doi.org/10.52340/eab.2026.18.01.06.

This study aims to provide a general assessment of human resource planning within both the central administration and local administrations in the Northwestern region of Azerbaijan.
The Northwestern region is one of the country’s most geographically and culturally rich areas. It encompasses important cities and provinces such as Zakatala, Sheki, Gakh, Balaken, and Gabala, and is a popular destination for both domestic and international tourists thanks to its natural beauty, historical landmarks, and cultural heritage.
In the early years of independence, Azerbaijan incorporated the concept of local government – an essential indicator of a modern state – into its administrative structure. On December 12, 1999, the country held its first local elections. Alongside the governorship (executive authority) system, the municipality system was introduced. Members of local councils are elected by citizens and tasked with delivering services that meet the needs of local communities.
It is also important to highlight the role of governorship members (executive authorities), who function as the provincial extensions of the central government alongside municipalities. In Azerbaijan, executive authorities act as local representatives of the central administration. Each administrative region is headed by an executive leader directly appointed by the President of Azerbaijan. These bodies oversee a wide range of services – including education, healthcare, and infrastructure—operating under the central government with larger budgets and broader powers than municipalities.
Human resource management has become an increasingly significant field in Azerbaijan, particularly with the growth of the economy and expansion of the private sector in recent years. Both public and private institutions engage in HR practices such as workforce planning, talent management, employee development, performance evaluation, and recruitment. However, compared to Western countries, HR management in Azerbaijan remains in a developmental stage and continues to face challenges.
This study will employ a descriptive and systematic approach to compare the structural and functional aspects of Azerbaijan’s local government system, examining similarities and differences between municipalities and executive authorities.
The research was conducted to analyze the development of municipal administration in the Northwestern region, clarify the duties and powers of the current system, compare it with other administrative institutions, and evaluate human resource planning within municipalities and executive authorities.

Keywords: Azerbaijan, local government, executive authority, municipality, human resources planning
JEL Codes: H7, J45, M12, O15, R5

Introduction

The Northwestern region of Azerbaijan is a hidden gem, combining spectacular natural landscapes with a rich cultural heritage. Characterized by lush forests, majestic mountains and tranquil lakes, this region offers a variety of outdoor activities, from hiking and bird watching to skiing in winter. The region is also steeped in history, with ancient sites and charming towns telling the stories of their different inhabitants. Visitors can explore bustling local markets, sample authentic Azerbaijani cuisine and immerse themselves in the traditional music and dances that define local culture. With its unique blend of adventure and history, the north west proves to be an attractive destination for travellers looking to experience the unspoiled beauty and cultural charm of Azerbaijan.
Azerbaijan has taken significant steps to strengthen local governments in line with socio-economic developments in recent years, in addition to its historical and cultural wealth. The country\\'s local government system has a centralized structure within the framework of the constitution and relevant laws, consisting of Executive Authorities and Municipalities. Executive authorities act as a bridge between the central authority and the people, providing quick and effective solutions to local needs. Strong local governments support the functioning of democratic processes, increase employment opportunities, and contribute to local development. Municipalities were restructured under the Municipalities Act adopted in 1999 and are responsible for tasks such as infrastructure services, social activities, environmental planning, and supporting local economic development. Their financing is provided by contributions from the central budget and local revenues.
This study aims to examine the current state of human resources planning in local governments in the northwestern region of Azerbaijan. The evaluation of practices in the region is important for developing strategies to increase the effectiveness of local governments.
In this study, governorates (executive sovereignty) and municipalities in the northwestern region of Azerbaijan are analysed, and the place, importance and contribution of human resource planning in these management models are tried to be determined. Using qualitative research methodology, interviews were conducted with the employees of the governorates (or districts) and municipalities in the Northwest region. Interviews were conducted with city executive judgeships and city municipalities in 4 provinces and the data obtained as a result were transferred through content analysis

