydaşlarına ilan edilmiş olması. Araştırmada kurulan modele göre, vergi öncesi kâr/satışlar, vergi öncesi kâr/net aktifler, üretimden satışlar/net aktifler ve brüt katma değer/net aktifler gibi performans göstergeleri araştırmanın bağımlı değişkenlerini oluşturmaktadır. Bağımsız değişkenler ise, işletmenin genel vizyonu, misyonu ve değerleri ile insan kaynakları vizyonu, misyonu ve değerleri, stratejileri ve politikalarıdır. Araştırmanın evreni Türkiye’nin İSO 500 Büyük Sanayi Kuruluşu 2006 listesinde yer alan işletmelerin tümünden oluşmaktadır. Yapılan hipotez testleri sonucunda araştırılan ilişkiler istatistiki olarak anlamlı bulunmamıştır.

Measuring whether strategically oriented human resource management will lead a difference in the financial performance of company

Purpose of this study is to find out whether strategically oriented human resource management will lead a difference in the financial performance of company. In this study a company is accepted as strategically oriented if it provides two conditions; the company must declare their general vision, mission and values and besides the company must declare their human resource vision, mission, strategies, values and policies to their shareholders in their websites. With respect to built up model in the research, performance indicators such as pre-tax profits/ sales, pre –tax profit/ net assets, sales from production/ net assets, and gross value added/ net assets constitute the dependent variables of the research. On the other hand, independent variables are company’s general vision, mission and values, and also human resource vision, mission and values, and strategies and policies. Research population is composed of entirety of companies that take place in the 2006 list of Turkey’s Top 500 Industrial Enterprises (ISO 500). As a result of hypothesis testing, analyzed relationships are found as statistically insignificant.
PDF

