Key Elements of Social Media Policy

This presentation discusses the concept, meaning, significance, characteristics, and consequences of social media policy. It highlights the importance of having an effective social media policy for increasing workforce loyalty, avoiding harmful posts, protecting brand reputation, and preventing confidential information misuse. The presentation also covers the characteristics of an effective social media policy and the consequences of having a berating policy. References are provided for further reading.

The key elements of social
media policy

The concept of social media
The social media is the digital platform where the individual
works with the information and interacting with others who are far
from and share the information. For example, Facebook, Twitter,
LinkedIn etc. (Zarrella 2009).

The meaning of social media policy
The social media policy is a strategic framework which assist
the workforce for posting the right content at right place in the right
time (Culnan, McHugh & Zubillaga 2010).

The significance of social media policy
 For increasing workforce loyalty.
 To clearly communicate the job responsibility with employees which are related
to social media (Leader-Chivee Hamilton & Cowan 2008).
 For avoiding any harmful post on the social media platform.
 Shield the brand reputation for damage
 Prevent the confidential information to misuse.
 To build a healthy relationship with the consumer as well employees.
 For avoiding the legal exposer (Vaast & Kaganer 2013)

Characteristics of effective social media policy
 It should be clear and simple.
 Motivates the workforce for the correct use of social media plate form (Sanderson
2011).
 Consists of an effective regulatory framework.
 High ethical standard for employees
 Secure confidential information (Ravenscroft et al. 2012).

Consequences of the berating policy
 It assists the workforce to effectively use social media.
 Enhance the brand value in the consumer though positive posting.
 Reduce the wastage of time in accessing personal social media accounts (Culnan,
McHugh & Zubillaga 2010).
 Streamline the business operation on the digital platform by increasing workforce
concentration.
 Build an effective relation with consumers (Gallaugher & Ransbotham 2010).

References
 Culnan, MJ, McHugh, PJ and Zubillaga, JI 2010, ‘How large US companies can use Twitter and other
social media to gain business value’ MIS Quarterly Executive, 9(4).
 Gallaugher, J and Ransbotham, S 2010, ‘Social media and customer dialog management at
Starbucks’ MIS Quarterly Executive, 9(4).
 Leader-Chivee, L, Hamilton, BA and Cowan, E 2008, ‘Networking the way to success: online social
networks for workplace and competitive advantage’ People & Strategy, 31(4), pp.40-47.
 Ravenscroft, A, Schmidt, A, Cook, J and Bradley, C 2012, ‘Designing social media for informal
learning and knowledge maturing in the digital workplace’ Journal of Computer Assisted
Learning, 28(3), pp.235-249.
 Sanderson, J 2011, ‘To tweet or not to tweet: Exploring Division I athletic departments’ social-media
policies’ International Journal of Sport Communication, 4(4), pp.492-513.
 Vaast, E and Kaganer, E 2013, ‘Social media affordances and governance in the workplace: An
examination of organizational policies’ Journal of computer-mediated communication, 19(1), pp.78-
101.
 Zarrella, D 2009, The social media marketing book, O'Reilly Media, Inc.

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