1. Local Government in Azerbaijan. History, Structure and Overall Appearance

The pre-independence administration of Azerbaijan has been shaped by a long historical process and various political changes. With its rich natural resources and Caucasian geopolitics, its strategic location in the Caspian basin has profoundly influenced the history of the country. In the territory of Azerbaijan, which has one of the oldest state traditions in the world, state institutions have formed from early times and the public administration and personnel system have gained a deep-rooted accumulation. However, there have been many invasions and wars throughout history, and different states have been established (Rehimli, 2016-18; Rehimli, 2023; 594).
Historical Development of Local Government in Azerbaijan
Looking at the last two hundred years of Azerbaijan, it is seen that Tsarist Russia first and then the Soviet Union had a say in shaping the administrative, political and socio-economic structure in the country (Elma, 2012; 110). In the early 19th century, after the Treaties of Gulistan (1813) and Turkmenchay (1828), Azerbaijan came under the control of the Russian Empire, and in the process the Russian administration affected the economic and cultural structure of the country (Ismayilov, 20.4)
In 1917, at the end of the Russian Revolution and the beginning of Soviet rule, Azerbaijan temporarily gained independence. On May 28, 1918, Mehmet Emin Resulzadin, the national city of Azerbaijan, succeeded in establishing the first Turkish republic in the east and in the Turkish world, governed by an independent and democratic parliamentary system (Ulku, 2000; 44).
Azerbaijan People\\'s Republic, which aims to be governed by democratic principles, has recognized the right and freedom to vote and be elected to women before many developed states of the West, has established the state\\'s press freedom for the publication of 89 different newspapers and magazines, has established the importance of the local state, established the importance of democracy However, due to the lack of legal regulations regarding public personnel management and local governments, the central and local institutions were governed by old laws (Rehimli, 2020; 367). This Republic, which can only live for 23 months, was overthrown by the Russians in 1920 and a new era began in Azerbaijan (Abelizade, 2021; 177).
In 1921, Soviet Azerbaijan was administratively divided into seventeen accidents, in 1929 “apartment” system was implemented. In 1930 the administrative structure was reorganized and the country was organized into 63 rayons (province, district) basically rayon 7 The political and administrative structure of the Soviet Union was shaped by the constitutions of 1924, 1937 and 1978. the Constitution of 1937 granted wide powers to local rulers, while in the Constitution of 1978 “workers\\' representatives changed the name soviets” to “public representatives soviets”. This period ended with the restoration of the independence of Azerbaijan as a process dominated by centralist administration, socialist ideology and political-cultural pressures (Elma, 2012; 112).
The national-independence movement, which gained strength in Azerbaijan since the 1980s, was crowned with victory and resulted in the adoption of the Constitutional article “On State Independence of the Republic of Azerbaijan” by the Azerbaijani Parliament. In fact, the Azerbaijani Parliament approved the laws adopted on September 23, 1989 on the sovereignty of the republic and on May 25, 1991 on its economic independence, as well as the declaration of independence on August 30, 1991 (Askerzade, 2011; 119).
Azerbaijan, which gained its independence in 1991’, entered the transition to a free market economy, but the problems inherited from the Soviet period made this process difficult. In the post-independence period, the government focused on economic, political and social reforms, and regional policies were mostly implemented through sectoral approaches developed at the national level (Muradov, 2012; 107). But the legacy of the totalitarian regime of 70 years, the administration of uncertainties and institutional weaknesses (Hasanoglu, 2008; 76). In 1992’ Ebulfez Elchibey was elected president, but the desired stability could not be achieved by means of reform efforts. 112).

Local Government Structure and Development in Azerbaijan

The term local government was first used as “Government” by the British Jeremy Bentham. In Turkish, it means “government” in translation. The reason why local governments are used in the sense of “Local Government” in England is to distinguish local governments from other institutions, as well as to define them as institutions of the centre that provide services locally (Ulusoy and Akdemir, 2010; 121).
Azerbaijan, which declares its independence, has put into effect its first constitution, adopted by referendum on 12 November 1995’, to reorganize the state structure. (Hasanoglu, 2008; 77-78). According to the Constitution, the only source of state sovereignty is the Azerbaijani people, and the people will exercise the right to sovereignty through the representatives (milletters) they have elected with their consent (representative democracy). According to the Constitution, the legislative power belongs to the Milli Majlis of the Republic of Azerbaijan, which consists of 125 deputies. The executive power belongs to the President of the Republic of Azerbaijan. The executive branch consists of the central administration headed by the President, provincial organizations and local governments. The courts of the Republic of Azerbaijan shall exercise their jurisdiction. In addition, there is a provision in the constitution that the legislative executive and judicial bodies shall operate mutually and be independent within the framework of their respective powers. (Rehimli, 2020; 369).
Unity is accepted in the jurisdiction of Azerbaijan, that is, there is no judicial and administrative judiciary distinction. Jurisdiction of the judiciary is exercised by the Constitutional Court, the Supreme Court and the general courts, while the establishment of the courts is determined by the constitution. Judges are independent and have immunity (Dogan, 2023; 197).

