Review of Public Personnel Administration 2013 Jacobson 84 107

http://rop.sagepub.
com/
Administration
Review of Public Personnel
http://rop.sagepub.com/content/33/1/84
The online version of this article can be found at:
DOI: 10.1177/0734371X12443265
2012
2013 33: 84 originally published online 8 May Review of Public Personnel Administration
Willow S. Jacobson and Shannon Howle Tufts
To Post or Not to Post: Employee Rights and Social Media
Published by:
http://www.sagepublications.com
On behalf of:
Administration
Section on Personnel Administration and Labor Relations of the American Society for Public
can be found at: Review of Public Personnel Administration Additional services and information for
http://rop.sagepub.com/cgi/alerts Email Alerts:
http://rop.sagepub.com/subscriptions Subscriptions:
http://www.sagepub.com/journalsReprints.nav Reprints:
http://www.sagepub.com/journalsPermissions.nav Permissions:
http://rop.sagepub.com/content/33/1/84.refs.html Citations:
at University of Bucharest on May 29, 2014 rop.sagepub.com Downloaded from at University of Bucharest on May 29, 2014 rop.sagepub.com Downloaded from
What is This?
- May 8, 2012 OnlineFirst Version of Record
- Feb 6, 2013 Version of Record >>

at University of Bucharest on May 29, 2014 rop.sagepub.com Downloaded from at University of Bucharest on May 29, 2014 rop.sagepub.com Downloaded from
Review of Public Personnel Administration
33(1) 84 107
2013 SAGE Publications
Reprints and permission:
sagepub.com/journalsPermissions.nav
DOI: 10.1177/0734371X12443265
rop.sagepub.com
443265ROP33110.1177/0734371X12443265Jacobs
on and TuftsReview of Public Personnel Administration
1
University of North Carolina, Chapel Hill, NC, USA
Corresponding Author:
Willow S. Jacobson, Associate Professor, School of Government, MPA Program, The University of
North Carolina at Chapel Hill, CB# 3330 Knapp-Sanders Building, Chapel Hill, NC 27599-3330, USA.
Email: Jacobson@sog.unc.edu
To Post or Not to Post:
Employee Rights and
Social Media
Willow S. Jacobson
1
and Shannon Howle Tufts
1
Abstract
Employing an interdisciplinary approach this research examines the issue of
employee rights in relation to social media policies both on and off the job. The
proliferation of the use and forms of social media in the past 5 years has been
extensive and governments are seeking to capture its power as a communication
and engagement resource. Meanwhile, governments struggle to create appropriate,
legal, and meaningful policies related to employee usage and behavior. Social media
policies are analyzed with attention to the rights of employees. Content analysis
of state government policies provide an overview of the current state of practice
and highlights issues of public employee rights. The article includes a discussion of
key issues of employee rights, recommendations for practice, and identifies future
research needs.
Keywords
social media, employee rights, First Amendment, Fourth Amendment
Introduction
Issues of employee conduct related to social media sites are filling the courts, media
articles, and watercooler conversations. The issue of employee conduct on and off
duty is not a new concern, but this new medium is offering additional and new twists
on old challenges. Recent news stories about employee rights and social media use
include tales of misconduct, coupled with concerns about legal rights. For example,
in Savannah, Georgia, a female firefighter was terminated due to personal photographs
at University of Bucharest on May 29, 2014 rop.sagepub.com Downloaded from
Jacobson and Tufts 85
placed on her private MySpace page. The chief contended that the firefighter was
using her role as a Savannah firefighter to promote herself as a model for other per-
sonal publicity reasons, which violated departmental policy (Skutch, 2009). The
court upheld the termination and denied the firefighters claims of discrimination and
First Amendment protection. In another case, a Staten Island HR manager was fired due
to falsely claiming to be serving jury duty, whereas her Facebook status indicated
she was on vacation in Baltimore (Slattery, 2010). Beyond losing her job, she was
arrested, charged with jury duty summons forgery, and faces up to 14 years in prison
for her crime.
