What is it about?
This study examines in which cases organizations tend to form social capital, and explores how such attitude affects their recruitment strategies. This countrywide research project covering 158 firms located in 18 different cities was conducted to understand and to identify the variables which increase organizations' tendency to form social capital. A mixed methodological approach was adopted to reveal relationships between variables.
Featured Image
Why is it important?
The results show that dependency to state and suppliers, environmental uncertainty, rate of tenured staff in organizations, ownership status, conduct of HR activities by other departments or units and educational level of HR staff increase organizations' tendency to form social capital. Besides, it was found that organizational age, outsourcing of HR activities and centralized HR departments are negatively associated with social capital
Perspectives
This manuscript is based on some of the findings of a national research project granted by TUBITAK (SCIENTIFIC AND TECHNOLOGICAL RESEARCH COUNCIL OF TURKEY). The main purpose of the research was to examine whether social capital formation tendency of the firms affects job seeking efforts of young graduates, and also unemployment rates in the country. Execution of the project was completed in 2012. The findings of the research project were used to inform policy makers in the country. These findings also seem to provide a different viewpoint to organizational researchers and scholars who may be interested in different interpretations of social capital. So, it was decided to disseminate the findings in order to inform international readers about those interesting aspects of social capital and HRM with the help of this manuscript.
Dr Cenk Sozen
Baskent Universitesi
Read the Original
This page is a summary of: Human or Social Resources Management: Which Conditions Force HR Departments to Select the Right Employees for Organizational Social Capital?, European Management Review, December 2015, Wiley,
DOI: 10.1111/emre.12063.
You can read the full text:
Contributors
The following have contributed to this page