2. Local Governments in Azerbaijan; Executive Authorities and Municipalities Local Executive Authorities
The central administrative structure of Azerbaijan consists of the President, the Prime Minister and the Cabinet of Ministers, Ministries, and executive authorities (Governorates) (Şafat and Gadalı, 2020; 2). Shortly after independence in 1991, by decree of then-President Ayaz Muttalibov, the office of “Executive Authority” was established, appointed by the President, without affecting the “People\\'s Deputies Soviets,” and local executive powers were granted to this office. With the decree dated October 18, 1991, executive magistrates were appointed in provinces, districts, and towns, and the powers of the Soviets were terminated. Thus, local government became an executive system entirely subordinate to the President (Hüseyn et al., 2013; 165).
According to Article 124 of the Constitution, the management of provinces and districts is carried out by the heads of local executive authority. The President has the power to determine the powers of the heads of local executive authority, appoint them to office and dismiss them (Azerbaijan Republic Constitution of 1995, 2016). The executive powers bear responsibility towards the head of state and account for the head of state and the Executive Board of the Head of State (President Executive Apparatus) at least once a year (Elma, 2012; 113). The executive powers represent central government in cities, counties and towns, enforcing state authority and local services (Yikici and Salman, 2021; 9). Executive judges appoint two or three assistants to assist them. Depending on the executive judges, the police, finance, social and humanitarian aid, health, economy, agriculture, law, education, youth sports, culture, transport and transport administrations serve. Personnel assignments to these units are jointly appointed by the central administration and executive judges (Hasanoglu, 2008; 83).
In addition to the aforementioned duties, the duties of enforcement judges include protecting the environment and human health, implementing urban transformation and infrastructure projects, developing agriculture, increasing employment, implementing fiscal policies, supporting the market economy, developing education and social projects, ensuring public order, and fulfilling other duties assigned by the President (Mecek, 2018; 62-63).
Azerbaijan has been heavily influenced by Turkey and therefore by the French model in terms of the establishment of the central system of governance (Mecek, 2018; 55). The country is administratively divided into basic governing units, called “rayon”, as a continuation of the Soviet management tradition. today, there are 66 rayons in Azerbaijan and these units correspond to the provincial administrations in Turkey (Elma, 2012; 113). Rayons are defined as the principal administrative ranks, bringing together multiple village administrative areas with economic, social and cultural ties (Celiksoy and Cavli, 2024; 438).
In addition to the rayons, there are different administrative settlements in the form of cities, towns and villages (kənd) in the country. Cities are areas of high population density, central to economic and cultural activity, and are administered by the President-appointed rulers (Mecek, 2018; 66). Towns are defined as small settlements from cities but larger than villages and are important in terms of trade and public services. Villages (kənd) are rural areas where agriculture and animal husbandry are the main sources of livelihood (Celiksoy and Cavli, 2024; 438).
In accordance with Article 134 of the Constitution of the Republic of Azerbaijan, the Nakhchivan Autonomous Republic is distinguished from other administrative units by its special status. Although it has an autonomous structure, Nakhchivan operates in accordance with the Constitution of Azerbaijan and the decisions of the central government (Rehimli, 2009; 382).
Municipalities
The legal foundations of the local government system in Azerbaijan were established by the 1995 Constitution. Local self-government is regulated in the fourth section of the Constitution, and municipalities are authorized within this scope. The first municipal elections were held in 1999 (Alçiçek, 2019; 219).
Initially, the high number of municipalities led to increased costs and human resource shortages. Therefore, with the legal reforms made since 2009, the number of municipalities has been gradually reduced (Abılzade, 2021; 178). As of 2025, the number of municipalities has been significantly reduced. Following the changes in legislation, in the elections held on January 29, 2025, the number of municipalities was reduced to 685, and the number of members was reduced by 46.5% to 8,071 (See Table 1).

