Translation of HR Social Application for Employee Engagement: A Qualitative Case Study

HR social application (HRSA) is a relatively new social application used by organizations. However, initial research suggests that organizations are struggling to engage employees with HRSA. Drawing on social exchange theory (SET), this research is aimed at investigating and evaluating the translation of HRSA, identifying factors that affect employees′ engagement with HRSA. A qualitative case study methodology was employed, utilizing triangulated data sources, including 31 interviews and a 2‐year document analysis that covered 363 computerized typewritten comments submitted by employees. This research found that the vast majority of employees were disengaged with HRSA due to mistranslation. Moreover, the employer′s placement of the filtration process was found to affect user‐generated content, which delays or rejects submitted comments. The findings revealed that HRSAs were mistranslated and ultimately became disengaged applications due to employers′ lack of readiness, expertise in designing/creating HRSAs, and an inadequate understanding of the nature of HRSA. This research made several contributions: theoretical, methodological, empirical, and practical.