Human resources management practices and perception (Elâziğ sample)

All organizations, enterprises and institutions established with the aim of making a social benefit or profit necessarily require human resources method in order to be successful. If you do not have a department in human resources, it is very difficult to survive for a long time. This is the result of the changing nature of the world of work. The human resources unit makes the planning in all subjects such as restructuring the organization, organizational changes, employee training, personnel selection and recruitment. Human resources management makes studies that will bring efficiency to a business. Different methods can be used for this. Among these, performance and rewarding methods are among the methods that yield productive results. Human resources management, which enables the direct increase of the productivity of the company, is a unit that every company should seriously emphasize. In this context, the aim of the study is to profile the human resources managers working in the enterprises employing fifty or more workers in Elazig province and to determine their perceptions about human resources practices. At the same time, it is aimed to contribute both to the field of human resources and to contribute to a small number of studies related to human resources managers in Elazig province. Human resources managers in enterprises employing fifty or more workers in Elazig province constitute the universe of the research. The sample of the research consists of 100 human resources managers selected to represent the universe. Quantitative research method was used in the study and data was obtained using survey method. Analysis of the data related to the study was carried out using the SPSS-22.0 package program. The main analyses used in the study are frequency distribution, arithmetic mean, standard deviation, validity and reliability analysis, t-test and one-way (Anova) variance analysis. As a result of the study, human resources managers, human resources practices, perceptions of gender, the number of runs, staff, and wage growth did not show significant differences according to the variable factor supply routes; however, age, education level, industry, business, nature of activity, the year, the HR planning process and decision-making authority is concluded that showed significant differences in terms of variables.