A municipality is a form of local self-government operating within the boundaries defined by law and has its own budget. Municipalities are governed under the Constitution of the Republic of Azerbaijan and the Law on the Status of Municipalities, and have the authority to make independent decisions on matters of local importance (ABMA, 2023; 4). Local self-government is regulated in the fourth section of the Constitution; Articles 142–146 stipulate the establishment, duties, decisions, and guarantees of independence of municipalities. Various laws have been adopted by the National Assembly to establish the legal framework for municipalities, and additional regulations have been made in areas such as land, taxation, and property (Özmen, 2021;55, Constitution of the Republic of Azerbaijan, 2026; https://e-qanun.az).
The members of the Municipal Council of Azerbaijan are elected for five years, while the mayor is elected from among the council members. The elections are based on a general, equal, secret ballot (Hasanoglu, 2008; 83).
In Azerbaijan, municipalities are organized in a single tier at the village, town, and city levels. Municipalities have four main bodies: the council (shura), the mayor, the executive body, and commissions (Elma, 2012; 114). The municipal council is the decision-making body and is elected by the people. Permanent and temporary commissions are responsible for supporting the implementation of decisions and supervising activities (Rehimli, 2020; 375).
Municipalities have the authority to resolve local issues, acquire property, create budgets, and employ personnel (Mecek, 2018; 69). The financial structure of municipalities in Azerbaijan is determined by the Constitution and relevant legal regulations within the framework of Article 2 of the Law on the Fundamentals of Municipal Finance (Fundamentals of Municipal Finance; https://e-qanun.az). The financial structure of municipalities is based on the principles of financial autonomy and locality, and its economic foundations consist of movable and immovable property, municipal lands, local budgets and funds, municipal institutions, and educational, health, and social facilities (Zengin and Üregen, 2004; 356).
According to Article 7 of the Law on the Basics of the Finance of Municipalities, the financing sources of municipalities are classified as tax and non-tax revenues. Decisions on local taxes and payments are accepted by a two-thirds majority of municipal members. Tax Council and «About local taxes and allowances» According to the law, the income sources of municipalities are classified as taxes and non-tax revenues (About the Basics of the Finance of Municipalities; https://e-qanun.az).
Real estate and land taxes are important among local revenues, but there are difficulties in tax collection due to title deed issues in practice (Husayn et al., 168). Non-tax revenues are derived from sources such as advertising, parking and tourism fees (Elekberov, 2007; 350). Dotations and subsidies are also given to municipalities by the state (Abbasov, 2003; 57). Each year, Azerbaijan allocates money to the municipalities by the state from the state budget in a certain amount.
Municipal budget expenditures include administrative expenses, maintenance of social and cultural facilities, infrastructure services, and debt payments (Yusifov et al., 2016; 191). The revenues transferred to municipalities enable local public services to continue uninterrupted, while also ensuring that the services provided to the community do not fall below minimum standards. However, many municipalities have become dependent on transfers from the central government due to insufficient resources (Abbasov et al., 2024; 457).
When examining the legislation related to municipalities in Azerbaijan, it can be said that municipalities have quite broad authority and autonomy in the provision of services. However, it is also seen that in the areas where municipalities are given duties and powers, executive authorities are also empowered, and in practice, the relevant powers, duties, and functions are mostly exercised by executive authorities. The central government plays an important role in areas such as road maintenance, environmental services, infrastructure works, and social services (Arıtürk and Negiz, 2018; 869).