The aforementioned examples speak to a range of issues, including First Amendment
rights, Fourth Amendment rights, conduct policies, and discipline and termination
practices. At the same time, the use of social media for employers of all kinds is being
promoted and greatly lauded. The benefits to citizen participation, transparency,
accountability, and customer service are pushing governments to adopt the use of
social media, making it a part of the work expectation for some employees (Mergel,
2010). Many of these perceived benefits are derived from success found with e-government
efforts to utilize technology in order to improve efficiency and effectiveness and facil-
itate service delivery (Welch, Hinnant, & Moon, 2005). Employee challenges for man-
aging both professional workrelated use of social media and personal off-duty use of
social media are plentiful and add another layer of complexity to the traditional
e-government literature by moving the focus from the citizen to the employee.
The proliferation of social media forms and use has been unprecedented (Lenhart,
Purcell, Smith, & Zickuhr, 2010). Social media tools, practices, and abuses create
additional challenges within workplaces. This new medium does not change the
nature of employees rights, conduct, or expectation, but it does change the medium,
the reach, the speed, and the permanency of their actions. Many organizations are still
trying to determine how and whether they will address these issues within their poli-
cies. Although policies may act to restrict the specific behaviors and conduct of
employees, they also provide clarity of what is permitted, what consequences can be
expected, and what protections are in place. Much of the previous research has focused
on creating policies that protect the employer (Cohen & Cohen, 2007). Little research
has focused on the question from the employees perspective. Although the two inter-
ests, employer and employee, should not be mutually exclusive, it is important to
understand how these policies affect those they apply to. This article examines how
social media policies at the state level are designed and structured, specifically relating
to the treatment of the rights of employees working in state governments in the United
States. This research makes contributions to HRM, employment law, and IT literature
as it relates to the locus of social media policy design and implementation. The analy-
sis allows for an investigation into the standards for social media policies based on
current practice, case law, and strategic management choices. The analysis and recom-
mendations are made with careful consideration to the tensions present in this emerg-
ing area for employers and employees rights, behaviors, and effectiveness.
86 Review of Public Personnel Administration 33(1)
First, a review of literature on social media is provided. Then, a review of the two
key areas of employee legal rights most often discussed in relation to social media are
presented: First and Fourth Amendment protections. Issues related to public sector
employee conduct are also reviewed. A discussion of the methodology is provided
and, finally, the results and a set of future research recommendations conclude the
article.
Literature Review
Social Media
As governments have progressed into the digital age, much of the focus has been on
citizen engagement and service. An emerging part of the e-government movement
includes social media and its role in meeting citizen needs for transparency, account-
ability, accessibility, and participation (Bertot & Jaeger, 2010). Social media has been
defined as a group of Internet-based applications that build on the ideological and
technological foundations of Web 2.0, and that allow the creation and exchange of
user-generated content (Kaplan & Haenlein, 2010). The hallmark applications found
in the social media landscape include Facebook, Twitter, LinkedIn, Flickr, MySpace,
Yammer, and hundreds of others (List of Social Media and Social Networking Sites,
n.d., http://traffikd.com/social-media-websites/).
Due to the massive proliferation of social media, its use by both individuals and
organizations for personal and professional reasons has come to the forefront as a criti-
cal issue at the intersection of human resources and information technology. Facebook
is consistently viewed as the leader among social media tools, and recent metrics
solidify its utility and importance in the lives of individual and organizational users.
Current estimates place the number of Facebook users at more than 800 million, with
more than 51% of all Internet-using people 12 and older in the United States having a
Facebook account (Facebook, 2011). With more than half of the American population
participating on Facebook, the platform offers governments a unique opportunity to
efficiently engage and inform citizens in lean economic times (Grossman, 2010).
Governments have been capitalizing on the opportunity for citizen communication
and connection offered by the social media outlets. In fact, a recent study conducted
by stateline.org indicates that 47 of the 50 U.S. governors have a social media pres-
ence for official governmental communications, with Facebook pages and Twitter
accounts being the most frequently used tools (Mahling, 2011).
