The Impact of Social Networking on HR Management
Social networking, cultural context, and strategic engagement are the key themes that impact the management of human resources and organisations at large. Social networking is a critical theme in the management of people and organisations, especially in contemporary society. Following the underlying technological development, a lot of transformations have occurred in the human resource management industry. The functions of human resource managers are currently influenced by the numerous emerging forms of social media such as Facebook, LinkedIn, Xing, and Twitter. On the other hand, cultural context impacts the implementation of the collaborative culture within the organisation setting. The management should exercise cultural competence to establish a positive and more productive organisational culture that can impress partnership to realise the overall goal. The theme provides the framework upon which managers interact with the employees to ensure that they are aligned to the goals and objectives of the organisation. Strategic engagement helps the managers to remind the employees and other stakeholders of the company’s cultures and the significance of doing so. This solution is set to explore social networking, strategic engagement, and cultural context themes of organisational and human resource management, evaluate the underlying theories of practice, establish issues that are pertinent to the themes, and recommend solutions for future practice.
Today, people within and outside the organisation can interact via social media platforms (social networking sites). Similarly, a lot of people and organisations create robust information on social media platforms. These social networking sites are now used as resources as most of the information stored on such sites is used to serve the purposes of the employees, organisations, and even the public. Most organisations make use of this information because of its unlimited accessibility and free of the cost associated with it. Today, viable candidates can be recruited by utilising social media sites such as LinkedIn, where the profile of an individual can easily be seen to determine whether or not they are potential candidates (Hosain, 2021). Today, social networking sites are used for various functions within the human resource department. Typical examples of these functions include recruitment, selection, and pre-employment background check on the candidates. Social media platforms are the best for attracting potential external candidates for positions within the organisation. External candidates are crucial in making transformations that call upon the introduction of creativity within the firm. According to Clarke, Higgs & Meyer (2011), restructuring the top management roles was imperative in curbing the National Police Improvement Agency (NPIA) problems in the UK. The restructuring aimed at creating a new and integrated directorate. However, external recruitment was necessary for the effective implementation of the structure. Social networking sites are used for employees’ communication, training, development, team building, and onboarding in the organisational setting. According to the response by employees at Visa Europe organisation, the underlying culture change played a significant role in forming a network that connected colleagues who had never even come into physical contact with each other within the organisation (Clarke, Higgs & Meyer, 2011). Therefore, the importance of social networking in managing people and the organisation at large cannot be ignored.
Cultural Context in Organizational Management
Over the years, numerous job sites such as Careerbuilder.com have been utilised to draw the attention of job seekers and recruit potential candidates within organisations. The utilisation of such websites minimises the overall cost of recruitment by more than 70 per cent by reducing travel expenses during the recruitment process (Nessller, 2014). According to Melanthiou et al., 2015, the adoption of the web in recruiting candidates is referred to as electronic recruitment. Social media has also been utilised in branding, background checking, selection, and recruitment of candidates. According to Hosain and Liu (2020), organisations today run their own Facebook and LinkedIn pages for job advertisement purposes. In 2017, Facebook authority assured support for organisations in directing their advertisements through the introduction of a novel attribute (Take the Work Out of hiring, 2017). The introduction of the “jobs bookmarks” on Facebook also enables job seekers to easily find the available job opportunities posted by different organisations on Facebook pages (Spellmann, 2018).
The increased utilisation of social networking sites in the human resource department is fueled by the numerous advantages associated with the initiative. For instance, social media platforms save time and the overall cost of recruitment. According to Petre et al., 2016, social networking sites have superior competence rates that have enabled them to have lesser expenses and time requirements in making decisions regarding employment. For instance, introducing an advert on a social networking platform is almost free, unlike acquiring a domain web or publishing an advertisement in a newspaper. On the same note, any errors made on a social networking site publication can easily be identified and amended accordingly. On the same note, society today is much concerned with corporate social responsibility. An organisation that engages in corporate social responsibility operations like charity giving, environmental conservation, and energy-saving attracts more recruits and customers for its products. Yet, utilising social networking sites for the recruitment, selection, and gauging of candidates minimises the use of paper works among the applicants, hence conserving the external environment.
Furthermore, social networking sites provide hidden information about the participants that cannot be found when other options are used for the recruitment process. Such information includes the candidates’ friendship network, interests, hobbies, behavioural prototype, and personality (Hosain and Liu, 2020). Such information is imperative in understanding the candidates more before making them part of the organisation. On the same note, such data is critical in managing a diverse set of individuals based on their individual needs for the welfare of the entire organisation. Based on the Visa Europe case study, the company had to go through numerous changes to focus business operations on an individual (Clarke, Higgs & Meyer, 2011). Even though there was some initial scepticism regarding the focus on individual aspirations, values, and contributions, the ideology formed the basis for mega transformations. Primarily, the individual roles towards the organisation’s success had to be established (Clarke, Higgs & Meyer, 2011). According to Hosain and Liu (2020), proper management of an organisation requires an unemployed collection of competencies which can only be determined among non-active job seekers on social networking sites. The maintenance of a good reputation of the organisation depends on the ability to prevent negligence hiring that may result in lawsuits and haunt the organisation in the future. Thus, hiring professionals must gain as much information as possible regarding their future workforce to make rational decisions during the recruitment, selection, and general hiring process. Social networking platforms have proven to be beneficial in providing a bulk of information regarding the candidates for appropriate examination and decision making.