Human Resource Planning
Human Resources has basic responsibilities such as providing the right staff to enable the organization to achieve its strategic goals, increasing employee performance and increasing workforce satisfaction. Human resource management; human resource planning, recruitment and selection, training and development, performance management, wage management, employee relations and occupational health and safety (Noe et al., 2006).
Human resource planning involves the creation of strategies for the provision, cultivation and development of manpower that can respond to societal and commercial developments in the changing political, economic, academic field (Findikci, 2012; 128). This process aims to plan the number and qualifications of employees in accordance with the objectives of the organization. The main objective of human resource planning is to ensure the effective and efficient use of human power and to have a qualified workforce (Aldemir, 2004; 44).
The human resources planning process enables businesses to assess their future needs and plan ahead to address those needs by studying existing human resources, skills, experiences and performance. Human resource planning needs to be flexible enough to adapt to changing conditions in the working environment over the long term and to address the challenges of finding short-term staff (Hayes et al., 2023). The human resources planning process involves analyzing the current workforce, estimating needs, balancing supply and demand, and implementing appropriate action plans (Aksu, 2024; 5). In addition, human resource planning enables businesses to continue their assets and have competitive advantages (Serap, 2022; 406-407).
Factors affecting human resources planning are classified as external environment (economic, social, technological, and demographic developments) and internal environment (organizational strategy, current workforce characteristics, and structural arrangements). While internal factors are relatively easy to predict and calculate, external environment factors are more difficult for human resources managers to predict (Işık, 2018; 211).
Human resources planning in local government in Azerbaijan is an important process in terms of the effective management of municipalities and executive authorities. This process aims to determine the workforce needed by local governments and to use employees in the most efficient way. With proper planning, both the quality of public services can be improved and the productivity and motivation of employees can be increased.
The northwestern region of Azerbaijan is a remarkable area with its natural resources, geographical location and cultural richness, and there are various factors that affect the service delivery of local governments. Local governments in this region face various challenges in terms of both human resources and service quality. The situation of local governments in the Northwest region, although in general has shown significant progress in the development process, still faces various structural problems and resource shortages. This situation directly affects the effectiveness of human resources planning.
In this study, in order to see the reflection of human resources planning in local governments, local executive authorities and municipalities in the northwestern region of Azerbaijan were interviewed and the functioning was tried to be determined. The interview questions used in the study are as follows.
• Could you give brief information about your institution?
• How many employees do you have in your organization?
• Does your institution have a human resources (personnel) department?
• Are your procedures regarding personnel work in your institution affiliated with any institution (organization)? Can the Local Government order all kinds of decisions?
• What kind of work does the human resources department (personnel department) do? Is there permission in hiring? What is your impression on training and performance evaluation, job analysis and human resources planning?
• How are the criteria determined when preparing the job posting? What is most important? Education, ability to work, previous jobs and duties,
• Are there human resources planning in your organization?

3. Human Resources Planning in Local Governments in Azerbaijan: A Study in the Northwest Region

Purpose and Method of the Research
In the study, first of all, literature review was carried out and the theoretical framework on the historical development of local governments in Azerbaijan, enforcement authorities and the role of municipalities and human resources planning was discussed. The aim of the research, method and evaluation of the findings were presented and the results and recommendations were presented.
The research aims to examine the structural and functional status of local governments in Azerbaijan, the development of municipalities, inter-governmental relations and adequacy of human resource planning practices. In this context, the development, duties and powers of the municipalities in the northwestern region of Azerbaijan and the applications of human resources planning have been discussed with qualitative research method. Qualitative research; observation, interviewing and document analysis with techniques such as enabling holistic examination of events in the natural environment (Yildirim and Simsek, 2016; 41).
The sample represents a cross-section of the research universe. Easy-to-access situation sampling from purpose sampling methods was preferred in the study. This method provides the researcher with speed and practicality, allowing the selection of participants who are easy to access (Yildirim and Simsek, 2016; 123). Due to the fact that the data to be obtained in the research requires technical knowledge, it is important that the participants have knowledge about the subject. In this context, interviews were held with human resources employees or authorized persons in local administrations. The universe of the study is composed of city municipalities and executive powers in the northwestern region of Azerbaijan.
In the study, the document analysis method was adopted as a qualitative method and secondary data analysis, and semi-structured interview technique was applied as a data collection tool. All of the interviews were conducted face-to-face. In this study, it is aimed to determine the structural and functional situation of municipalities and executive dominances with the free answers of the target people under the guidance of open-ended questions, and their views on human resources (personnel management) within the institution with the findings and information obtained. Data related to the research were collected in February 2025. In the study, individual interviews with the managers were recorded in the form of writing during the interview, depending on the request of the managers. Interviews were conducted with authorized persons working in local governorships and municipalities who could be evaluated within the scope of the research. Before starting the interviews, all participants were informed that the data obtained from the interview would not be used in any way other than for the purpose of the research. During the interviews, the researcher tried to stay away from any direction that could affect the interview, and the interviews lasted about two minutes.
The data obtained were analysed using content analysis. The aim of this method is to reveal concepts and relationships that can explain the data. Data summarized through descriptive analysis are examined in greater depth through content analysis, enabling the identification of new concepts and themes (Yıldırım and Şimşek, 2016; 242).