___

  • Akgüç, Öztin (1994). Finansal Yönetim. 6. Basım, İstanbul: Avcıol Basım-Yayın.
  • Ansoff, H. I., Avner, J., Brandenburg, R. G. , Portner, F. E. ve Radosevich, R. (1970). Does planning pay? The effect of planning on success of acquisitions in American firms. Long Range Planning, 3 (2), 2-7.
  • Arthur, J. (1990). Industrial relations and business strategies inAmerican steel minimills. Unpublished PHd Dissertation, Ithaca, NY: Cornel University. İçinde: Lee Dyer (1993). Human resources as a source of competitive advantage. Cornell University: Center for Advanced Human Resource Studies (CAHRS) CAHRS Working Paper Series, http://digitalcommons.ilr.cornell.edu/cahrswp/273 (Ulaşım tarihi: 4 Aralık 2008).
  • Arthur, J. (1992). The link between business strategy and industrial relations systems in America steel mills. Industrial and Labor Relations Review, 45 (3), 488-506.
  • Arthur, J. (1994). Effects of human resource systems on manufacturing performance and turnover.Academy of Management Review, 37 (4), 670-687.
  • Bae, J., Chen, S.,Wan, T.W. D., Lawler, J. J., veWalumbwa, F. O. (2003). Human resource strategy and firm performance in Pacific Rim countries. International Journal of Human Resource Management, 14 (8), 1308–1332.
  • Bae, J., ve Lawler, J. J. (2000). Organizational and HRM strategies in Korea: Impact on firm performance in an emerging economy. Academy of Management Journal, 43 (3), 502–517.
  • Barjuck, M. R., Mount, M. K. ve Strauss, J. P. (1993). Conscientiousness and performance of sales representatives: test of the mediating effects of goal setting. Journal of Applied Psychology, 78(5), 715-722.
  • Bart, K. Christopher (2001). Measuring the mission effect in human intellectual capital. Journal of Intellectual Capital, ABI/INFORM Global, 2 (3), 320.
  • Bart, C. Kenneth; Baetz, Mark C. (1998). The relationship between mission statements and firm performance: An exploratory study. Journal of Management Studies, 35 (6), 823-853.
  • Barney, J. (1991). Firm resources and the theory of competitive advantage. Journal of Management, 17 (1), 99–120.
  • Baron, J.N. ve Kreps, D.M. (1999). Strategic human resources: Frameworks for general managers.New York: Harvard Business School.
  • Becker, B. E. ve Huselid, M. A. (1998). High performance work systems and firm performance: A synthesis of research and managerial implications. İçinde: G. R. Ferris (Ed.), Research in personnel and human resource management, 16, 53–101, Greenwich, CT: JAI Press.
  • 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), 853–864.
  • Bowen, D. E. ve Ostroff, C. (2004). Understanding HRM–firm performance linkage: The role of the “strength” of the HRM system. Academy of Management Review, 29 (2), 203–221.
  • Brealey, Richard A. ve Myers, Stewart C. (1991). Principles of Corporate Finance. Fourth Edition, New-York: McGraw-Hill, Inc.
  • Campbell, A. (1989). Does your organization need a mission?. Leadership and Organization Development Journal, 10 (3), 3-9.
  • Campbell, A. (1993). The power of mission: Aligning strategy and culture. Planning Review, Special Issue, 20 (5), 10–12.
  • Campbell, A. ve Yeu-Ng, S. (1991). Creating a sense of mission. Long Range Planning, 24 (4), 10-20.
  • Carson, P. P. ve Carson, K. D . (1993). Deming versus traditional management theorists on goal setting: can both be right?. Business Horizons, 36 (5), 79-84.
  • Coats, J., Davıs, E., Longden, S., Stacey, R. ve Emmanuel, C. (1991). Objectives, missions and performance measures in multinationals. European Management Journal, 9 (4), 444-453.
  • Collins, J.C. ve Porras, C.J. (1991). Organizalional vision and visionary organizations. California Management Review, 34, (1), 30-53.
  • Cooper, R. G. (1994). New products: the factors that drive success. International Marketing Review,11(1), 60-76.
  • Daniel, A. L. (1992). Strategic planning-The role of the chief executive. Long Range Planning, 25 (2),97-104.
  • David, F. R. (1989). How companies define their mission. Long Range Planning, 22, 1, 90-97.
  • Davison, S. C. (1994). Creating a high performance international team. Journal of Management Development, 13 (2), 81-90.
  • Delaney, J. T. ve Huselid, M. A. (1996). The impact of human resource management practices on perceptions of organizational performance. Academy of Management Journal, 39 (4), 802-835.
  • Devanna, M. A., Fombrum, C., Tichy, N. ve Warren, L. (1982). Strategic planning and human resource management. Human Resource Management, 21 (1), 1–17.
  • Dinçer, Ömer (2006). Stratejik Yönetim ve İşletme Politikası. Sekizinci Basım, İstanbul: Alfa Basım Yayım Dağıtım Ltd. Şti.
  • Dunn, M. G., Norburn, D. ve Birley, S. (1988). Corporate culture: a positive correlate with marketing effectiveness. International Journal of Advertising, 4 (2), 217-229.
  • Dunn, M. G., Norburn, D. ve Birley, S. (1994). The impact of organizational values, goals, and climate on marketing effectiveness. Journal of Business Research, 30 (2), 131-141.
  • El-Namaki, M. S. S. (1992). Creating a corporate vision. Long Range Planning, 25 (6), 25-29.
  • Eren, Erol (2005). İşletmelerde Stratejik Yönetim ve İşletme Politikası. Yedinci Basım, İstanbul: Beta Basım A.Ş.
  • Folz, D. (1993). A culture of high performance. Executive Excellence, 10 (2), 17.
  • Gerhart, B., Wright, P. M., McMahan, G. C. ve Snell, S. A. (2000). Measurement error in research on human resources and firm performance: How much error is there and how does it influence effect size estimates? Personnel Psychology, 53, 803–834.
  • Germain, R. ve Cooper, M. B. (1989). How a customer mission statement affects company performance. Industrial Marketing Management, 19 (2), 47-54.
  • Gershefskı, G. W. (1970). Corporate models: the state of the art. Management Science, 16 (6), B303-B312.
  • Green, C. (1993). Well-designed performance measurement is the strongest tool for controlling your business objectives. Canadian Manager, 18 (4) 24-27.
  • Guest D. (1997). Human resource management and performance: a review and research agenda. The International Journal of Human Resource Management, 8 (3), 263-276.
  • Guest, D. Michie, J. Sheelan, M. ve Conway, N. (2000a). Employment Relations, HRM and Business Performance, London; Institute for Personnel and Development (IPD), Chartered Institute of Personnel and Development.
  • Guest D, Michie J, Sheehan M ve Conway N. (2000b). Employment relations, HRM and business performance: an analysis of the 1998. Workplace Employee Relations Survey, London: IPD.
  • Guest D (2000c). Human Resource Management, employee well-being and organizational performance. Paper presented at the Chartered Institute of Personnel and Development (CIPD)Professional Standards Conference, 11 July.
  • Guest D., Mıchıe J, Sheehan M, Conway N ve Metochı M. (2000d). Effective people management.London: Chartered Institute of Personnel and Development.
  • Hang-Yue Ngo, Chung-Mıng LAU, ve Sharon Foley (2008). Strategic human resource management,fırm performance, and employee relations climate in China. Human Resource Management, 47(1), 73–90.
  • Herold, D. M. (1972). Long range planning and organizational performance: a cross validation study.Academic Management, 15 (3), 91-102.
  • Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity and corporate financial performance. Academy of Management Journal, 38 (3), 635–672.
  • Huselid, M.A. ve Becker, B.E. (1996). Methodological issues in cross-sectional and panel estimates of the human resource firm performance link. Industrial Relations, 35 (3), 400-422.
  • Huselid, M. A., Jackson, S. E., ve Schuler, R. S. (1997). Technical and strategic human resource effectiveness as determinants of firm performance. Academy of Management Journal, 40 (1),171–188.
  • Ireland, R. D. ve Hitt, M. A. (1992). Mission statements: importance, challenge and recommendations for development. Business Horizons, 35 (3), 34-42.
  • Javidan M. (1991). Leading a high-commitment high-performance organization. Long Range Planning, 24 (2), 28-36.
  • Katzenbach, J. R. ve Smıth, D. K. (1993). The discipline of teams. Harvard Business Review, 71 (2),111-120.
  • King, W. R. ve Cleland, D. I. (1979). Strategic planning and policy. New York: Van Nostrand Reinhold.
  • Klemm, M., Sanderson, S. ve Luffman, G. (1991). Mission statements: Selling corporate values to employees. Long Range Planning, 24 (3), 73-78.
  • Koçel, Tamer (2003). İşletme Yöneticiliği. Dokuzuncu Basım, İstanbul: Beta Basım A.Ş.
  • Lado, A. A. ve Wilson, M. C. (1994). Human resource systems and sustained competitive advantage:A competency-based perspective. Academy of Management Review, 19 (4), 699–727.
  • Law, K. S., Tse, D. K., ve Zhou, N. (2003). Does human resource management matter in a transitional economy? China as an example. Journal of International Business Studies, 34 (3), 255–265.
  • Lepak, D. P., Bartol, K. M., ve Erhardt, N. (2005). A contingency framework of the delivery of HR activities. Human Resource Management Review, 15 (2), 139–159.
  • Leth, S.A. (1994). Critical success factors for re-engineering business processes. National Productivity Review, 13 (4), 557-568.
  • McDuffie, J.P. (1995). Human resource bundles and manufacturing performance. Industrial Relations,48 (2), 199-221.
  • Medley, G. J. (1992). WWF UK creates a new mission. Long Range Planning, 25 (4), 63-68.
  • Meltzer, R. F. (1994). Levi Strauss and Co.'s performance pay program strengthens corporate values and strategies. Employee Benefits Journal, 19 (1), 35-38.
  • Meyer, C. (1994). How the right measures help teams excel. Harvard Business Review, 72 (3), 95-97.
  • Mitsuhashi, H., Park, H. J., Wright, P. W. ve Chua, R. S. (2000). Line and HR executives’perceptions of HR effectiveness in firms in the People’s Republic of China. International Journal of Human Resource Management, 11 (2), 197–216.
  • Narver, J. C. ve Slater, S. F. (1990). The effects of a market orientation on business profitability.Journal of Marketing, 54 (10), 20-35.
  • Norburn, D., Birley, S. ve Dunn, M . G. (1988). Strategic marketing effectiveness and its relationship to corporate culture and beliefs: a cross national study. International Studies in Management and Organization, 28 (2), 83-100.
  • Norburn, D., Birley, S., Dunn, M . G. ve Payne, A. (1990). A four nation study of the relationship between marketing effectiveness, corporate culture, corporate values, and market orientation. Journal of International Business Studies, 21 (3), 451-468.
  • Pasmore, W. A. ve Mlot, S. (1994). Developing self-managing teams: An approach to successful integration. Compensation and Benefits Review, 26 (4), 15-16.
  • Payne, A. F. (1988). Developing a marketing-oriented organization. Business Horizons, 31 (3), 46-53.
  • Pearce, J. A. (1982). The company mission as a strategic tool. Sloan Management Review, 23 (3), 15-24.
  • Purcell, J.; Kinnie K.; Hutchinson, S.; Rayton, B. ve Swart, J. (2003). Understanding The People and Performance Link: Unlocking The Black Box. London: Chartered Institute of Personnel and Development.
  • Schuler, R. S. ve Jackson, S. E. (1999). Linking competitive strategies with human resource management practices. İçinde: R. S. Schuler ve S. E. Jackson (Eds.), Strategic Human Resource Management (159–176). Oxford, UK: Blackwell.
  • Scott, K. D. ve Townsend, A. (1994). Teams: why some succeed and others fail. HR Magazine, 39 (8),62-67.
  • Talwar, R. (1993). Business reengineering - a strategy driven approach. Long Range Planning, 26 ( 6),22-40.
  • Taylor L. ve Convey, S. (1993). Making performance measurements meaningful to the performers.Canadian Manager, 18 (3), 22-24.
  • Thompson, M. (1998). Trust and reward, in trust, motivation and comminment: A reader. Ed. S.Perkins and St J. Sandringham, Faringdon: Strategic Remuneration Research Centre.
  • Thune, S. ve House, R. (1970). Where long range pays off. Business Horizons, 13 (8), 81-87.
  • Tsui, A. S. ve Wu, J. B. (2005). The new employment relationship versus the mutual investment approach: Implications for human resource management. Human Resource Management, 44 (2),115–121.
  • Ural, Ayhan ve Kılıç, İbrahim (2006). Bilimsel Araştırma Süreci ve SPSS İle Veri Analizi. Ankara:Detay Yayıncılık.
  • Ulrich, D. (1998). A new mandate fo human resources. Harvard Business Review, 20 (1), 125-134.
  • Ülgen, Hayri ve Mirze, S.Kadri (2004). İşletmelerde Stratejik Yönetim. Üçüncü Basım, İstanbul:Literatür Yayıncılık.
  • Von Glinow, M. A., Drost, E. A. ve Teagarden, M. B. (2002). Converging on IHRM best practices:Lessons learned from a globally distributed consortium on theory and practice. Human Resource Management, 41 (1), 123–140.
  • Wilson, I. (1992). Realizing the power of strategic vision. Long Range Planning, 25 (5), 18-28.
  • Wright, P. M., Dunford, B. B. ve Snell, S. A. (2001). Human resources and the resource based view of the firm. Journal of Management, 27 (6), 625-641
  • Wright, P. M. ve Gardner, T. M. (2003). The human resource-firm performance relationship:Methodological and theoretical challenges. İçinde: D. Holman, T. D. Wall, C. W. Clegg, P.Sparrow, & A. Howard (Eds.), The New Workplace: A Guide to The Human Impact of Modern Working Practices, New York: Wiley, 311–328.
  • Wright, P. M., George, J., Far.Nsworth, S. R. ve Mcmahan, G. C. (1993). Productivity and extrarole behavior: the effects of goals and incentives on spontaneous helping. Journal of Applied Psychology, 78 (3) 374-381.
  • Wright, P. M. ve McMahan, G. C. (1992). Theoretical perspectives for strategic human resource management. Journal of Management, 18 (2), 295–320.
  • Wright, P.M., Smart, D. veMcMahan, G. C. (1995). Matches between human resources and strategy among NCAA basketball teams. Academy of Management Journal, 38 (4), 1052–1074.
  • Wolff, M. F. (1993). Creating high-performance teams. Research-Technology Management 36 (6), 10-11.
  • Yahşi ve Erdoğan, Samiye (2007). SPSS Uygulamalı Bilimsel Araştırma Yöntemleri. İkinci Basım,Ankara: Detay Yayıncılık
  • Yazıcıoğlu, Yahşi ve Erdoğan, Samiye (2007). SPSS Uygulamalı Bilimsel Araştırma Yöntemleri.İkinci Basım, Ankara: Detay Yayıncılık
  • Zahra, S. A. ve Covin, J. G. (1993). Business strategy, technology policy and firm performance.Strategic Management Journal, 14 (6), 451-478.
  • Zigon, J. (1994). Making performance appraisal work for teams. Training, 31 (6), 58-63.
Anadolu Üniversitesi Sosyal Bilimler Dergisi-Cover
  • Yayın Aralığı: Yılda 4 Sayı
  • Başlangıç: 2001
  • Yayıncı: Anadolu Üniversitesi Sosyal Bilimler Dergisi
Arşiv
Sayıdaki Diğer Makaleler

