Thesis on "Web 2.0 Technologies on Human Resource Development"

Thesis 3 pages (1213 words) Sources: 6 Style: APA

[EXCERPT] . . . .

Web 2.0 Technologies on Human Resource Development

The continual impact of Web 2.0 technologies (O'Reilly, 2006) on collaborative software applications including social networks (Bernoff, Li, 2008) is redefining the most fundamental processes and systems that government organizations rely on for managing their human resources. The intent of this analysis is to evaluate how pervasive the impacts of Web 2.0 technologies are in the processes of managing human resources throughout the U.S. And other governments globally. The effectiveness of Web 2.0 technologies and social networking can be seen in the well orchestrated Presidential campaign Barak Obama ran, where the eventual President was able to communicate with greater authenticity, immediacy and trust using these technologies than his rivals (Greengard, 2009). Certainly there is the potential for these same benefits to accrue to human resource development departments in government organizations globally as well.

Web 2.0's Impact on Human Resource Management

The underlying tenets and design principles of Web 2.0 (O'Reilly, 2006) are shown in the Web 2.0 Meme Map in Appendix a and are the basis of the applications shown in Appendix B. The translating of greater levels of collaboration and information sharing that are predominant in social networking applications are being increasingly applied to government, leading to the term Government 2.0 (Mintz, 2007). The implications of these development efforts has been to drastically reduce the lag time in communications between government agencies, leading human resources development teams to be able to deliver more effective programs, training and support than had been possible previously (Mintz, 2007).

The Obama Administration, realizing how effective Web 2.0 and social networking strategies are, has begun to rely on them for their cloud computing and application deployment strategies throughout all branches of government. This has had the effect of augmenting and strengthening the development of human resources development programs by making them more accountable and transparent regarding results (McCluskey, Korobow, 2009). Implementing social programs and then evaluating them through a Total Quality Management (TQM) approach is also critically important given the open-ended nature of social networks needing accountability to deliver measurable performance (Bergvall-Kareborn, Bergquist, Klefsjo, 2009). While social networks are often criticized for their lack of congruity over the long-term to strategic objectives, their use in government organizations, managed under the governance of human resource development, is becoming critical to mission attainment (McCluskey, Korobow, 2009). Examples of how social networks are used for triage of natural disasters, both real and in simulation from the Japanese government, illustrate how effective Web 2.0 technologies can be in managing human resources on a large scale (Schellong, 2008).

Governance of Social Networking Platforms

The most critical aspect of managing Web 2.0 technologies in government organizations is assessing how resistance to change can be averted, system adoption increased, and human resources can be optimized for their roles and missions. The area of governance policy designs and their implications on the use of highly collaborative, yet secured applications internal to government organizations is critical to overcoming resistance to change (McCluskey, Korobow, 2009). Just as with previous generations of technologies significantly changed key business processes, so is the case with Web 2.0 and social networking platforms.

The essential aspects of how change can best be planned and executed is an area called change management which includes Business Process Management (BPM) and Business process Re-Engineering (BPR). For any long-term changes to be effective in a government organization, it is critical that the underlying information, service and support strategies are also streamlined through BPR techniques and planning (Abdolvand, Albadvi, Ferdowsi, 2008). By involving associates in a government agency in the change, they become less resistant to it and tend to take… READ MORE

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