Development of social capital through effective relationship-building among organizational members is an important but under-explored area in strategic human resource management (HRM) research. The systematic generation of social capital...
moreDevelopment of social capital through effective relationship-building among organizational members is an important but under-explored area in strategic human resource management (HRM) research. The systematic generation of social capital through HR practices offers many opportunities to demonstrate how strategic HR can produce competitive advantage. The present paper establishes a framework for
building a relationship-based HR architecture and identifies the variables, processes, and practices involved in such an approach. We begin by discussing the relationship among social capital, strategic HRM, and leader-member exchange to demonstrate the importance of relationships for HRM. We then present a model of relationship-building through role-making to help understand how to generate effective
relationships. New concepts in role-making are introduced, and relational necessities of respect, trust, and obligation are discussed. These concepts are applied to specific HR functions. Propositions are offered as a base to extend and test hypotheses regarding the competitive contributions of research on relational theory within organizational contexts.