Social Media in Human Resources Management - Literature review Example

Social Media in Human Resources Management Social Media in Human Resources Management IntroductionHuman resource management has undergone several changes to keep up with increased competition and dynamic business approaches. Social media, on the other hand, has played a significant role in increasing the competitive advantage of human resource departments (Bondarouk 2013). As a result, most departments have adopted social media in carrying out their indoor and outdoor activities. The advancements in technology and adoption of the internet have facilitated the use of social media in the human resource sectors. Consequently, the use of social media has led to both negative and positive impacts in human resources. Role of Social Media In The Current Trends Of Human Resources Management Companies are established with the aim of maximizing profit hence all the management departments have to implement strategies that lead to increased outputs. According to research, social media has proved to have positive impacts on the maximization of gains and success of the business (Flynn 2012). Human resource departments deal with the employees of the firm and their performance trends (Bondarouk 2013). As a result, to enhance performance and increase outputs, the departments have used social media as a strategy. Supporting Innovation Social media has also proved successful in facilitating innovation and creativity. Employees who seem ‘shy’ at the workplaces to pass ideas about a certain project may use the networks. They can also be used to provide real time solutions through video conferencing that is facilitated by some of the social networks. For example, a human resource manager is able to have a video conference through Twitter and Google+. Different departments are able to offer help on the problems affecting the organization (Bach 2013). Facilitating healthy employee relationships Social media maintains employee relationships at the workplace using various social networks (Sweeney and Craig 2011). Human resource managers to keep in contact with the employees have used platforms such as Face book and Twitter. Since they are easily accessible with the help of the internet, the employees can use the networks to send information or brainstorm even when they are not at their workplaces. Human resource departments have established groups and pages in the social networks that act as ‘mobile offices’ (Sweeney and Craig 2011). The manager is able to issue duties through them and at times get reply via the same networks. The employees are also able to interact and exchange views on approaches that lead to the success of the business. Interpersonal relationships in the workplace help the employees interact and share problems. For example, the platforms may be used as avenues of work sharing. The social networks are also used as links that join all the departments together with their employees together. Cheap and ease of access The human resource department has to work closely with other sectors in the organization to update their statistics on customers, sales and supplies (Pynes 2013). Social platforms can be used to link the sectors and provide better results without the need for other software installations. In the past, companies had to have installations to facilitate video conferencing and call that increased the operational costs. It is only available in companies that have a large capital base. Infant companies can adopt social media to keep employees and customers updated incase of any changes. It also reduces transportation costs that have to be incurred by employees in perpetration of their duties. Some of the workers are able to work from a convenient place and keep in touch using social media. Search and offer for jobs Both employers and job seekers have used social media. Some of the networks such as LinkedIn have been used to present and provide personal profiles on job qualifications (Torres 2011). Human resource managers are using these platforms to access qualified and competent employees easily. Job seekers to link them with the best employers in their job descriptions are using the social networks. Research shows that most of the CEOs prefer short listing candidates from trusted social networks since they have already carried out the vetting processes (Flynn 2012). The increasing connectivity in most of the countries including those in the third world has contributed to the rising job seeking social sites. Additionally, some social networks have facilitated online interviews. Human resource managers do not have to meet the interviewees but can carry out the procedure through the social sites. Other sites have provided video curriculum vitas also known as the ‘Social C.V’. Consequently, social media has simplified the recruiting process. Companies such as Sodexo in the United States have come up with mobile phone applications that can be accessed by the employees. It provides information of the workers and any demotions and promotions in the company. The apps work like social media networks that connect all the employees. Learning Will Be Social Human resource departments prefer social networks because learning by the employees can happen anywhere despite time and geographical location (Pynes 2013). Employees may also be socializing with other people such as family members and customers who may offer recommendations on the running of operations in the organization. The workers can use social media to relay the information to other employees at the workplace. Some of the social networks offer blog spots where employees can socialize with other workers from other firms and learn some of the leadership strategies. It also makes it accessible to find professionals who later act as mentors and advisers for the employees. As a result, experts are using social media to attract more individuals so that they can offer their skills. Performance appraisals and reviews may also be done through the social networks by the concerned departments. The presence of groups in social networks will motivate the employees to work in groups at the work place. According to the group dynamic theory, the social networks will provide the employees with self-confidence and group strategy that helps in the success of the business. Voting in small office elections such as group leaders may be done online