Success factors of small and medium-sized enterprises ( SMEs ): The case of Jordan

Maher AL-MAHROUQ

Türkiye'de ve yazılı basında kadın yöneticiler

İlke ORUÇ, Senem BESLER

Yeni buluntular ışığında PHRYG kaya altarları ve bir tipoloji önerisi

Tamsü Rahşan POLAT

Denetim odağı ve yenilikçi birey davranışları arasındaki ilişkiler: Belirsizliğe tolerans ve risk almanın aracılık etkisi

Akif TABAK, Harun Cem MEYDAN, Ahmet ERKUŞ

Sanal toplulukların bir türü olarak sosyal ağ siteleri-bir pazarlama iletişimi kanalı olarak işleyişi

Erkan AKAR

Demiryolu ve karayolu ulaştırma sistemlerinin ekonomik etkinlik analizi

Ali KABASAKAL, Osman Ali SOLAK

Students views on using portfolio assessment in efl writing courses

Mustafa CANER

Muhasebe meslek mensuplarının hizmet kalitesi: Sunulan hizmetlerin kalitesi ile müşteri memnuniyeti ilişkisi Eskişehir uygulaması

Kerim BANAR, Vedat EKERGİL

İnsan kaynakları yönetiminin stratejik olarak yönlendirilmesinin finansal performansı etkileyip etkilemediğinin analizi

Aslı GEYLAN, Serap BENLİGİRAY, Elif DUMAN

Barış ve güvenlik: Küresel kamu malı olarak sunumu ve finansman mekanizmaları

Binhan Elif YILMAZ