Findings

Within the scope of the research, seven basic questions were asked in the interviews with the participants in order to learn their views on human resources planning. These questions are about whether there are human resources in local governments, whether human resources planning is implemented and its contribution to these organizations.
The data obtained in this study, which was conducted to investigate whether there are human resources planning in local governments in Azerbaijan, are presented in tables in this section. In addition, the basic assumptions of the research are tested in this section with the data revealed by the tables. Table 2 shows the current number of employees and members in the Local Government Organizations in the Northwestern region of Azerbaijan.

Of the 12 local government organizations interviewed within the scope of the research, 6 are Local Executive Authorities affiliated to the Presidential Executive Board, and 6 are Local Municipalities. These; Sheki City Executive Authority, Gakh Rayon Executive Judgeship, Zakatala Rayon Executive Judgeship, Balaken Rayon Executive Judgeship, Gebele Rayon Executive Judgeship, Oguz Rayon Executive Judgeship, Sheki City Municipality, Gakh (Qax) Rayon Municipality, Zakatala Rayon Municipality, Balaken Rayon Municipality, Gebele Rayon Municipality, Oguz Rayon Municipality.
The work done in the Local Executive Directorates, which are under the Executive Committee of the Presidency in this study, are almost the same in all of them. The Cabinet of Ministers of the Republic of Azerbaijan establishes the structure of the office of the head of the local executive judge and the number of personnel units, the number of representatives of administrative regions and the number of personnel units, the number of bodies subordinate to the head of the local executive judge and the number of their employees, the number of legal entities subordinate to the executive judge and their employees, in agreement with the President of the Republic of Azerbaijan. The number of employees and staff staffing units in local executive authorities ("Civil Enforcement Authority Ordinances") is expected to be in accordance with the model structure organized according to the human population in the provinces or districts.
The number of municipalities in Azerbaijan is determined by the Electoral Code of the Republic of Azerbaijan, and the structure and bodies of municipalities are drawn up in accordance with the Constitutional Law and the municipal charter. A municipal member is a person elected in municipal elections and whose mandate is approved by the regional election commission. The limit of the number of members of the municipality (including the mayor and deputies) exercising their powers on a permanent basis is determined by the number of members in each municipality, which is set by legislation. The number of members of municipalities is determined by population. In the province of Sheki, where the population is high, both the number of employees and the number of members in the executive power and in the municipalities constitute the majority. In comparison, these numbers are lower in other provinces.

