A CROSS-CULTURAL COMPARATIVE ANALYSIS OF GUANXI AND SIFARISH AS INFORMAL SOCIAL NETWORKS IN RECRUITMENT AND SELECTION

Abstract

This research compares and reports on distinct similarities and differences between guanxi and sifarish as informal social networks in recruitment and selection based on culture context. To enrich, GLOBE Study’s nine dimensions of culture were used to identify distinct similarities and differences between guanxi and sifarish in culture context. An evident lack of exploratory research using comparative approach provided an opportunity to develop an insight of the phenomenon as well as understand the reasons of their presence. Drawing on social network theory, a micro-level analysis initiated managerial perspective towards use of guanxi and sifarish in recruitment and selection. To address research gaps, using purposive sampling, in-depth open ended semi-structured interviews of 22 middle-to-senior level managers and 2 industry experts were conducted, leading to thematic analysis. Study observed some major similarities and some fundamental differences between guanxi and sifarish. Both uniquely serve as building blocks of their society, developed through reciprocation and ties of trust over a period and play major role in social network cohesion when selecting at work. Guanxi draws on heterogeneous groups (weak ties) and more accessible to outsiders with loose emotional propensities influencing recruitment and selection. Whereas, sifarish draws on homogenous groups (strong ties) with less freedom for diversity, hence “strength of strong ties” seemed more realistic notion for Pakistani managers. Original contribution of this research lies in comparatively exploring use of informal social networks (guanxi and sifarish) in recruitment and selection in culture context. Informal social networks may benefit managers along with merit-based system at informational level by creating a hybrid recruitment and selection system. Unfolding guanxi in a non-Chinese environment marked its strength. Study recommends future interdisciplinary studies with larger sample size using multi-level analysis (employees and managers) and different research methods (multi-case study, mix-methods) with other factors (political and socio-economic) for conceptual precision and triangulation of empirical findings across other societies.