Methods for Analysis of Social Networks Data in HRD Research

Abstract

The Problem. Many phenomena in human resource development (HRD) research unfold in the social context. Most of the variables HRD researchers study, even if these are individual-level variables, are inevitably affected by the formal and informal network of actors in which an individual finds oneself. This relational influence is commonly ignored in studies of performance, learning, change, and other questions. The Solution. Social networks analysis (SNA) is a methodology that makes it possible to take the relational aspect into account. It allows researchers to model the social capital of an actor and examine how connectivity and position in the network interacts with or influences important outcomes. The Stakeholders. Researchers in the field of HRD will be able to uncover a wealth of new information and gain a new perspective by including SNA in their toolkit. This article provides the researchers with an introduction to the methods and provides suggestions for their application.

Social network analysis and social capital in human resource development research: A practical introduction to R use

“…Organizations consist of people who connect through networks involving work design, staffing, training, career development, and so forth (Yamkovenko & Hatala, ). The significance of informal networks in organizations cannot be underestimated.…”

“…Foundational work in human resource development (HRD) research has focused on learning and performance as either a cognitive process or a function of behavioral change occurring through HRD interventions and applications in workplace practices (Holton, ; Marsick & Watkins, ). Although social relations and interactions are fundamental dimensions sustaining groups within purposeful organizations (Storberg, ), the focus on the attributes of participants in social networks has precluded a deep consideration of how social context in HRD can be furthered by the notion of SNA (Hatala, ; Kilduff & Brass, ; Yamkovenko & Hatala, ). To date, most HRD research has been dominated by frameworks that focus primarily on attribute datasets that record participant perceptions, attitudes, and behaviors regarding specific interests, with little inquiry into relational or social views in HRD as a function of relationships (Akinci & Saunders, ; Stewart & Harte, ).…”

“…Hatala's literature review highlighted the origins and implications of social network theory and pointed to possible directions for HRD research, including social capital analysis, HRD theory‐building, and organizational change. Yamkovenko and Hatala () provided a brief explanation of network indicators and SNA's statistical applications. Storberg‐Walker and Gubbins () explained the deeply connected relationships between contemporary HRD and SNA.…”

“…By examining social capital from the network perspective, HRD may be able to support organizations with better‐informed decisions and design more efficient training and work systems (Storberg, ). By integrating some of the possible interests around SNA and social capital, HRD research acknowledges the opportunities and constraints arising from the social context where actors are embedded (Yamkovenko & Hatala, ). This could generate a more diverse pool of knowledge, ultimately leading to a better understanding of social capital and more effective HRD practices.…”

Factors Influencing the Effective Leadership Succession Planning: Study on A Malaysian GLC

“…Identifying and developing high potential internal employees becomes an integral task of organizational planning and performance (Risher, 2015;Yamkovenko & Hatala, 2015). Competencies and skills of high potential managers of the future leaders are critical components of LSP where the process need to be assessed accordingly and continuously (Moradi, 2014;Hanson, 2013).…”