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The International Journal of Human Resource Management Volume 22, 2011 - Issue 8: Comparative perspectives on HR and line manager relationships and their effects on employees
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Special Issue Papers

Social capital of the HR department, HR's change agent role, and HR effectiveness: evidence from South Korean firms

Sunghoon Kim School of Organization and Management, Australian School of Business, University of New South Wales, Sydney, Australia
&
Seongmin Ryu Department of Business Administration, College of Economics and Business Administration, Kyonggi University, Suwon, South KoreaCorrespondence[email protected]
Pages 1638-1653 | Published online: 12 May 2011
 
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Abstract

This study argues that for a human resource (HR) department to be highly effective, it should be socially well connected to the line managers and their subordinates. We theorize that the interdepartmental social capital of HR leads to positive HR effectiveness through the benefits of information, influence, and solidarity. Furthermore, we argue that this relationship is stronger when HR undertakes the role of a change agent. We have tested our theory using nationally representative survey data from South Korea (n = 300). The results of our empirical analyses support our claims.

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