Social capital has been hailed as a means of virtuous, effective and enjoyable productivity through which firms can flourish. But it also confines advantage to network members and discriminates against non-members. This paper, drawing on detailed qualitative research into work in the UK film and TV industry, reveals the advantages and the disadvantages of social capital. Social capital aided recruitment, policed quality standards and ensured behavioural norms with the sort of speed and flexibility it would be hard to identify in other forms of organizing. However, it also advantaged white, middle-class men and ensured that middle-class signals came to be proxies for the most sought-after jobs. Professionals who were women, members of ethnic minorities or working class were less likely to secure jobs and were often restricted in the type of jobs they held. Significantly, the members of disadvantaged groups who succeeded did so after long periods employed by the terrestrial broadcasters or after extended apprenticeships. This is worrying, given the increasing insecurity of the labour market in this sector.
This article introduces a special issue on Situating Human Resource Management (HRM) Practices in their Political and Economic Contexts. We develop a novel multilevel framework for exploring the political economy of HRM and use this to position the articles in this special issue. We argue that the study of HRM is often too narrowly constructed within a psychological, positivistic paradigm and at an organisationlevel, and that situating HRM in its political and economic context requires a more inclusive, interdisciplinary approach that includes the use of kaleidoscopic imagination and meta-theoretical bricolage. By embracing a theoretically pluralist approach to studying HRM, researchers are better able to analyse how different levels of the political economy interact with specific HRM practices to impact value creation. We conclude by discussing the contribution of this article and the special issue, as well as highlighting avenues for future research.
This article explores the use of `company culture' as a means of management control. It reports on research conducted in a consultancy that aimed to secure loyalty from its employees through a conscious policy of organised `play' at company socials. Employees were given a certain amount of freedom over their working lives in exchange for accepting company regulation of their social time. Here it is argued that this normative control differs from historical attempts to ensure that employees were of good moral character. In earlier interventions social and community obligations were emphasised, now every `virtue' encouraged is designed to be exercised in the workplace, often at the expense of the individual or the community. Further, that while control through organisational culture does have some of the advantages claimed for it in the prescriptive literature, it also extends the employment contract to areas previously outside the managerial prerogative.
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