turkisch management culture final presentation

8/8/2019 Turkisch Management Culture FINAL Presentation

1/73

TURKISCH MANAGEMENT

CULTURE:

HUMAN RESOURCE

MANAGEMENT IN TURKEY,

BELGIUM AND FRANCE


2/73

HUMAN RESOURCE

MANAGEMENT

IN BELGIUM


3/73

1. JOB SEARCH METHODS

To find employeesy Depends on unemployment figure

y Blue collar or white collar employee

y

Right person for the right job Job search methods


4/73

JOB SEARCH METHODS USED IN BELGIUM

Personal contactsy Little companies

y Neighbors, family, friends,

y

Easy to know which kind of person you are dealingwith


5/73


Internshipy Highly valued

y Connected with school and universities

Last year in universityy People stay there


6/73


Headhunter companies For big companies

Companies search for you

High skilled employees Databases

Education programs

Examples Tempo-team

Sam headhunting Belgium


7/73


Internet searchy Advertisements on the internet

y Screen people on the internet

Examplesy www.vdab.be

y www.dewerkwinkel.be

y www.randstad.be

Advertisements in newspapers


8/73

2. GEERT HOFSTEDES CULTURAL DIMENSIONS

EUROPEAN COUNTRIES


9/73

BELGIUM


10/73

Uncertainty Avoidance

The Belgium society has a low level of tolerance foruncertainty.

Try to minimize this level of uncertainty by adopting alot of laws, rules and regulations.

In Belgium people are not quickly going to accept changeand the society is very risk adverse.


11/73

Power Distance

In Belgium they will accept and expect that power isdistributed unequally


12/73

Individualism

In Belgium the degree of individualism is higher than inmost of the European countries, everyone is expectedto look after him/herself and his/her immediate family.


13/73

Masculinity

It is almost the same in Belgium as in the rest ofEurope.


14/73

3. WORK PLANNING:

Systematic sequencing andscheduling of the tasks

comprising a project.Also known as projectplanning.


15/73

HOW DO WE IMPROVE OUR WORK PLANNINGIN BELGIUM?

We attempt to get our scheduled together to workbetter together. Scheduled changes to thecomposition of the existing workforce. (e.g.rotation).

People that are unnecessary for the company getfired. But first we try the normal loss ofworkforce (e.g. through retirement, normallabour turnover.

Potential exceptional factors - e.g. actions ofcompetitors that create problems of staffretention


16/73

ALSO USED IN BELGIUM

Personal information systems

Electronic Human Resource Management


17/73

4. MOTIVATION OF EMPLOYEES

From the outside (money & status)

From the inside (satisfaction from the job itself)


18/73

MOTIVATION

Promotion: Choice between time and money.

Younger people in Belgium rather choose timethan more money.


19/73

5. SOLUTIONS FOR INTERNATIONALCOMPANIES


20/73


21/73

HUMAN RESOURCES IN FRANCE

-Companies insist a lot about your status and level

of studies

- Job is more important than the person


22/73

1. HUMAN RESOURCE SELECTION

GRAPHOLOGY

To define the personality of one candidate from

his writing much used in France when companies receive

CV and letters the first time or to separate 2 or 3candidates

1 school of graphology in France


23/73

Examples:

Sober writing: intelligent people

Writing with sticks: very contemptuous

Which try to be legible: try to be understanding


24/73

2. TRAINING

The law of the Annual Plan of Training obligesthe companies to pay some training to theiremployees:

1,5% of the employees more than 10 employees

0,15% for the others

Every employee is able to ask for individual paidholidays for training


25/73

WORKING CONDITIONS

35 h/week

y To reduce the time of work because before 39h

y

To reduce the stress and pressure at worky To reduce the unemployment

y To ameliorate the conditions of work of everybody


26/73

HUMAN RESOURCE MANAGEMENTFor shortly, human resource planningneeds ofbusinesses ,and this needs to absorb the manpower required to meet thebusiness process canbe describedas editing stages. As aresult of this process andneed to be considered insummarizing the issues that the correct number andqualifications of personnel in the right place at the righttime and meet the requirements is to ensure the

organizational.

Human ResourceManagement in

Turkey


27/73

1. ENVIRONMENTAL FACTORS THATAFFECT HUMAN RESOURCEPLANNING

human resource planning in the 1960s in Turkeywhere have almost no business, in the 1980s especiallywhen big business started planning, their activitiesare observed. These changes are the biggest reasonbecause of changing environmentalconditions.environmental factors which affects on

human resource planning as the economic,demographic and legal as it is possible to group


28/73

B.DEMOGRAPHICAL FACTORS

Demographical factors(age,gender education...) isthe one of the most important factor whichaffects on human resource planning.In Turkey (between 0- 20 ages) consist very big part ofpopulation.This situation cause that more peoplewho graduate from university will need to havejobs more than nowadays.And human resourceplanners have to focus on average life- time for

employees.Because if average life-time inreasesas a result retirement employees numbersincrease.


