Perceptions of government administrators on the use of social networks when performing their roles and responsibilities

Abstract

Technology has evolved almost to the point of being commodity-like in nature. Generally, companies invest more in information technology infrastructure than in any other aspect. Social network technology within organisations supports innovation, which stimulates collaboration and improves organisational performance. Increases in the utilisation of a social network provide a competitive edge in the knowledge arena and thus improve the operational functions within the organisation. Technology transforms the way people share information and the ability to network with one another within and outside organisations. This is one reason why many companies trust in technology for success. This paper explores the perceptions of government administrators on the use of social networks when performing their roles and responsibilities. The study was conducted in five national government departments and the focus was to understand the benefits of social network technology in the performance of administrative roles and responsibilities. A qualitative research method was employed, within which data was gathered from managers and administrative employees, using open-ended questionnaires, interviews and online questionnaires. It was found that the utility and benefits of social networks were perceived and understood differently by respondents, depending on individual interest. This study has established that the use of social networks can play a vital role in the government sector. However, sound regulatory policies governing the use of technology should be in place as they are crucial when formulating standardised policies. Advanced training is required, specifically on professional correspondence, for social networks to be effectively used.

To cite: Moloto, A.N., Worku, Z. & Sharol, S.M. (2019). Perceptions of government administrators on the use of social networks when performing their roles and responsibilities. Journal of Management & Administration (2019/1), 99–119. https://hdl.handle.net/10520/EJC-1646d0f5ea