Currently, there remains a knowledge gap as neither the egovernment nor the HR
literature address the role of employees and employee conduct with respect to this new
form of communication and engagement and there are many unanswered questions for
government organizations around how to manage both social media and employee.
Rosenbloom and Bailey (2003) underscore the importance of understanding the legal
rights of employees due to the personal liability a state or local government manager
may take on for infringing on the constitutional rights of an employee. Too often, the
IT department is being tasked with managing employee access and participation in
social media endeavors through technical solutions without management involvement
or consideration of human resources issues and challenges. The decision to utilize
technology to mediate a nontechnical, HR issue is problematic at best and creates the
potential for a multitude of legal challenges. This research seeks to add to the IT
knowledge base through a qualitative review of social media policies that highlights
trends and promising practices as well as investigates associated legal issues with
respect to employee rights and social media.
In addition to the high interest in utilizing electronic tools to enhance government
access and transparency as noted in the e-government literature, technology has
changed how HR professionals do and conceptualize their work. For example, the
movement to using technology in the hiring process has been a major change and a
focus of much research (Llorens & Kellough, 2007; Rubaii-Barrett & Wise, 2007).
This effort to use and leverage technology as a tool for better management again sets
the stage for greater use in a professional capacity. The research also provides contri-
bution to the HR literature, providing a holistic view of policies and procedures related
to employee rights and social media.
The preponderance of social media literature focuses on both its promotion and risk
of use in government (Bertot & Jaeger, 2010). Conversely, research related to social
media policies, particularly governmental policies, is limited and few empirical stud-
ies exist. The Center for Technology in Government authored a white paper articulat-
ing the eight essential elements for governmental social media policies in May of 2010
(Hrdinov, Helbig, & Peters, 2010). The elements outlined in the paper provide the
initial framework for assessing state-level social media policies with respect to
employee conduct and rights. Beyond broadening the knowledge base surrounding
governmental social media policy design and implementation, this research speaks to
the issues related to employee rights, an often-overlooked but critically important
component of social media policy formulation and application. The following section
will highlight major trends and research on public employee rights.
Public Employee Rights
Daley notes that Public employment values revolve around three concepts: the merit
principles, political responsiveness, and the protection of individual rights. . . . The
protection of individual rights emphasizes the importance and value attached by our
social contract to each and every individual (2002, p. 247). Employee rights, as
defined in this research, include a broad operational construct, including legal bases,
such as First and Fourth Amendment rights, on-duty acceptable conduct, and off-duty
acceptable conduct. Harassment and discrimination are also included in the opera-
tional framework, as they are critical issues within the traditional employee rights
literature with organizations having a responsibility to provide their employees a safe
workplace (Daley, 2002; Rowan, 2000).
Public sector employees, the focus of this research, maintain a unique relationship
with their employer as both employee and citizen (Allred, 1999; Daley, 2002; Nigro,
Nigro, & Kellough, 2007; Pynes, 2009; Rosenbloom & Bailey, 2003). Daley notes,
Although all employees possess legal right vis--vis the employment relation-
ship or contract, those in the public sector are afforded even greater protec-
tions. Public employees are both employees and citizens. As citizens, they are
extended the basic protection that the federal and state constitutions provide
citizens against abuse of government power. In essence, the Bill of Rights
becomes part of the employment contract. (2002, pp. 235-236)
Public employers differ in how they balance their responsibilities in both employer
employee and governmentcitizen relationships, compared to their private sector
counterparts. Rosenbloom and Bailey concisely summarize the competing concerns
present in the current public service model:
This model balances three often competing concerns: 1). The public employee
or applicants interests as a member of the political community in exercising
constitutional rights and enjoying constitutional protection from arbitrary or
repressive treatment by the governmental employer; 2) the governments inter-
est as an employer in having an efficient and effective workforce; and 3) the
publics interest in the operation of public administration and government more
generally. (2003, p. 30)
Rosenbloom and Bailey go on to clarify that the courts may side with either the
government or employer and depend on how the judge applies the model to the context
and circumstances.
