Strategic human resources management in perception and practice: a sample of Eskişehir Organized Industrial Zone

The purpose of this study is to examine whether there is any difference between the perception of strategic human resources management and its implementation in enterprises. In addition to this purpose human resources managers perception of strategic human resources management, year of establishment, total number of employees, whether the enterprises take part in the holding structure, capital structure, human resources (HR) department is used as the name, the highest level of the HR manager of the enterprise's board etc. whether or not they are involved in and human resources manager contribute to human resources strategies , to measure whether the difference. The population of the study consist of 568 companies operating in Eskişehir organized industrial zone, the sample of 220 human resource managers. In the research were used quantitative methods and the data were obtained by standardized questionnaire form. In this context, since there is no existing scale for the measurement of strategic human resource management perception, Huseild (1995), Green et. al. (2006) ve West et. al. (2002) by using their studies a new measurement tool was created. The data analysis was performed through by using mean, standard deviation, frequency, independent samples t-testi, one way anavo and factor analyzes. The results of the research according to, it is determined that human resources managers have a high perception of strategic human resource management. In particular, companies that are not involved in a conglomerate structure give high importance to strategic human resource management however, they do not operate in the same degree in practice. In the research, the human resources managers' perception of strategic human resources management is characterized by various characteristics of enterprises; whether the enterprises take part in the holding structure, capital structure, human resources (HR) department is used as the name, whether human resources manager differentiates according to whether they contribute to human resources strategies according to the results. Another result from the research have a strategic plan written in the enterprises, implements the concept of strategic human resources management, have written policies on human resources strategy and human resources functions, have written policies on human resources strategy and human resources functions, ISO certification and human resources-related businesses, it was concluded that there was a meaningful difference between the perception of strategic human resources management and its applications.