Table 3 presents data on questions related to human resources in local government organizations. Based on this information, it is understood that the issue of human resources management in local governments in Azerbaijan is new and not widespread in private and state organizations.
According to the data in Table 3, there are no separate human resources departments in the executive authorities, the human resources department is included in the “Department of work on documents and citizens\\' applications”. In municipalities, issues related to human resources management are handled by the Office Affairs department. However, in Sheki City Municipality, human resources related work is carried out in the General and Personnel Department.
In local governments, decisions on personnel matters are generally made by local governments. However, in the executive jurisdictions, decisions on executive judges are made by the President of Azerbaijan. The President of Azerbaijan has the authority to appoint and dismiss executive judges. The procedures regarding the deputies of the executive judges are carried out by the executive judges with the approval of the President of Azerbaijan.
The municipal employee is considered to be an employee who acts by appointment in the local self-management bodies and serves as a paid employee. The legal regulation of municipal service, including the status of the municipality worker, the requirements and procedures for the implementation of municipal service are determined by the Constitution Act of the Republic of Azerbaijan, other legal regulations of the Republic of Azerbaijan and the municipal statute. Decisions about municipality members, execution, personnel table, job description of the municipality employee, all decisions related to employees are under the authority of the municipalities.
Human resources manager DIM (State Appeal Centre of the Republic of Azerbaijan) applied for the announcement of the examination in order to obtain a government official for the places vacant in the executive authorities. As a result of the application, the candidates for the vacant position are determined and the candidates are subjected to various written and oral examinations by the State Appeal Centre and at the end of the interview exam. The officer who has successfully passed the exams receives orders to start his duty after being evaluated by the competent board in the executive authority and determining his suitability for the vacant position.
The method of hiring employees in municipalities varies slightly. Information is given to the employment office of Azerbaijan (Consumption) for the recruitment of employees in vacant positions in the municipalities or it determines the candidates who come to the institution with direct application or reference. By being 5 council members in the municipalities, a commission is created with the municipal employees. Information about the candidates applied is collected and the candidates are selected by the commission according to the appearance and qualifications required by the relevant position by evaluating the appropriate position, knowledge levels, professional training, general status.
According to Table 3, the staff manager in local administrations covers all processes related to personnel within the scope of human resource management of an organization. By conducting business analysis, it guides human resources processes such as recruitment, training, performance evaluation, remuneration. They organize training programs to support the professional development of employees, monitor and evaluate employee performance, give feedback according to performance criteria and develop improvement strategies.
In municipalities, this is a little different. The lack of sufficient infrastructure for the development of the employees in the municipalities and the lack of material resources have been limited to the development of human resources management. Municipalities are trying to carry out training and remuneration policies for their employees at their own expense, but their impact on the development of these municipalities is small.
In recent years, the development of human resources management in the Executive Authorities, the emphasis on employee training, and efforts to increase employee motivation have encouraged employees to increase their performance and work discipline. According to the data in Table 3, human resources planning has been started, especially in Sheki City Executive Administration, short-term and long-term human resources planning is being carried out. Human resources planning is not widespread in municipalities, but the municipalities surveyed have a positive attitude towards it.

Conclusion

Azerbaijan’s local government system represents a dynamic blend of tradition and modern democratic principles, designed to strengthen communities and enhance citizen participation in decision-making. Municipalities play a vital role in supporting regional development by addressing local needs, managing public services, and promoting social cohesion. With a focus on transparency and accountability, municipal officials collaborate with civil society and the private sector to implement strategic initiatives that foster economic growth and improve residents’ quality of life.
In recent years, the importance of municipalities within Azerbaijan’s governance framework has grown significantly. The expansion of their duties and powers has broadened the scope of services they can provide, creating a greater demand for staff and increasing employment opportunities.
Alongside municipalities, the domestic executive authority forms a crucial part of the country’s administrative structure. Local government serves as a bridge between the central authority and the people, enabling faster and more effective responses to public needs. In this context, executive dominance plays a critical role in addressing local challenges, delivering social services, and promoting economic development through the efficient use of local resources. Strong and effective local governments are essential for the healthy functioning of democratic processes, while executive authority also contributes to social development by expanding employment opportunities. In Azerbaijan, executive dominance remains an indispensable element in strengthening and advancing local communities, reinforced by a management approach that is responsive to citizens’ concerns.
This study employed qualitative research techniques, conducting interviews with executive authorities and municipalities in the Northwestern region of Azerbaijan to examine the importance of resource planning in local government organizations and its contribution to institutional effectiveness. The data collected was analyzed using content analysis.
Findings revealed that 12 local government institutions lack dedicated human resources departments. Instead, HR responsibilities are managed within “Documents in Executive Authorities and the Working Department,” which handles citizen applications. In municipalities, HR operations are typically overseen by the Bureau Affairs Department, while in Sheki City Municipality, personnel-related tasks are managed by the General and Staff Department.
Although local government in the Northwestern region has made notable progress overall, structural challenges and resource shortages persist, directly affecting the effectiveness of human resource planning.
Human resource planning plays a crucial role in institutional development by enabling organizations to better identify staffing needs, streamline recruitment, and improve employee placement. Effective HR planning enhances productivity, thereby increasing organizational efficiency.
However, despite references to HR planning, there remains limited information on HR management practices within executive authorities and municipalities in the Sheki-Zakatala Economic Region. According to data presented in Table 3, initiatives have been launched, but HR planning cannot yet be considered fully institutionalized. At the time of research, promising developments suggest that HR management will be applied more effectively in state institutions in the future. By 2025, the term “Human Resources Management” is expected to replace “Personnel Management,” reflecting a broader shift toward modern HR practices.

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Internet sourse:
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