First Amendment and Public Sector Employees
Because of the unique relationship with government, public sector employees have a
different expectation of their free speech rights compared to their private sector coun-
terparts. General First Amendment protection in the public sector applies for speech
at work, away from work, spoken speech, and speech that is disseminated in other
forms of communication; the form of speech is not legally relevant. There is a three-
prong test for determining whether a public employees speech is covered under the
First Amendment (i.e., freedom of speech; McLaughlin, 2010). This is traditionally
called the Pickering test, as it arose from Pickering v. Board of Education (1968),
where the U.S. Supreme Court extended protections to public employees speech
when certain conditions were met because of the employees ability to add substantive
contribution to the free and open debate of the citizenry (Rosenbloom & Bailey,
2003). First, the speech must touch on a matter of public concern. To illustrate this
test of public concern, it is reasonable to assume that an employee complaining about
his or her desk color would not meet the first prong of the test as it is not a matter of
public concern, whereas an employee reporting financial fraud or noting an issue of
public safety would meet the first test. Second, the speech must fall outside of the
employees job duties, per Garcetti v. Ceballos (2006). For example, if a Public
Information Officer, whose job is to serve as the official spokesperson of the jurisdiction,
chooses to use that position and platform to speak against the governing boards deci-
sion about a controversial issue, the speech would fail the test as established in the
Garcetti case.
Third, the employees interest in free speech must outweigh the governments
interest in efficient/effective provision of services. For the third prong, the courts will
consider whether the First Amendment interest of the employee outweigh that of the
efficient and effective provision of services by the government. An example of this
balancing test in action is found in Baird v. Cutler (1995), where a court found that
sarcastic speech by a senior city attorney referencing a possible assassination of Ross
Perot was not protected because the governments interest in protecting its ability to
control employee commentary on important policy issues, that is, gun control, was
paramount to the attorneys interest in free expression (McLaughlin, 2010).
In recent cases related to social media and public employees, there have been two
significant trends related to this balancing test. If an employee is posting on a personal
Facebook account while at work about matters of public concern, then it is likely that
the courts would find such speech more disruptive (and likely unprotected) than an
employee posting from home during nonwork hours (Nolo, 2011). In addition, the
more involved in policy issues an employee is, the more the governments interest will
override the employees First Amendment rights. Finally, although the balance is dif-
ferent, the structure of the law is the same regardless of on- or off-duty status. Heaton
(2011) underscores the challenge many governments are facing regarding writing and
implementing appropriate social media policies that do not infringe on employees
First Amendment rights through a contentious policy implemented in Kent County,
Delaware, that limited employees off-duty options on social media sites use. In this
situation, a consulted law professor expressed the opinion that the ban on speech pro-
posed by this new policy would limit employees free speech rights and inappropri-
ately applies the Garcetti case.
Although social media does not fundamentally change any part of what constitutes
protected employee speech, it does allow for more rapid and lasting record of an
employees behavior. In fact, the courts are not in agreement about protected public
employee speech via social media, evidenced by a recent ruling upholding an employ-
ees freedom of expression rights in a situation that heretofore was not protected. In
Mattingly v. Milligan (2011), an employee in a county clerks office posted negative
commentary on her Facebook page about a newly elected county clerk who had laid
off some staff. Her commentary resulted in her termination and subsequently, she sued
for violation of her First Amendment rights. Historically, complaints about a boss
actions, assuming the actions are legal, would not be protected speech. But the court
upheld her rights, using the reasoning that the speech was made in the public domain,
citizens who were Facebook friends of the plaintiff offered commentary about the lay-
offs, and the posting led to complaints from six citizens to the Clerks Office and
media coverage (Brown, 2011). This case highlights the emergent nature of intersec-
tion between the law and social media and demonstrates how the definition of matters
of public concern may be altered by this new medium for communication.
