Brian Casey’s policy concerning employee social media postings that are derogatory toward Builder Electro
Brian Casey should not decide on a policy by himself. This issue is complicated, and thus the company’s management team should be involved in the decision-making process. Social media has an unparalleled influence on people in the contemporary world, and thus it can easily change the company’s reputation based on what people access via online platforms. Also, it is important to realize that the employees’ postings, albeit offensive to him as a person, have great benefits to the company. Thus this issue requires urgent attention (Gilroy, 2010, p. 19). Employees have been expressing their feelings and attitudes towards the company products and management, even though in a very offensive way. Therefore, Brian should consult the management team and, if possible, involve employees in the process, and establish an internal communication channel where individuals can express their attitudes freely for the benefits of the company (Van de Merwe & Van Heerden, 2009, p. 66). In light of this understanding, Brian should not attempt to develop a policy that bans the derogatory postings as this move will have no benefits to the company. It will not help in improving the employees’ work environment, which has been expressed as a matter of concern in some postings (Brown & Vaughn, 2011, p. 222).
A leadership theory to help Casey decide whether he should make an individual or a group decision concerning the employee Internet postings
The best leadership theory that Casey should apply is the contingency theory. This theory will help him to focus on particular issues that are related to the working environment before making any decision. The theory holds that there is no perfect leadership style, as every style is suitable for some situations. First, Brian has to apply the transformational leadership style, which allows a leader to consider the needs and human dignity of his/her followers in the decision-making process. Internet postings are beneficial to the company as they indicate the type of relationship that is set between managers and employees. On the other side, such postings are harmful because they are in the public domain. Thus any wrangles between the management and workers can damage a company’s reputation after exposure via online platforms (Northouse, 2010, p. 52).
Also, the comments made about the quality of the company’s products are important for the company, and they should be viewed as the customers’ feedback, but not as employees’ derogatory postings because such messages alert the company to maintain high-quality standards for all products before releasing them to the market. Transformational leadership allows other people to contribute to the decision-making process to ensure that the decisions made incorporate the views of other stakeholders. Transformational leadership will help Casey to listen to the views of other people who might express their attitudes that, when taken care of will help the company to achieve its objectives and enhance the employees’ working environments.
Casey’s attempt to block an employee’s right to freedom of speech
The international industrial law requires employers to have a well-established communication channel with employees in the working environment (Befort & Budd, 2009, p. 35). However, this case indicates a failure in adherence to such requirements by the law because if the communication channel existed, the employees’ grievances would have been attended, thus avoiding the posting of the derogatory messages on the social media. Freedom of speech is a basic human right, and if violated, it could result in far-reaching consequences in the contemporary world of advanced communication technology.
Social media can be managed easily in a working environment. Some companies have policies that ban employees from accessing social media in the work environment, while others have access to employees’ social media accounts. However, employees can access the social media freely from their mobile phone devices and have undisclosed accounts within which they can communicate behind their managers’ back (Colling & Terry, 2010, p. 401). Therefore, the management of social media in a working environment is a complex matter. Social media management is done in work environments for different reasons. Still, the two main ones include preventing employees from spending work time on social media platforms and precluding derogatory postings about the company. Employers should have value for their money, and thus manage social media as a way of enhancing this objective because online platforms are addictive and this aspect leads to the wastage of precious working time, which leads to poor performance and minimal productivity.
Also, employees prefer using social media as a business communication tool to air their grievances, and managers view this aspect as an inappropriate channel of communicating internal matters. Hence, the management introduces policies that prevent employees from using social media in the workplace. Casey’s attempt to stop employees from using social media is in bad faith because his objective is to hide the existing company’s poor working environment from the public. Hence, his move amounts to a denial of freedom of speech as opposed to other cases where social media is managed to enhance the employees’ contribution to the running of companies. Therefore, Casey should involve a group of individuals in the decision-making process and ensure that he acts as a transformational leader (Banfield & Kay, 2012, p. 114).
References
Banfield, P., & Kay, R. (2012). Introduction to Human Resource Management. London, UK: Oxford University Press. Web.
Befort, F., & Budd, W. (2009). Invisible Hands, Invisible Objectives: Bringing Workplace Law and Public Policy into Focus. Redwood City, CA: Stanford University Press. Web.
Brown, V., & Vaughn, E. (2011). The writing on the (Facebook) wall: The use of social networking sites in hiring decisions. Journal of Business Psychology, 26(2), 219-225.
Colling, T., & Terry, M. (2010). Industrial Relations: Theory and Practice. New York, NY: John Wiley & Sons. Web.
Gilroy, M. (2010). Higher education migrates to YouTube and social networks. Education Digest, 75(7), 18-22.
Northouse, P. (2010). Leadership: Theory and Practice. Detroit, MI: Sage.
Van der Merwe, R., & Van Heerden, G. (2009). Finding and utilizing opinion leaders: Social networks and the power of relationships. South African Journal of Business Management, 40(3), 65-76.