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Subject Organisational social capital and human resource management practices in Polish enterprises
Anna Kubczak, University of Lódz, Poland
Outline Using 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.
Source Paper 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).
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Editor: Sabine Manning  © WIFO