Fourth Amendment and Public Sector Employees
Public employees also have an expectation of protection under the Fourth Amendment
that is distinct from private sector employee protections. Government employees have
a protection against intrusion, when there is a legitimate expectation of privacy, and
against unreasonable searches and seizures. An expectation of privacy can extend to
computers, electronic devices, stored communication, and so on, by virtue of allowing
password protections and the like. However, employers can remove an expectation of
privacy by creating and consistently applying policies on the issue of privacy. For
example, employers can routinely remind employees that their use of email or other
electronic forms of communication are subject to monitoring and no expectation
of privacy exists (Tabak & Smith, 2005). City of Ontario v. Quon (2010) further
strengthened the government employers right to limit or remove expectations of
privacy with the use of disclaimers, such as policies indicating monitoring or no right
to privacy. In Fourth Amendment cases, the courts employ a balancing test that looks
at the employees privacy rights compared to the importance of government interests,
particularly the reasonableness of a search with respect to work-related purposes for
the said search or seizure. The issue of privacy is a central concern when it comes to
employees use and conduct on social media.
Employee Rights: On- and Off-Duty Conduct
When considering the rights of employees, the expectation is that employees have
rights beyond those constitutionally mandated to citizens. Employees should be able
to expect that employers will create a safe and harassment-free work environment
(Daley, 2002; United States Equal Employment Opportunity Commission, 2011). To
do this, there is a need for of appropriate policies, reporting mechanisms, and enforce-
ment actions (Eberhardt, Moser, & McFadden, 1999). There is still a long way to go
in creating workplaces in which sexual harassment, discrimination, and violence are
no longer issues; managers are finding that with increased electronic communication
mechanisms, there have been an associated increase of electronic harassment
(McMullen, 2011; Tyler, 2008). Some of the harassment has been indirect, in the form
of forwarded jokes or pictures, whereas others has been direct, in the form of cyber
bullying and targeted harassment. Managers, Human Resource departments, and
organizations are continuing to create policies, reporting mechanisms, appropriate
investigation practices, discipline procedures, and training methods that will ensure a
safe and harassment-free work environment. Although policies alone are not a solu-
tion to these issues, they serve as a key and foundational element necessary to begin
to safeguard employees. Within these policies, having a clear understanding of what
practices are not acceptable and what actions will be taken are critical to creating
practical, usable, and enforceable policies (Eberhardt et al., 1999).
Public employees are seen as having greater rights than their private sector counter-
parts in relationship to their personal conduct (Wise, Clemow, Murray, & Bingham, 2004).
Still, off-duty personal conduct can have a direct impact on the employment relation-
ship (Allred, 1999; Wise et al., 2004). In particular, when there is a nexus of conduct,
or the connection between the behavior and the efficiency of the public service is
called into question, the off-duty conduct becomes subject to regulation and inspection
(Allred, 1999). In other words, does the violation affect the employees ability to do
the job for the employer? For example, if a police officer was arrested for DUI (driving
under influence) or a financial analyst was caught embezzling funds from his or her
church, the behavior would cast dispersion upon the public trust of that employee in
his or her official capacity and raise questions about his or her ability to perform his or
her job. In the public safety arena, issues of conduct are often more extreme than for
other employees with issues around conduct unbecoming an officer at the center of
concern. In arguing that public employees have greater personal rights then before,
Wise et al. give the example that . . . gone are the days when a public school teacher
could be terminated for cohabitating with another person out of wedlock (pp. 208-209).
Although this is true, the new electronic reality means that private actions are not just
of interest and concern but are more quickly and widely disseminated. Although a
public school teacher may have no worries about cohabitating, they may need to be
careful of what they do online, as a Boston biology teacher recently found out when a
post she made on Facebook resulted in a quick termination (H.S. Teacher Loses Job,
2010). Through the establishment of codes of conduct, organizations are articulating
the expectations for employees behaviors, as well as disciplinary and termination
consequences.
Another area of concern is the misappropriation of public funds or the use of public
resources for private gain. Public employees are seen as trustees of the publics funds,
and appropriate stewardship extends beyond responsible budgeting decisions into the
actions and uses of public resources by public employees. Examples of forms of disal-
lowed conduct include taking state vehicles for joy rides, using government-owned
telephones for extensive personal calls, or conducting private business for personal
gain over public computers and networks (Lewis & Gilman, 2005). In recent years,
misappropriation of public funds has become a major hot button, with tremendous
scrutiny from citizen watch groups and media outlets alike.
