Özet:

In our country, the working conditions, qualifications, appointments, training, progress, elevations, property rights and obligations of public officials are regulated by the State Officers Act No. 657. Article 3 of this law provides the principles of career, classification and qualification (qualification) for public employees, although it is estimated that there are difficulties in the implementation of these articles. Although the laws and regulations are also available, it is impossible to say that the improvement activities aimed at the liquidation system that has problems with the implementation are generally successful. The objective of this study is to keep light on what the principle of license (quality) in the Turkish Public Staff System needs to be done in the real sense. For this purpose, in comparison with Turkey; in the world, especially since the 1990s, the New Public Administration approach has been chosen as an example country in which the policies that pay attention to principles and values such as quality, participation, citizen focus, honesty, governance, accountability, ethics and performance-based management are followed. The UK staff management has been examined within the framework of regulations on employment types in the public, employment processes of public employees, financial and social rights, disciplinary practices, interinstitutional transfer, temporary assignment, wage systems and employment training. Then, in recent periods, the provisions for the application of the principle of license within the Turkish staff regime, which shows the characteristics of the New Public Administration approach, have been examined. In the last section; in the light of the regulations in the UK staff regime, in the management of the staff in Turkey, the qualifications required for the task to improve the quality and the characteristics that must be identified in a license system that will ensure the selection of staff open to development in the business, the corporate solutions proposed for improvement and development.

Özet:

The capability of public institutions to fulfill the duties assigned to them depends on the material and human elements to be allocated to them. The human element is mainly composed of civil servants and public officials. For effective and dynamic management in the public sector; it is essential to recruit and raise the competent and talented staff to be able to reach the information related to the innovations and changes in the field. The Civil Servants Law No. 657 regulates the working conditions, qualifications, appointments, training, advancements, elevations, personal rights and obligations of public officials in Turkey. Although article 3 of this law, regulates the principles of career, classification and merit for the public employees, it is considered that there are problems in the implementation of these articles. It is the merit system that comes to mind first within the scope of reform movements for the current human resource. Although there are laws and regulations, it is almost impossible to say that the improvement activities carried out for the merit system, which has problems in practice, are generally successful. The purpose of this study is; to shed light on the issue of what should be done for the real reflection of the principle of merit in the Turkish Public Personnel Regime. For this purpose, to be compared with Turkey; The UK, which has emerged as the country in which the policies and values such as quality, citizen focus, governance, participation, accountability, transparency, performance-based management and ethics are followed under the New Public Management approach, especially in the 1990s, has been selected. In the first part, the definition and historical development of personnel management and merit principle are given. In addition, previous studies on the merit system were included in this part. Merit can be described as the appointment of the right personnel for the right job. The two main principles of merit are relevance and impartiality. In the second part, UK personnel management system is examined within the scope of regulations regarding the applications related to merit such as the types of employment, recruitment processes of public employees, financial and social rights, discipline practices, inter-agency transfer, temporary assignment, wage systems and personal training. Civil Service Commission, established in 1855, is the higher authority in England on personnel recruitment. Commissions’ members are assigned from independent personnel and for a long term. Additionally, merit principle arrangements in Civil Service Code, Civil Service Management Code and Recruitment Code, which are accepted as the main documents on public personnel management, are examined. In the third part, the regulations regarding the implementation of the principle of merit in the Turkish personnel regime, which has recently demonstrated the characteristics of the New Public Management approach, have also been examined. Law No. 657 on Civil Servants, while dealing with the basic regulations about civil servants; in the third article, classification, career and merit principles are given in relation to the status and employment of civil servants. Even though the basic principle of merit is described in the related regulations; it can be said that it is hard to see the merit principles in the implementation of public services. In the last part, in light of the information obtained from the UK’s personnel management system, improvement proposals are given which are thought to increase the effectiveness of merit system in Turkish public management. These proposals, which is carries the characteristics that should be in a merit system, will improve the quality of personnel management in Turkey. These proposals will also enable the selection of the personnel, who have the qualifications required for the job and who are open to improvement. The most important of these proposals is the execution of the recruitment process within the scope of the principle of clarity. In this context, applications like the appointment of a deputy judge outside from the recruiting institutions, informing the unsuccessful candidates about why they were unsuccessful, final selection of short listed candidates by at least two personnel, and to have specific and clear judicial paths for candidates objections and complaints who thinks that the election is not fair, are seen as a clear evidence of merit system. In addition, the commitment to the principle of merit in administrative, economic and judicial processes for civil servants, who started to work as public officials after the recruitment process, is considered to increase employee commitment and corporate performance. All the proposals listed in the last part of this study, are considered as important for realization and improvement of merit system in Turkish public management. In this way, competition in recruitment and promotion, productivity increase in institutions, standard in services, transparency in the public eye and effective personnel management system could be established in Turkish public institution

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