The Mediating Role of Social Capital in the Impact of Knowledge-based Human Resource Management Practices System on Innovative Job Performance

The purpose of this study is to investigate the mediating role of social capital in the impact of knowledge-based human resource management practices on innovative job performance (Case study: West Mazandaran Electricity Offices). The research method is descriptive-correlational in nature and applied in terms of purpose. The statistical population of the study consisted of 187 employees of western electricity departments of Mazandaran province, of which 124 people were selected based on Krejcie and Morgan table and stratified random sampling as the sample size of the study. The collection tools include the questionnaires of human resource management practices of Lapak and Snell (2002), Putnam Social Capital (1999) and the innovative job performance of Scott and Brass (1994). In order to analyze the data, the structural equation method of LISREL statistical software and SPSS statistical software were used. Findings showed that knowledge-based human resource management practices have a positive and significant effect on innovative job performance, and the social capital component has the greatest impact on innovative job performance. The results showed that social capital has increasingly mediated the impact of knowledge-based human resource management practices on innovative job performance.