Strategic Engagement in HR Management
Social networking is well-established as a brand and customer-oriented set of tools. Social media is said to be linked to internal effectiveness within an organisation (Haghshenas, & Sadeghzadeh, 2019). Effective organisational goals are achieved when the governance and strategy are linked with social media tools. On the same note, social media promotes creativity and innovation in the management of organisations by placing new demands on the corporate culture within the organisation (Haghshenas & Sadeghzadeh, 2019). On the same note, social media platforms provide the opportunity to showcase trust and transparency in providing employees with the information required in the management of platforms because whoever is mandated with carrying out these operations must possess a proper understanding of business operations (Haghshenas, & Sadeghzadeh, 2019). The willingness to share this information with a large network of individuals on social media platforms creates a sense of trust and transparency within the organisation. However, an organisational manager must be able to put a degree of control on the kind of information shared with the public to avoid tainting the organisation’s reputation.
Even though utilising social networking in the management of organisations and humans is linked with plenty of advantages, improper utilisation of the initiative in the recruitment process may lead to lawsuits (Dennis, 2011). As a result, some researchers have argued that social networking should not be used for official purposes but rather for personal and social communications (Hosain, 2021). According to Broughton et al., 2013, a survey in the United States showed that “lifestyle” rather than employment-related information was the primary cause of rejecting candidates, a disadvantage imposed by social networking. In the UK, provocative and inappropriate information and photographs have made most candidates be rejected for employment (CareerBuilder, 2016). According to Yarbrough (2018), social networking platforms in recruitment can cause unchecked discrimination of candidates.
Cultural context is a significant theme in organisational and human resource management. When managing people, it is imperative to exercise cultural competence and acknowledge the existence of cultural differences among people, especially in international organisations. Managing a culturally diverse workforce is one of the multinational organisations’ fundamental problems. Domestic organisations also face the same problem because they comprise culturally diverse individuals. Cross-cultural management is imperative in defining organisational behaviour in different countries and cultures. Cross-cultural management also plays a critical role in comparing different cultures and promoting proper interactions with customers, employees, alliances, and suppliers. On the other hand, organisational culture refers to the collection of expectations, values, and activities that guide and inform the actions of all the team members within an organisation. For a leader to establish a positive organisational structure, cultural competence is imperative.
Collaboration is a fundamental aspect in managing human resources and the organisation. The collaborative leadership theory was established in the 80s and early 90s by David Chrislip and Carl Larson following their civic leadership and collaboration study. The two scholars defined collaboration as the mutually beneficial relationship between two or more parties that engage in operations that aim to realise common objectives through a shared authority, responsibility, and accountability to realise the outcomes (James, 2012). The collaborative leadership theory assumes that individuals pursue common objectives through cooperation and coordination of their efforts. Realising organisational objectives requires collaboration between different departments or even partnerships with external companies. Yet, effective collaborations call upon forming a good organisational culture that requires cultural competence in the leadership department. For instance, in the quest to provide high-quality and joined-up services while establishing alternatives for delivering improved quality services at a reduced cost, the London Borough of Barnet Housing department established the realisation of the reality from customers’ point of view as a key driver for culture change (Clarke, Higgs, & Meyer, 2011). An individual visiting the service for the first time had to go through various staff better to understand the housing status quo in the city. Some of the individuals to be considered in the process include the registrations officer, temporary accommodations officer, allocations officer, and income officer. Yet, every individual has their cultural background and personality (Clarke, Higgs, & Meyer, 2011). Hence, realising predetermined organisational goals requires cultural competence to manage different stakeholders towards a common direction.
Social Networking: Recruitment and HR Departmental Functions
The challenges faced by Visa Europe organisation upon detachment from being a branch of Visa International to being incorporated as a private stock company showcase the need for collaboration and partnerships in organisations. For instance, the company had to experience an increase in staff from 400 individuals to 1500 people (Clarke, Higgs, & Meyer, 2011). On the same note, there was a need to transform from a small and flexible organisation into a large free-standing firm. Also, the company was supposed to transform from a more networked culture firm to a large organisation without losing entrepreneurial, creative, and flexible behaviours.
The culture of partnerships is showcased by the Children’s Trust Southampton, whose aim was to bring together a range of services and agencies for reconfiguring the services that emphasise the needs of children and young individuals within the borough. Designing an organisational structure is one of the culture change operations of the firm. The organisation developed the values to support the organisation’s strategy and culture. These values form the organisational culture as the key promoter of effective organisational management. A positive organisational structure must incorporate the perspectives of all the members of the organisation. Change agents in the program acknowledged that staff involvement was limited in the culture change process (Clarke, Higgs, & Meyer, 2011). During the National Police Improvement Agency culture change initiative, staff involvement was also ignored.
