No abstract

Responsible leadership, Pride in the organization, Satisfaction with the organization, Social responsibility, Stakeholder culture, Employee retention, Turnover,

The concept of social capital will be key to individual and organizational success throughout the twenty‐first century. Social capital is the stock of accumulated resources that one can access based on the relationships that can aid or be leveraged in accomplishing an end or furthering a pursuit. Several attributes of social capital are explored that distinguish it from other forms of capital; namely, physical, financial, human, market, intellectual, and knowledge capital. These attributes considered are capital’s transferability, controllability, fungibility, entropy, and synergy. Implications for career development and one’s ability to contribute to organization effectiveness are discussed, as well as management practices affecting the development of social capital. Concludes with propositions for future research.

Purpose -The purpose of this paper is to develop an integrative process model that explains the mechanisms through which intrinsic motivation can influence career self-management and subsequent subjective and objective career success. Design/methodology/approach -Research on career self-management can benefit by incorporating an intrinsic motivation perspective. The paper proposes a model that depicts how four components of intrinsic motivation -meaningfulness, competence, choice, and progress -can contribute to career self-management. Findings -Because the manuscript is conceptual and theoretical in nature, there are no empirical findings to discuss. The paper does, however, advance six testable research propositions linking components of intrinsic motivation to career self-management and career success.Research limitations/implications -The model is most applicable for individuals who have some level of control over their own career choices and mobility. Also, we focus on intrinsic, rather than extrinsic, motivation, and we consider psychological and sense-making aspects of motivation rather than structural and task-based aspects. Propositions are advanced to be tested in future research; future research can use the model as a platform from which to study the connection between intrinsic motivation and career self-management. Practical implications -The paper describes how the model can be applied to help individuals navigate the realities and challenges of their careers. Originality/value -Prior research has not specified the exact mechanisms through which intrinsic motivation may guide career self-management. This paper provides an integrated process model addressing this need with relevance to researchers, career management professionals, and individuals.

This study explores the role of HR practices for individual and organizational success via a survey of 4,811 employees from 32 units of 28 companies operating in India. We report on employee perceptions of the effectiveness of three specifi c human resource practices within their fi rms and the relationship of these practices to career success, performance, and potential. Companies operating in India appear to be creating strong human resource climates based on structured HR practices in performance management, professional development, and normalized performance ratings. The perceived effectiveness of these HR practices infl uences employees' perceptions of career success and, to a lesser extent, organizationally rated performance and potential. We report differences in perceptions of HR practices among national, international, and global companies and among the industries of information technology (IT), manufacturing, and services. The relationship to perceived HR practices and outcomes was partially contingent on fi rm geographic scope and industry sector. Implications for research and practice are discussed.PM 1: The process of goal setting brings the best out of me. PM 2: The standards used for measuring performance are fair and clearly understood. PM 3: The evaluation of performance is done in a transparent and objective manner. PM 4: Feedback on performance is given in a way that helps me to "grow" and feel inspired to give my best.