Management- aspect of Social Media Use In The Workplace

This presentation explores the management aspect of social media use in the workplace, including its impact on productivity, organizational regulations, and collective labor relations.

Management- aspect of Social Media Use In The Workplace
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Introduction
 As social media has been significantly leveraging
and pervading several aspects of daily life for the US
population in recent times, the workforce has been
no exemption.
 Businesses need to effusively undergo
transformation s in order to address the impact and
demands of social media (Ali-Hassan, Nevo & Wade,
2015).

Social Media Usage in Workplace
 Reports of Ellison, Gibbs and
Weber (2015) have revealed that
for guaranteeing high efficiency at
workplace can be crucial for
companies without properly
establishing legislations and
policies to offer certainty related
to the efficient use of social
media.
 Over 68% of American adults have
been distinguished as Facebook
users resulting Facebook the act
as a prevailing social networking
site in the United States.

Continuation
 Leftheriotis and Giannakos (2014) have noted
that use of social media has developed into
remarkable avenue for successfully identifying
employee achievements at internal as well as
external level.
 Such bases of interaction and competence for
successful recognition which social media has
been offering primarily improve overall
employee morale. Furthermore, employees
showing greater level of job engagement have
higher propensity to retain in that business.

Workplace productivity related to
Social Media Use
 Workplace productivity has been proficiently
maintained or enhanced through
economical, instant, communication
platforms available in social media (Ellison,
Gibbs & Weber, 2015).
 Through social media, employees have
been facilitated with the ability to
immediately communicate with other
employees and clients thus offering
employees with online meeting avenues.

 Recently several employees have reported that
regulations and policies which regulate the way
companies represent them on the digital
platform which has been expected to influence
whether these employees will use social media
(El Ouirdi et al., 2015).
 Reports have revealed that more than 75% of
workers use social media despite any
organizational policy from their employer.
Organizational Regulations And Policies
Related To Workplace Social Media Use

Continuation
 Ali-Hassan, Nevo and Wade (2015)
have stated that simultaneously it has
been revealed that workplace policies
concerning social media use while on
the job tend to have an effect.
 However, workers whose employers
have policies regulating social media
usage at work have fewer propensities
to engage to social media.

The use of social media has
significantly expanded to collective
labour relations
 Ellison, Gibbs and Weber
(2015) have stated that
employers along with union
representatives have
efficiently created prohibited
websites in order to inform
employees as well as unions
of the status of shared
bargaining.
 Such websites have
maintained balanced
workplace relations and avoid
false allegations to hamper
the reputation of company.

Companies Using Social Media
 Several businesses have set up official pages on
social networking sites such as Facebook, Twitter,
Instagram and other social networks in pursuit of
new customers (Bertolotti et al., 2015).
 Cisco social media campaign during election
primarily shed light on generating a highly
constructive outlook for the company’s
prospective business ventures.

Continuation
 Reports have revealed that
the updates of Cisco
highlighted their
technology more corporeal.
This social media
campaign has enabled the
company to be highly
relevant IT infrastructure
to its regular everyday
lives of their target market
(Leftheriotis & Giannakos,
2014).

Negative Impact of Social Media use in
Workplaces
 Regardless of its constructive impacts,
authors have witnessed a radical decline in
efficiency of several companies because of
employees increasing engagement towards
social networking sites for personal purposes
during working hours.
 Moreover, downloading rate of videos by
employees tend to require elevated levels of
bandwidth, further resulting to the increase
of the employers’ expenses (El Ouirdi et al.,
2015).

Continuation
 US employers recently have been developing Safe
Harbor Framework (Safe Harbor) which primarily aims
to guarantee unrestricted flow of personal information.
 This framework has facilitated U.S. enterprises to
participate by declaring in public their conformity with
the Safe Harbor Privacy Principles.
 The Safe Harbor has been serving as one of the
superlative codes of practice that can be functional in
workplace policies when individual employees tends to
reflect on the use and repercussions of social media
during the employment stage (Ellison, Gibbs & Weber,
2015).

Conclusion
 Social media has been serving an indispensible
part of organizational life thus having string
growth trajectory among various segments of
the working population.
 With growing demand of advanced
technologies, the prospective for social media
usage in organizations will benefit individual
employees, teams as well as organizational
production. However sustaining protection from
possible abuses related to these tools serve as
a critical matter for the workplace of the future.

References
 Ali-Hassan, H., Nevo, D., & Wade, M. (2015). Linking dimensions of social
media use to job performance: The role of social capital. The Journal of
Strategic Information Systems, 24(2), 65-89.
 Bertolotti, F., Mattarelli, E., Vignoli, M., & Macrì, D. M. (2015). Exploring the
relationship between multiple team membership and team performance:
The role of social networks and collaborative technology. Research
Policy, 44(4), 911-924.
 El Ouirdi, A., El Ouirdi, M., Segers, J., & Henderickx, E. (2015). Employees'
use of social media technologies: a methodological and thematic
review. Behaviour & Information Technology, 34(5), 454-464.
 Ellison, N. B., Gibbs, J. L., & Weber, M. S. (2015). The use of enterprise
social network sites for knowledge sharing in distributed organizations:
The role of organizational affordances. American Behavioral
Scientist, 59(1), 103-123.
 Leftheriotis, I., & Giannakos, M. N. (2014). Using social media for work:
Losing your time or improving your work?. Computers in Human
Behavior, 31, 134-142.