Method
This research examines the question, How employee rights are treated (both
restricted and protected) by social media policies within state governments? To
address this question, a content analysis of state government policies was conducted
by a research team. The sample was gathered in a two-stage process. First, policies,
guidelines, or associated working documents were collected from state websites.
Given that the author or department issuing social media policies varies across the
states, several main websites were searched. Department website searched include
(a) state IT, (b) archives and history (cultural resources), (c). HR, and (d). governors
office. When policies were not available on a state website, the state Chief Information
Officer (CIO) was contacted and the policies were requested (n = 17). Eleven states
responded either providing the policies or indicating they did not have policies. After
collection of all policies associated with social media and IT usage, the policies were
reviewed for inclusion in the study. States were included in the sample if they had a
policy that directly addressed the issue of social media. States use different terms to
describe social media policies and house these policies in different locations, resulting
in the following sample composition: (a) stand-alone social media policies, (b) social
media guidelines, and (c) social media policies that are housed within a larger policy
(often these were within larger IT usage policies). Policies were excluded if they had
no direct treatment of social networking, that is, if an IT usage policy focused on
email use but did not address any form of social media. The final sample was com-
prised of 23 policies or guidelines, which represents all state policies or guidelines
directly addressing social media issues as of July 2011. Through the collection pro-
cess, it became clear that locating information about social media policies is a chal-
lenging undertaking, both in terms of where and how to get the data. Those states with
social media policies, guidelines, or social media specific sections are identified in
Figure 1 (for a listing by name, see Appendix Table 1A).
Within the sample, 43.5% of the documents were social media guidelines, 47.8%
were social media policies, and 8.7% were social mediaspecific sections of larger
policies related to IT. For clarity throughout this article, all three types of documents
Figure 1. Map of states with social media policies included in sample
reviewed are referred to as social media policies. Policies were housed in and created
by a range of different divisions, departments, or officials. Table 1 indicates the pri-
mary authors or owners of the social media policies or guidelines, with IT as the most
common authors of these policies.
Policies were imported and analyzed using the qualitative data analysis software
QSR NVivo (Version 9). The data analysis process included both deductive and induc-
tive approaches and was conducted in several phases. Coding definitions were devel-
oped in order to ensure consistent application and reliability. The policies of each state
were read by the research team of three and an initial deductive coding structure was
applied. Pattern-matching (Yin, 1994) and memoing (Miles & Huberman, 1994) were
used as part of the data analysis process. Initial codes were created based on a review
of both employment rights and social media policy literature on related issues. For
example, Hrdinov et al. (2010) provide a guide on the eight essential elements they
argue should be considered by governments that they believe will resolve many of the
concerns around social media use, these include (1) employee access, (2) account
management, (3) acceptable use, (4) employee conduct, (5) content, (6) security,
(7) legal issues, and (8) citizen conduct. These elements with the exception of exter-
nally focused items like citizen conduct were included in the original coding scheme.
The initial coding structure included such items as who was the author of the policy, if
the policy linked to another agency policy, professional conduct (items in the policy
related to regulating an employees on-duty conduct) and personal conduct (items in
the policy related to regulating an employees off-duty conduct). The majority of cod-
ing focused on these two final categories. Within professional and personal conduct
categories, a range of subcodes were created, including authority (what can an
employee do with social media that the employer identifies as appropriate authorized
conduct), First Amendment (issues of free speech addressed within the policy),
Fourth Amendment (issues of privacy or search addressed in the policy), and conduct
(treatment of issues including, but not limited to, harassment, discrimination, etc.).
Several of these codes included subcodes.
The initial coding structure was used to analyze each policy, and the research team
compared initial coding of the policies and revised the coding structure based on the
Table 1. Author/Owner of Social Media Policy.