29/73

A.ECONOMIC FACTORS

After 1980s business corporations had differentqualification employees because of thesebusiness corporations which had to trade foreigncountries.Nowadays its not enough to graduatefrom only one good university, businesscorporations prefer 2 or 3 diferent languageswhich had to know by their new employees.Andalso inreasing inflation rate affects on the human

resorce planning.High inflation rate affects onadjusting on empoyees salaries,wages...in humanresource planning.


30/73

C.LEGISLATION FACTORS

Changing in legislation for a country affects onhuman resource planning.Changing retirementlaw in Turkey affects on retirement age.InTurkey new retirement law was accepted in 1999so its affected on human resource planning.


31/73

2. PURPOSE OF HUMAN RESOURCEPLANNING

a)Providing Human Resources Efficiently AndActive

b)Having Qualified And Well-Educated

Employees


32/73

EMPLOYEES RESPONSIBLE WITH HUMAN RESOURCEPLANNING

Employees of human resource planningresponsible with doing plans,having dataswhichs related directly with human resourceplanning,having information system of employeesand evaluating of planning efficiently.


33/73

4. PROCESS OF HUMAN RESOURCEPLANNING

a)Planning

b)Organizing

c)Evaluating and Controlling

d)Leading


34/73

5. PERSONEL SELECTION

Personnel management, especially in the 1960s to anew dimension in Turkey has gained importance andthe functions of enterprises entered between.Personnel Management, and unlimited global spacecommunity to the world the way our business has

become one of the most important area of work. TotalQuality Management model such as the efficiency andeffectiveness of the contemporary quest for thestarting point is human.

Unfortunately, today, human resource managementin Turkey with the full meaning is understood and

applied is very difficult to say. Besides these, ofcourse, in this regard is extremely professionally runit is possible to tell the existence of institutions.Forexample in Turkey Koc Holding,Sabanc Holding inpharmacy sector Eczacbas human resourceapllications as good as European Holdings.


35/73

STEPS IN SELECTION PROCESS

Hiring Desicion

Medical Examination

Supervisory/team interview

Preliminary selection in HR Department Background investigation

Employment tests

Initial interview in HR Department

Completion of application form


36/73

A SURVEY

Officials in Turkey have been carried out on astudy, 49.86% of civil servants to recruitmentnotices in the newspapers they read .Recruitmentannouncements in the mass reading men 54.4%,44.5% women, such as the distribution shows


37/73

6. GOALS OF SELECTION PROCESS

By selecting right employee for our company wecould have:

-high performance

-save time -save money


38/73

MAJOR FUNCTION OF SELECTIONPROCEDURE

1.Information Gathering

2.Prediction

3.Decision Making

4.Information Supply


39/73

7. CAREER PLANNING


40/73

A. CAREER PLANNING

Political power in Turkey in the 1980s, initiatedby the''privatization'',opening to the outsidecontractual practices and structuralarrangements, such as personal contacts hasaffected persons career.

Career planning gives a person achievementsense. Person may experience with careerplanning- opportunities, glory, psychological

rewards and a better way of life- Person shouldbe in core part of career planning subject.


41/73

PERIOD OF CAREER LIFE

1-Step:Beginning of A Working-Life

Around (30-35) ages.

2-Step:Middle Of A Working-Life

Around from (30-35) ages to (50-55) ages. Middle age crisis

3-Step:Last Years Of Working-Life

Around From (50-55) ages to retirement.


42/73

PROBLEMS IN CAREER-LIFE

A-Problems Arising From Gender

Today, the number of women managerscompared to the former was much increased.In

Turkey for a official survey shows us after 196

0sto nowadays number of women managers hasincreased as double. However, 33% of workingwomen in management positions Althoughincluded only of%6 them are

senior.(Statistics.DPT,DE)


43/73

B. MOONLIGHTING PROBLEM

Moonlight application, a person's lack of income,gain experience, or other second or third case of ajob is running. Many businesses ( individuals forsuch a behavior) does not confirm, the dismissalmay be threatened.


44/73

C. DUAL CAREERVARIATION

At the same time more than one person has twocareer is. Divided into two with energy in aperson's success should not be expected.


45/73

8. JOB SEARCH METHODS IN TURKEY

Problem of HR matching;Genera Methods in Turkey :

State association ( kur)NetworkingLocal HR companiesNational HR companiesUniversities & University student clubsDirect marketingNewspapersTransfers


46/73

Iskur :

- Projects- Allocation

Networking

- Mostly for SMEs and local businesses.- Trust is the important


47/73

Local HR Companies

- Local Database of candidates- Generaly makes the first eliminations

National HR Companies- Contains a National Database

- JDs is only to gather the candidates


48/73

Universities & University Clubs

- Carrier Days , Seminars etc.

- Networks of Academic Staff

- Company relations of University Clubs andEntrepreneurship

Direct Marketing

- Mostly International corporate companies


49/73

Newspapers

- Advertisement in the carrier pages

Transferring

- Experience

- Generaly for top management and middlemanagement.