through the social networks. CHALLENGES OF SOCIAL MEDIA ON HUMAN RESOURCE MANAGEMENT Social media may also have negative impacts on human resource departments. Individuals may get tempted to spend most of the time in the networks while chatting with friends rather than colleagues. For example, previous researches show that when organizations adopted the internet at the workplaces, employees would spend most of the time browsing sites that do not relate to work descriptions (Fottler and Khatri 2010). Critics claim that without proper monitoring of the employees, they are bound to use the social networks to socialize on anti-work projects. In the case of interpersonal relationships, the social media may be used to spread hate speech among the workers. Group members may have personal differences between them that may lead to the failure of the business. Additionally, some of the workers may use social media as a weapon after activities such as recruitments and firing. Fired employees may use abusive language or even provide rival organizations with sensitive data on some of the strategies. Lack or slow internet connection Social networks depend on the internet for their success. Additionally, use of social media in human resources may lead to unreliable relay of data. Some of the businesses are not able to purchase 3G and 4G networks that offer high-speed internet connectivity. The use of slow internet may not facilitate the use of video conferencing and calls. Hence, companies that rely entirely on social media for their human resource activities may come to a stalemate due to network problems. Hacking of accounts Advancements in technological skills have led to the growth of hackers whose main objective is the destruction of social media accounts and other customers databases. Businesses should not store sensitive information in social media accounts since they are prone to hacking. A companys competition strategies should be stored in secure places. Data from innovations shared in social groups should be deleted or stored in other safe places where hackers cannot access them. Cheap is expensive Some of the firms may find the use of social media as a cheap strategy but without proper care and monitoring could lead to the failure of the business. Sensitive data such as passwords and usernames should not be issued to all the employees. The human resource managers should have proper plans that will include the required data. For example, a hacker may access the companys page or group in social networks and post abusive words that will affect the companys reputation hence leading to business failure. Lack of a screening organization that ensures quality of social networks Increased social networks that are not vetted may affect value and productivity (Smith and Mazin 2011). For example, networks that offer individual qualifications may provide inaccurate data since most of them are after maximizing profits. Human resource managers to be careful in choosing social platforms that offer recruiting services. Violation of privacy The use of social media to monitor employee information and activities may violate the worker’s privacy rights (Waddill and Marquardt 2011). However, it only applies to developed countries that have implemented sophisticated privacy laws. Some companies ask for personal details such as social network passwords before hiring that they used in monitoring their employees. Activists have fought for privacy rights leading to the top networks not offering personal information to employers. IMPACTS OF SOCIAL MEDIA ON HUMAN RESOURCE PROFESSORS Increased surveillance Human resource managers after embracing social media will have increased duties because they have to monitor the social accounts. In extreme cases, it may lead to stress that could cause improper decision-making procedures (Waddill and Marquardt 2011). To some extent, it will lead to increased operational costs due to the need for hiring workers to monitor the accounts and what is being posted by the employees. Increased working hours The managers will have to work extra hours to reply to questions and opinions that have been offered by the employees. Specialists claim that the increased employee roles will increase the manager’s burden. The manager has to stay online most of the time incase he is needed by other departments in the business. Training for accountability purposes The professor is faced with the duty of training some of the employees to ensure that data in social platforms is accountable. He/she also has to scrutinize networks that provide resumes to ensure that only competent and qualified workers are employed. Finally, since data is scattered in many social sites, the manager has to be accountable for the whole package. CONCLUSION The use of social platforms in human resource management has led to success in most of the firms. However, lack of proper social approaches may lead to failure and market exit. With the changing trends in the business sector, social networks will be the foundation of success (Coronas 2005). References Bach, S. (2013). Managing human resources: human resource management in transition (5th ed.). Hoboken, N.J.: Wiley. Bondarouk, T. (2013). Social media in human resources management. Bingley, U.K.: Emerald. Coronas, T. (2005). E-Human resources management managing knowledge people. Hershey, PA: Idea Group Pub. Flynn, N. (2012). The social media handbook rules, policies, and best practices to successfully manage your organizations social media presence, posts, and potential. Hoboken: John Wiley & Sons. Fottler, M. D., & Khatri, N. (2010). Strategic human resource management in health care. Bingley, UK: Emerald. Pynes, J. (2013). Human resources management for public and nonprofit organizations a strategic approach (4th ed.). San Francisco, Calif.: Jossey-Bass. Smith, S. A., & Mazin, R. A. (2011). The HR answer book an indispensable guide for managers and human resources professionals (2nd ed.). New York: American Management Association. Sweeney, S., & Craig, R. (2011). Social media for business 101 ways to grow your business without wasting your time. Gulf Breeze, FL: Maximum Press:. Torres, J. (2011). Human resources guide to social media risks. Redondo Beach, CA: Jesse Torres. Waddill, D. D., & Marquardt, M. J. (2011). The e-HR advantage the complete handbook for technology-enabled human resources. Boston, MA: Nicholas Brealey Pub. Read More