Percent
Administrative services 8.7
Budget and control 4.3
Cultural resources 4.3
Finance 4.3
Governor 4.3
HR 4.3
IT 65.2
IT/marketing 4.3
common understanding of the main research question and how this was reflected in
the data. Primarily, revision of the coding scheme related to reducing redundant
codes, further specifying codes, or adding new codes related to previously overlooked
issues. Table 2 provides aggregate results for many of the issues and items included
in the coding. All policies were again reviewed by the research team and interrater
reliability was calculated using a Fleiss fixed-marginal kappa coefficient, due to the
use of three independent raters involved in the study. The researchers in this study
had an overall Fleiss fixed-marginal kappa score of 0.74, indicating adequate inter-
rater reliability (Fleiss, 1971). This studys research design enabled the research
team to collect rich qualitative data on the content of social media policies in state
government.
Table 2. Element Included in Policies.
No (%) Yes (%)
Agency policy 43.5 56.5
First Amendment 17.4 82.6
On-duty conduct
Authority 13.0 87.0
Disclaimer 17.4 82.6
Fourth Amendment 52.2 47.8
Information accuracy 47.8 52.2
Discipline 56.5 43.5
Acceptable use 78.3 21.7
Political activity 69.6 30.4
Gain 65.2 34.8
Expectation of conduct 21.7 78.3
Confidential 8.7 91.3
Security 39.1 60.9
Harassment 39.1 60.9
Off-duty conduct
Personal focus 30.4 69.6
De minimus use 60.9 39.1
Restricted action 56.5 43.5
Personal Fourth Amendment 69.6 30.4
Personal conduct/ethics 56.5 43.5
Personal disclaimer 47.8 52.2
Personal appropriate behavior 69.6 30.4
Personal security 56.5 43.5
Restriction on private resources 65.2 34.8
Personal de minimus at work 56.5 43.3
Personal use outside of work 52.2 47.8
Findings and Discussion
An examination of policies indicated considerable variation in terms of what topics
were included, the depth of coverage, and the clarity of associated consequences.
Table 2 presents a listing of the occurrence of key topics related to employee
rights and conduct within the policies. Analysis of the policies focused on two main
areas of employee rights, employee conduct and constitutional rights. These topics
will be addressed in turn.
On- and Off-Duty Conduct
On-duty conduct findings. Policies relate to a range of employee on- and off-duty
conduct. The focus of these policies relate to appropriate on-duty conduct as part of an
employees official duty, nonwork-related activities conducted while on duty, and
nonwork-related activities conducted while off-duty. The range of covered topics
demonstrates a variety of treatment of employee actions and raise implications for
restrictions on employee on- and off-duty behavior. There is a divide between policies
that are specific in terms of indicating how an individual should act and what is per-
mitted and those that describe a set of expected values that the employee should hold
and should direct behavior. More so, several policies are written with a focus on
directing the agencies or departments as to what minimum behavior is accepted (most
commonly around technical practices) and should form the base for any individualized
agency-level policies created.
The most common on-duty conduct issue included in social media policies is
related to the need to protect confidential information of the government and focuses
on ensuring employees are not undertaking practices that put this type of information
at risk. 91.3% of the policies include some restrictions or instruction on the protection
of confidential government information. For example, Alabamas policy states, Users
shall not post or release proprietary, confidential, sensitive, personally identifiable
information (PII), or other state government Intellectual Property on social media
sites. In addition to restricting information releases, the next most commonly
addressed item relates to authority (87%), with a focus on who can be on social media
sites and what they can do on a social network as a representative of the state. Tightly
coupled to authority requirements is the requirement to provide a disclaimer identify-
ing oneself and indicating whether the speech is a function of his or her professional
position in the government or is being provided as a private citizen (82.6%).
Furthermore, 78% of the policies address items related to conduct becoming of a
public official. Five key policy areas examined were limitations on political activity,
prohibition against using state resources for personal gain, the expectation of conduct
becoming of a public official, prohibitions on harassing actions, and specification of
the requirement to only disclose accurate information. Only 17.4% of the policies
include all 5 elements, with the same percentage (17.4%) addressing none of these in
their policy. Slightly over a quarter (26%) of the policies cover one or two of these
topics, and the largest majority (34.8%) include three of these issues. These results
demonstrate high variation in the treatment of conduct issues within social media
policies.
