The Influence of Social Capital through Networking Ties on Human Resources Selection Policies and Decision Making

摘要

The impact of social capital through network ties on human resources (HR) selection decisions and policies has not been adequately explained in much of the debate over the operation of state institutions and the public service. Social capital issues in Fiji have gradually shaped HR selection decisions within the Fijian Public Service (FPS) ever since Fiji became a colonised territory in 1874. The influence continued to the pre and post 1970 independence era and materialised to aggressively influence social and political stability from 1987. Within the transitional era, human resource management (HRM) practices, such as HR selection decisions, have been influenced by social networks and dominant social groups. The statement of this thesis study was declared as follows: “Social capital through network ties influence HR selection policies and decisions within the Fiji Public Service”. Specifically, distinctive pockets of instrumental and affective ties have influenced HR selection decisions since networkings informally infiltrate and corrupt the merits of contemporary HR selection framework, tarnishing the image of the FPS. However, the influences of instrumental ties are more obvious than affective ties. Instrumental based societies and networkings are governed through obligations that are mutual and contractual, whilst affective ties oriented societies are governed by established norms of social obligations through status and seniority. The study has also revealed that key heterogeneity variables and demographics of the FPS correlate with a sustained level of social capital and networking has been influencing FPS employees’ perception of justice on the meritocracy of HR selection decisions. Of significance here is ethnicity. In other words, ethnicity has been the most influencing variable for the social, political and economic environment in Fiji. It has definitely outplaced age and KSA (knowledge, skills and ability). This would also place FPS managers in the position of not making unitary decisions about HR selection. In general, HR selection for entry positions of the FPS do not generally correlate with the required HR selection meritocracy levels, because the application of HR selection policies was not aligned with a desired industry-driven level, in view of national disruptions as stated. All in all, social capital through network ties has indeed influenced HR selection policies and decisions within the FPS.