Human Capital, Social Capital, and Social Network Analysis: Implications for Strategic Human Resource Management

2015 ◽  
Vol 29 (3) ◽  
pp. 370-385 ◽  
Author(s):  
John R. Hollenbeck ◽  
Bradley B. Jamieson
Keyword(s):  
Social Capital ◽  
Human Capital ◽  
Social Network ◽  
Resource Management ◽  
Social Network Analysis ◽  
Network Analysis ◽  
Human Resource Management ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Capital Social

scholarly journals Social Network Analysis of Sustainable Human Resource Management from the Employee Training’s Perspective

2019 ◽  
Vol 11 (2) ◽  
pp. 380 ◽  
Author(s):  
Lu Zhang ◽  
Xiaochao Guo ◽  
Zhimei Lei ◽  
Ming Lim
Keyword(s):  
Social Network ◽  
Resource Management ◽  
Social Network Analysis ◽  
Network Analysis ◽  
Human Resource Management ◽  
Human Resource ◽  
Employee Training ◽  
Skills Training ◽  
Continuous Growth ◽  
Corporate Social

Employee training is not only important for the continuous growth of human resources but also guarantees sustainable human resource management in enterprises. It is very important to understand corporate behaviour related to employee training not only from the perspective of a single enterprise but also from that of multiple enterprises. The purpose of this study is to explore multiple enterprises’ employee training behaviours by conducting a content analysis of corporate social responsibility (sustainability) reports and a social network analysis. This study also seeks to find a way to achieve sustainable employee training by analysing the similarities in the different types of corporate training behaviours. Our analysis shows that, in 2017, 108 types of training activities were implemented by 53 enterprises; the key employee trainings (e.g., security training and skills training) and enterprises (e.g., bank of communication) are identified. The training behaviours of some of the enterprises are similar to some extent, and eight groups of firms that are very similar are identified. The results of this study show that social network analysis performs well for studying corporate employee training behaviours. Some suggestions to minimize the investment costs of training and to improve the sustainability of human resource management from the employee training perspective are provided.

Combination of human resource management methods during in times of change

2020 ◽  
pp. 144-150
Author(s):  
V.A. Morozov
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Crisis Management ◽  
Human Resource ◽  
Management Strategies ◽  
Strategic Human Resource Management ◽  
Crisis Period

This article focuses on the aspects of human resource management strategies in crisis management, as well as the comparison of classical and modern ways to overcome the consequences of crises for human capital. The possible consequences of ongoing and possible crises, as well as ways to prevent and overcome them, are investigated. Personnel strategies in human resource management are disclosed. The presentation of strategic human resource management in a crisis period is given.

Promoting Strategic Human Resource Management, Organizational Learning, and Knowledge Management in Modern Organizations

2019 ◽  
pp. 879-891
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Human Capital ◽  
Knowledge Management ◽  
Resource Management ◽  
Organizational Learning ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Current Trends ◽  
Strategic Goals

This chapter describes the concept of strategic human resource management (SHRM), the concept of electronic human resource management (e-HRM), the importance of SHRM in modern organizations, and the current trends of organizational learning and knowledge management (KM) in modern organizations. SHRM is the strategic practice of attracting, developing, rewarding, and retaining employees with the important goal of increasing various benefits to both employees as individuals and organization as a whole. SHRM strategically utilizes organizational resources and talent within HR functions to make organizations more effective in the modern workforce. Organizational learning and KM allow for organizational employees to share knowledge and learn exactly what is relevant to their specific tasks toward encouraging human capital and knowledge creation. The chapter argues that promoting SHRM, organizational learning, and KM has the potential to enhance organizational performance and achieve strategic goals in modern organizations.

Corporate governance, human capital resources, and firm performance: Exploring the missing links

2020 ◽  
Vol 45 (4) ◽  
pp. 192-205 ◽  
Author(s):  
Kaouthar Lajili ◽  
Lauren Yu-Hsin Lin ◽  
Anoosheh Rostamkalaei
Keyword(s):  
Corporate Governance ◽  
Human Capital ◽  
Resource Management ◽  
Firm Performance ◽  
Human Resource Management ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
International Governance ◽  
Governance Mechanisms ◽  
Corporate Governance Mechanisms

This study explores the associations between human capital resources, firm performance, and corporate governance mechanisms. Based on the survey results of the “50 most attractive employers” conducted by Universum Global 2010, human resource, performance, and governance data was collected for the period from 2007 to 2011. Drawing on the strategic human capital and resource management, international governance, and organizational literature, this study examines the extent to which corporate governance mechanisms moderate the relationships between firm performance and human capital resources and posits that human resource performance is positively associated with corporate governance mechanisms that support and enhance strategic human resource management policies. Panel regression analyses are conducted to test the study’s hypotheses. The results show that human capital resources are positively related to firm performance, and that some corporate governance mechanisms may negatively affect performance when interacted with human capital variables. Furthermore, human resource performance is significantly related to some governance mechanisms, with interaction effects between human capital and other organizational attributes showing differential impacts. Overall, the results support a contingency-based view of strategic human resource management in the context of large and attractive global employers and highlight the importance of governance design in supporting investments and deploying human resources and capabilities at the firm and industry levels and across national boundaries.

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