The effect ofpersonality, human capital and social network on head hunter''s job performance

• Main Authors: Shan-Shan Wang, 王珊珊
• Other Authors: Ping-Lung Hsin
• Format: Others
• Language: zh-TW
• Published: 2009
• Online Access: http://ndltd.ncl.edu.tw/handle/re5g94

碩士 === 國立中山大學 === 人力資源管理研究所 === 97 === Executive search recruiting by head hunters have been the main and important human resources strategy. In the past, there are a few thesis topics on executive search recruiter (head hunter), and all of these studies focus on either executive search industry or the competency of executive search recruiter. This study surveyed a sample of executive search recruiters island wide, and learn the effects of hunter hunter’s personality trait, human capital and social network on job performance. A brief version of Goldberg’s Unipolar Big-Five Markers was used to evaluate head hunters; as for social networks we focus on four properties of the social network that have been identified as important in the study of executives'' networks: the propensity to network, the scope of the network, the strength of ties with network members, and the prestige of network members. The effective sample is 65 after deleting two ineffective questionnaires. The result after regression analysis is as follows: 1. Head hunter’s current job seniority and the seniority of their past original professional field before being a head hunter have a positive impact on their job performance. 2. Having master degree or not and the total seniority of being a head hunter have no obvious impact on job performance. 3. The personality trait of head hunter has impact on their subjective job performance but has no impact on their objective job performance. 4. Head hunter’s social network has no impact on their job performance.