of this study is two-fold: to investigate the degree to which the formal
structure of the HR organization is reflected in the concrete activities of the
HR function; and to explore the extent to which social capital, as a resource,
impacts on the actual HR functional activities. The study sought to contribute
to our knowledge of HR functional roles in MNCs by taking into account how
social capital may operate on the enacting of these roles. Most prior studies
have concentrated on HR roles, instead of ascertaining role performance from HR
professionals’ actual day-to-day activities. Knowing what HR professionals
actually do is the strongest gauge for determining if the function is strategically
aligned to serving line needs or not. This study aimed to employ social capital
as a tool to conceptualize HR formal roles versus actual activities in an
exploratory setting. It was based on a single case study of an MNC subsidiary.
A total of 10 interviews were conducted. The finding showed the HR function was
highly evaluated for administrative tasks. However, strong callswere made on HR to increase their involvement with a
particular focus on activities related to the business support role. There
appeared to be a connection between HR social capital and the actual activities
of the HR organization. Although strong formal linkages between the HR function
and line management were evident, the level of informal relationships was weak
between them. This is a slice of case study research in a subsidiary, and
therefore the findings may not be generalizable. Further quantitative research
is recommended. The practical implication for HR professionals is that careful
consideration should be taken in observing how social capital between the HR
function and the larger organization adds value.
Keywords: HRM, HR roles, social capital theory, case study
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