50/73

9. ALLOCATION OF HUMAN RESOURCES

Corporation / SMEs & Local Business differences

HR Planning is important

High Recruitment numbers

Suitable Competencies

Right Person Doing the Right Activity


51/73

PURPOSES OF ORIENTATION

To Reduce Startup-Costs

To Reduce Anxiety

To Reduce Employee Turnover

To Save Time For Supervisor & Co-Workers To Develop Realistic Job Expectations, Positive

Attitudes and Job Satisfaction


52/73

TYPES OF ORIENTATIONS

Internship Periods

Education Programs

Workshops

Supervising


53/73

10. COACHING

Definition of Coaching

Coach and coachee

Coaching Principles

Difference between Coaching and Mentoring


54/73

11. REWARD RECOGNITION

Reward system affects the employee

Reward affects employee both positively ornegatively.

It coordinates the goals of both individuals andorganizations.

It accords indivuals with the purpose of theorganization.

Given rewards are the cost of the organization butthe motivated personals contribution to theorgnization affords this cost.


55/73

CHARACTERISTICS OF EFFICIENTREWARD

CONSIDERATION

FLEXIBILITY

FREQUENCY

CONCRETENESS COST

PROMOTION

OTHER FACILITIES

THE SYMBOL OF THE STATUE REWARDING WITH A PRICE ,

CERTIFICATE, CITATION


56/73

PERFORMANCE APPRAISAL

Performance administration is purpose of

havingbetter outcome from the

organisation, teams and individuals by

understanding performance in the fraime of

purpose,standarts andaims which arecontracted on.


57/73

PURPOSE OF PERFORMANCEAPPRAISALS

1)determining the contribution of the employee 2)determining the human resource policy 3)determining the required personal facilities which

requires more responsibilities with the personalappraisals

4)determining the expectations from the personals 5)developing the interaction between the inferior and

superior positions 6)the personal may be awarded with honorarium for

his/her performance. 7)deciding some administrative ruling such asfee,promotion ,dismissetc. 8)studying on the personals potential

R E P


58/73

REQUIREMENT OF EFFICIENT PERFORMANCEAPPRAISALS

Performance Appraisals

1)The System should be based on equality

2)The system should be improvable

3)Should be motivated 4)It should be becoming to condition

5)It should be validity and trustable

6)It should be extensive


59/73

EVALUATING THE PERFORMANCEAPPRAISALSRESULTS

Wage Management

Career Management

Strategic Planning

Determining education needs Rotation, job enlarge, job enrichment

Merger of content, dismissal


60/73

PROCESS OF PERFORMANCEAPPRAISALS

Determining organizational aim

Doing job analysis

Determining personal aim

Choosing criteria Choosing methods

Doing feedback


61/73

CONFIRM PERFORMANCEAPPRAISALS

Confirming by managers

Comfirming by personal

Confirming by team member

Confirming by inferior position Comfirming by computer

Comfirming by customer

360 Degree appraisals


62/73

12. TRAINING

The function of training in firms not onlyprovides the personel and professionaldevolopment of employers ,but also it contributesthe increasing of organizational activities.

According to a research that is made on TurkishBanks showed that 13 of 14 banks has a trainingdepartment.

The technological developments in firmsrequires the action of training development must

be achieved by experts.The importance oftraining development in organization has beenchanged by the time which was formerly underthe responsibilty of personel manager.


63/73

LEARNING PRINCIPLES

1)Motivation of students

2) Job analysis

3) Types of learning

4) Providing participation 5)Feedback

6)Speed of learning

TRAINING PROGRAMS (QUALITY OF


64/73

TRAINING PROGRAMS (QUALITY OFEMPLOYEE)

1)Labor Training=at least an hour a week(52hours a year)

2)Officer Training=accounting, audit, purchasing,data processing

3)Manager Training=solving problems,leadership, hr management,


65/73

KINDS OF TRAINING IN FIRMS

1)Pre-service training

2)Orientation

3) On-the-job training


66/73

TRAINING METHODS WHCH ARE USEDIN FIRMS

1)explanation method

2)sample event

3)brain storming

4)e-mail 5)training based on computer


67/73

BENEFITS OF TRAINING IN FIRMS

1)to keep up with technology

2)to get on well with the new employees

3)to adjust human researches into the new job


68/73

KINDS OF TRAINING UPON SUBJECTS

1)severance , changing task

2)increasing work accident

3)non evaluating standart time

4)increasing the costs of maintanence service 5) deterioration in quality of goods and product


69/73

REQUIREMENTS OF TRAINING UPONDURATION

1)to train the empleyees to business

2)change in legal arrangement

3) formation of technological changes


70/73

PLAN OF TRAINING

1-purpose of education

2-name, ,kind and method of the training

3-the selection of trainees

4-determination of trainers 5-providing the tools and equipments

6-duration of traning

7-field of training

8-determination the cost of training 9-announcing the plan of training

10-evaluation after training


71/73

APPLYING THE TRAINING

1-training on the job a)working with superior authority

b)changing job

c)Project work

d)reporting

2-training off the job a)group discussion

b)experimental training

c)solving the sample event d) behavioural training

e)role play

EVALUATING THE PROGRAM OF


72/73

EVALUATING THE PROGRAM OFTRAINING

1-information gained in training

2-behavioural change in training

3-increasing the performance,decreasing the job

accidents and workforce turnover


73/73

THE END

turkisch management culture final presentation

Documents