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Social Capital Effects on the Career and Development Outcomes of HR Professionals

Gubbins, Claire; Garavan, Thomas

Authors

Claire Gubbins

Thomas Garavan



Abstract

HR professionals’ roles require them to be responsive to both employee needs and top management strategies. However, the need to respond to the often competing employee and strategic agendas makes relationship-building efforts challenging. This study examines the social capital characteristics of HR professionals and the impact on receipt of network benefits and career outcomes. Results indicate that HR professionals benefit from relationships with other HR professionals for career sponsorship and role-related benefits. However, it is contacts who are in higher positions or in other organizations that transfer the most influential benefits, which in turn relate to objective career outcomes. Few benefits are obtained from contacts in non-HR functions. The results illuminate relationship development opportunities for HR professionals. © 2015 Wiley Periodicals, Inc.

Citation

Gubbins, C., & Garavan, T. (2015). Social Capital Effects on the Career and Development Outcomes of HR Professionals. Human Resource Management, 55(2), 241-260. https://doi.org/10.1002/hrm.21727

Journal Article Type Article
Acceptance Date Apr 29, 2015
Online Publication Date Mar 4, 2016
Publication Date Apr 29, 2015
Deposit Date Jul 21, 2016
Journal Human Resource Management
Print ISSN 0090-4848
Publisher Wiley
Peer Reviewed Peer Reviewed
Volume 55
Issue 2
Pages 241-260
DOI https://doi.org/10.1002/hrm.21727
Keywords strategic HR;careers;social networks;research methods and design—structural equation modeling;research methods and design—network analysis;research methods and design—quantitative research methodology;human capital;mentoring;stakeholders;HR role
Public URL http://researchrepository.napier.ac.uk/Output/311878






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