social capital and human resource management practices in Polish enterprises
Kubczak, University of Lódz, Poland
data collected from respondents in Polish manufacturing firms we examine
the relationship between HRM practices and the social capital. We use the
concept of social capital developed by Nahapiet and Ghoshal and Leana and
Van Buren. The model of HRM employed by organisations can facilitate or
inhibit the development of organisational social capital.
First we try to identify the model of HRM practices employed in Polish
manufacturing firms. Then we identify the interrelationships between HRM
practices and social capital, especially those which should make the combination
and exchange of knowledge possible, like teamwork, employee's rotation,
mentoring, and coaching. At the end we try to confront that with mangers
attitude to the concept of social capital.
The development of social capital of organisation, thereby intellectual
capital of individuals and the firm, require conditions conducive for combining
and exchange of knowledge between different parties within the organisation.
Such conditions can be created when the human capital model of HRM is implemented.
However, in Polish manufacturing organisations the mixed model is predominant
with the light inclination towards the model of 'sieve'. Polish managers
clearly prefer the model of 'sieve' in reference to such HR practices like
recruitment, selection and development. The model of human capital is used
only in regard to employee evaluation. Thus, we argue that Polish managers
treat the human capital in instrumental way, at the same time declaring
that collectivism and social networks are important for effective functioning
of their organisations.
presented at the 5th conference on human resource development research
and practice across Europe: International, comparative and cross-cultural
dimensions of HRD. University of Limerick, 27-28 May 2004 (Abstract).