The reminder of the paper is organised as follows. The next section presents an
overview of literature on the HRM role of managers, and how the concept of social
capital, with its structural, relational and cognitive dimensions, may be useful
in framing an analysis of the design and implementation of HRM practices in
organisations. This is followed by discussion of the research methods. Findings are
presented in the third section. Finally, implications for practice and directions for
future research are discussed