Moreover, the theme of strategic engagement is very crucial for the organisation of people and management. The theme provides the framework upon which managers interact with the employees to ensure that they are aligned to the goals and objectives of the organisation. Strategic engagement helps the managers to remind the employees and other stakeholders of the company’s cultures and the significance of doing so. The theme will facilitate going back on track of the company’s employees without feeling offended for being reminded of how things are done in the company. In the long run, the company will achieve its goals.
There are various ways in which the theory and practice of this theme remain relevant in the culture of various nationals (Bader, 2021). For instance, in the United Kingdom, the theme is highly appreciated in various companies as it facilitates or enhances employee retention. The theme aid in ensuring all the employees in the given company feel part of the company as they are comfortable with their working environment since they are allowed to grow professionally. Before the outbreak of Covid-19, only 58% of the employees in the United Kingdom were satisfied with their work as they were allowed to grow professionally through subjection to training as one of the cultures of the various organisations (Clarke, Higgs, & Meyer, 2011). On the other hand, only 36% of employees feel engaged in their work in the United States (Bader, 2021). However, most of them feel not appreciated by their managers or employees. In addition, neither are they consulted whenever major decisions are made concerning the company. Also, they are not allowed to grow through being allowed to undergo training and remain competitive. Therefore, the strategic engagement model will be crucial to these nations as it will help the employees and the clients understand and adhere to the organisation’s cultures. For instance, making employee training part of the organisation’s culture will equip the employees with the relevant skills, which will make them not only competitive but also effectively meet the company’s goals. Additionally, the engagement will make the employees feel appreciated and part of the company and will not find it hard to abide by its culture.
Advantages of Social Networking in HR Management
The strategic engagement theme is very crucial for the management of people and the enhancement of the culture of any given organisation. For instance, when both the clients and employees are strategically engaged within the organisation’s activities, it will be easier for the company or organisation to initiate a culture change without much rebellion (Paajanen, 2019). This will be attributed to the fact that these people are aware of the company’s existing culture. It will be possible and efficient for the management to convince both the clients, employees and other company stakeholders about the significance of changing its culture. Moreover, their adoption will also be quite high compared to those who are not engaged. For instance, when the Visa Europe company decided to change its culture, it faced some rebellion since its employee and clients were not well engaged (Clarke, Higgs & Meyer, 2011). Therefore, they could not easily understand why the company had to change its name and how it performed its tasks. However, after realising that, it took the initiative of engaging its essential stakeholders, such as interviewing the top management staff, focusing on the needs of the customers, and ensuring they understand the need for a change of culture and why they should support the company in meeting its goals and objectives (Stocker et al.,2020).
Also, the Children’s Trust Southampton realised the significance of engaging its stakeholders while making cultural change. The company realised that engaging the top managers as the change agents will be crucial in ensuring the changing process of the organisations’ culture of very efficient and aligns with the goals and objectives of the society (Clarke, Higgs, & Meyer, 2011). In addition, the organisation also involved the other staff members in the implementation process and helped them feel part of the company.
Based on the analysis, I would recommend a series of initiatives for appropriate organisational and human resource management. For instance, adopting strategic engagement theory is critical due to the vast importance to organisations. Organisational managers must always prioritise the needs of the stakeholders and always find a way of ensuring they feel part of the organisation. In so doing, they shall understand the company’s culture very well, and when to change the culture and structure of the company emerges. Furthermore, including the perspectives of organisational staffs aids in luring their input for the realisation of the overall goals of the firm. Besides, the implementation process will also be very efficient as there will be little or no rebellion.
Similarly, I would recommend for the implementation of social networking for enhancing effective communication withing the organisational setting. The application of social networking in an organisation is critical in understanding individua staff values and enhancing their input into organsational decisions. The aim is to maintain and get their support for the organisation. This can have been achieved by summarising each stakeholder’s status, deciding what is to be achieved from each stakeholder, and determining the key message for each stakeholder. However, organisational managers must be conversant with appropriate utilisation of social media to avoid law suits. Similarly, appropriate screening of candidates is recommended to avoid the potential risk of law suits.
Also, companies should always notify their stakeholders of possible strategic plans in advance to make their decision on them before implementation. Transparency is crucial in engaging with the stakeholders as the company will gain the trust of the stakeholders ‘and it will be quite easier to request and implement a new culture without substantial opposition.
Finally, the cultural context is imperative in shaping effective transformations in an organisation. Similarly, it is imperative to promote collaboration and inclusivity for effective leadership. The exclusion issue can be eliminated by appropriately implementing the collaborative leadership theory. Above all, it is imperative to use social networking appropriately to promote effective communication among internal members to properly collect and analyse their views, opinions, and expectations towards the culture change initiative.
References
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Dennis, C.M. (2011). Legal implications of employee social media use. Massachusetts Law Review, Vol. 93 No. 4, pp. 380-396.
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Stocker, F., de Arruda, M. P., de Mascena, K. M., & Boaventura, J. M. (2020). Stakeholder engagement in sustainability reporting: a classification model. Corporate Social Responsibility and Environmental Management, 27(5), 2071-2080.
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