The Impact of Human Resources Practices on Perceived Organizational Performance

Considering today's competitive conditions, human resources practices are regarded as a distinctive factor for organizations, regardless of both academic and practical aspects. Effective human resources management (HRM) and practices have direct positive contributions to organizational performance. Human resources management plays an important role in synchronizing the policies and practices it implements and the achievement of individual and organizational goals. Although organizations that effectively continued their HRM practices in the past period achieved significant gains, for many organizations, on the contrary, the gains were not achieved at the desired level. In fact, the main problem is not related to the content of HRM practices. Especially many businesses with a low level of institutionalization adopt these applications only in an emulating manner and as a result, they cannot provide performance increase and personnel satisfaction. On the other hand, many organizations that sometimes increase performance can achieve this despite unsuccessful HRM practices. Therefore, in our study, we aimed to evaluate the concept of organizational performance from the perspective of employees, not through concrete outputs such as profitability or productivity, and we tested the effect of HRM practices on organizational performance from the perspective of the employee. The results show that recruitment, participatory decision making, performance evaluation, rewarding and empowerment actions from human resources practices have a significant effect on organizational performance; It was concluded that in-house trainings and job security variables proved to be effective in international literature do not provide any significant effect. the reasons for this interaction in the context of environmental uncertainty is high, such as Turkey was again discussed in this study.