Edited By Adela Elena Popa, Hasan Arslan, Mehmet Ali Icbay and Tomas Butvilas
Analysis of the Relationship Between Social Capital, Motivation, and Performance Management in the Banking Sector
Introduction Human resources are the most important resource of an organisation. Evaluation of human resources in the best way enables the organisation to gain a more advan- tageous position than others. Social capital is a multi-dimensional concept which emphasises the structure and the quality of social relations. In terms of the struc- ture and quality of social relations, it allows people to achieve significant advan- tages for their organisations. Social capital even affects performance management practices starting from employee’s performance assessment of leaving his or her job with its salary and promotion, where performance assessment results are used. Organisational social capital can be defined as a network of a social relationship that exists in an organisation. This social relation network is the invisible source of an organisation (Lin, 2001; Nahapiet and Ghoshal, 1998; Leana and Van Buren, 1999; Oh, Labianca and Chung, 2006; Gonczaryk, 2011). Also, social capital is a resource that reflects the organisation’s social relationships (Leana and Van Buren, 1999: 538). Organisational social capital is not a one-dimensional concept which consists only of relations in an organisation. In the distinction made according to the sizes of social capital, there are studies focusing on three dimensions, includ- ing: structural (Bhandari and Yasunobu, 2009; Baum and Ziersch, 2003; Krishna and Sharader, 1999), cognitive, and relational ( Nahapiet and Ghoshal, 1998; Tsai and Ghoshal, 1998; Hazleton and Kennan, 2000). The structural dimension of social capital refers to the communication network, network topologies, and per- ception of the appropriate organisation. While the relational...
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