Özet:

Specifically in the 1980s, with the reflection of the change that began throughout the world to local governments, local governments have undergone significant changes in their structure, function and functions. The change, which began to erase the traces of the traditional bureaucratic management concept, puts the values in the local governments, such as efficiency, efficiency, participation, flexibility, accountability in the forefront, forcing these governance units to be more sensitive to citizens’ demands. One of the important footsteps of change is the differences that occur in the perspective of human resource management. Human resource management in local governments, following the change in the private sector, has switched from staff management to human resource management. Employee recruitment and the personal management understanding that follows the basic tasks such as wages, bordro, leave has lost its validity through the process of change; the human resource management that sees the employees as a value and believes that the satisfaction of citizens can be achieved has gained its validity. As employees are seen as a strategic resource, approaches to their development have also gained importance. Work satisfaction which is also evaluated with motivation and expresses the level of satisfaction of the employee’s work; staff strengthening that aims to make the employee the owner of the work they do; performance assessment that measures and ensures the employee’s degree of success; organizational commitment to the employee’s degree of commitment to the institution and organizational stress management, which is one of the age-important problems; work is based on assessment and evaluation in the framework of the development of human resources in local governments.

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