Human Resource Management as Practices Determining Factors of Social Capital

• Nishimura Takashi

  Graduate School of Management Tokyo Metropolitan University

Bibliographic Information

Other Title

• ソーシャル・キャピタルの規定要因としての人事管理施策
• ソーシャル ・ キャピタル ノ キテイ ヨウイン ト シテ ノ ジンジ カンリ シサク

Abstract

This study examines the determining factors and impact of social capital, along with human resource management practices, on workplace performance. Data were collected twice related to two changes in Japanese companies’ workplaces affecting human resource management. As a result of the analysis, social capital was confirmed to have an impact on workplace performance. Furthermore, human resource development practices and performance-based pay practices were both positive influences on the formation of social capital. This result shows that the formation of social capital is not a combination of human resource development practices and seniority system, which had been the prevailing and consistent perspective in human resource management. Instead, a combination of human resource development practices and performance-based pay practices generate a better rationale for social capital formation.

Journal

• Organizational Science

  Organizational Science 52 (2), 33-46, 2018-12-20

  The Academic Association for Organizational Science

Keywords

• Social Capital
• Workplace Performance
• Human Resource Management
• Human Resource Development Practices
• Performance-based Pay Practices

Details

• CRID: 1390282763098938880
• NII Article ID: 130007592458
• NII Book ID: AN00135007
• DOI: 10.11207/soshikikagaku.52.2_33
• ISSN: 2187932X
• ISSN: 02869713
• NDL BIB ID: 029462531
• Web Site: http://id.ndl.go.jp/bib/029462531
• Web Site: https://ndlsearch.ndl.go.jp/books/R000000004-I029462531
• Text Lang: ja
• Data Source:
  • JaLC
  • NDL
  • CiNii Articles
  • KAKEN
• Abstract License Flag: Disallowed