000			01935nam a2200217 4500
999			_c50447 _d50447
003			OSt
005			20181119162221.0
008			181119b ||||| |||| 00| 0 eng d
100			_aCumberland, Denise M _932457
245			_aOrganizational Social Capital: Ties Between HRD, Employee Voice, and CEOs
300			_a 199–221 p.
520			_aGrowing employee voice increases the likelihood that employees will engage in discretionary efforts to share potentially useful information, express opinions, or concerns about work-related issues to their supervisors and other leaders in the organization. We develop a conceptual model and a series of propositions to examine and analyze the underlying mechanisms that enhance employee voice. Specifically, we identify linkages and connections between human resource development (HRD) practices, organizational social capital (OSC), and the role of CEOs as facilitating environmental or situational mechanisms that have implications on voice behavior. HRD can play a key role in helping employees foster social capital, leading to employee voice in the organization. When CEOs extend their existing internal social networks, and engage in conversations with workers, this dialogue serves as a visible artifact and reverberates across the organization. Our propositions move beyond framing employee-related voice outcomes as a result of either HRD practices or CEO influence. Rather, we postulate an outcome of their interdependent interactions. Implications for HRD research and practice are discussed.
653			_aemployee voice,
653			_aorganizational social capital,
653			_a CEOs
700			_aAlagaraja, Meera _932458
700			_aShuck, Brad _932459
700			_aKerrick, Sharon A. _932460
773	0		_029407 _972350 _aCALLAHAN, JAMIE L. _dNEW DELHI SAGE PUBLICATION PVT. LTD. _o5559204 _tHUMAN RESOURCE DEVELOPMENT REVIEW _x1534-4843
942			_2ddc _cJA-ARTICLE