Merit system of Turkish public staff policies after 2000s

The main purpose of public personnel management is to ensure the continuity of public services and to ensure that the public service provided is effective and efficient. For this purpose, resources such as authority, manpower and budget are given to the government in all countries. In order to use these resources for their purposes, there is a public personnel management system in all countries, which is created according to the social, economic situations and management approaches of those countries. The main purpose of this formation, as we mentioned above, is to ensure the effective and continuous delivery of public services to meet expectations. It can be said that since the proclamation of the republic in our country, all governments have focused on the development of public personnel management and have carried out various studies to improve management processes. Unfortunately, most of these studies, prepared with well-intentioned efforts, have not been put into practice. One of the main reasons why studies cannot be put into practice is that the principle of merit is not effectively implemented in the public sector. This study was conducted to reveal the effects of the regulations made on public personnel management after the 2000s on the merit system. Qualitative research management was used in the study. The first part of the study includes the introduction. The second section includes the conceptual and institutional framework. In this section, the definition of public personnel management, the evaluation of the basic principles that dominate public personnel management, the grouping of public personnel in the civil servants law are examined, the development of public personnel management in development plans is discussed, and finally the similarities and basic differences between human resources management and public personnel management are revealed. In the third chapter, the principle has been examined conceptually, in this context, its definition, basic features and the phenomenon of nepotism, which is contrary to the principle of merit, have been examined. Finally, the development of the principle of merit in Turkey is discussed chronologically. In the fourth chapter, the changes made in public personnel management after the 2000s are discussed. Especially, the changes made in the field of public personnel management after the transition to the Presidential Government system and the effects of these changes on the principle of merit are discussed. In the final evaluation section, it was concluded that the problems related to the implementation of the merit principle continue, that the change of institutions or the preparation of new legislation cannot be evaluated as positive in terms of implementation even if it seems positive in terms of the merit principle, and that the audit system should be developed together with the legislation in order to implement the merit principle.