Although policy content and the nature of coverage varied widely, there were a set
of items in which significant consistency was found. The language across policies
related to limitations of use related to political activities or for personal gain is very
uniform. Marylands policy specifically informs employees that Endorsement of
political parties, candidates, or groups is strictly prohibited while on duty or while
using government resources; several other states use the exact wording related to this
topic. It is important to note that this policy element does not violate an employees
freedom of association right, which is the right of public employees to join organiza-
tions voluntarily or to refrain from joining organizations if desired, as it is specifically
related to on-duty conduct or conduct engaged in via government resources. The 1993
Hatch Act Reform applies to covered employees and allows most federal employees
to distribute partisan campaign literature, solicit votes, work for partisan campaigns,
and hold office in political parties but not while on duty (Joyce, 2010; Rosenbloom &
Bailey, 2004; U.S. Office of Special Counsel, 2010). The policies reviewed for this
study are consistent with the recommendations of U.S. Office of Special Counsel,
which clarifies that although actions are allowed, off-duty limitations may be placed
on on-duty activities or when using government resources, which is seen in state social
media policies (U.S. Office of Special Counsel, 2010).
When considering how policies address the issue of employee conduct, there are
vastly different approaches taken from highly restrictive of specific actions (most
often related to work conduct at work) to aspirational expectations of conduct that is
becoming of a public employee. Although expecting public employees to strive for a
higher standard of conduct is a good thing, it does not provide employees specific
information about what behaviors will be accepted and which ones might result in
disciplinary action. Policies that address internal conduct issues are often more com-
pliance oriented whereas issues related to off-duty conduct are more often broader in
nature and attempt to appeal to an employees commitment to responsible or respect-
ful behavior.
In examining state social media policies it can be seen that many rely on basic
compliance-oriented behavior and that others rely on appealing to an employees ethi-
cal integrity. For on-duty conduct, a third of the sample that addresses the issue in any
manner (31.6%) included compliance-only language. Almost two thirds (63.2%) of
those states that address on-duty conduct issues take a mixed approach, restricting
their employees behaviors and requiring compliance with other state policies while
also noting an expectation of professionalism or ethical behavior in general. For exam-
ple, Georgia notes that there is an
Expectation of appropriate and ethical conduct of a State representative includ-
ing cautions against positing offensive, profane, scandalous, libelous, defama-
tory, pornographic, or otherwise offensive language or materials. . . . All
agency-related communication through social media outlets should remain
professional in nature and should always be conducted in accordance with the
agencys communications policy, practices and expectations.
As with the Georgia policy, many policies specifically speak to issues of language
and draw attention to the expectation of conduct in general as well as name specific
limitations and associated policies to consider and apply in the use of social media sites.
A few states focus more on appealing to employees interest in doing right in their
position and in relation to the public. Arizonas policy that requires employees Be
respectful and mindful of the state, in addition to state leadership, state employees,
customers, partners, vendor, citizens, and the public when participating in social net-
works and web blogs. The notion of appealing to responsible behavior as a policy
stance is more commonly related to off-duty conduct than the often more compliance-
and policy-oriented on-duty language. In addition to referencing the challenge of dis-
tinguishing personal and professional actions, the issue of respect and responsibility
are common themes in the policy language related to off-duty conduct. This is consis-
tent with previous findings that public social media policies often express expectations
of trust that employees will act professionally in their actions and comments
(Hrdinov et al., 2010).
In more than half of the sample (56.5%) the policies were linked to or directly cited
other policies that govern conduct behavior. For example, the California Standards
notes,
4. Users who connect to Social Media web sites through State information
assets, who speak officially on behalf of the state agency or the State, or may be
perceived as speaking on behalf of an agency or the State, are subject to all
agency and State requirements addressing prohibited or inappropriate behavior
in the workplace, including use policies, user agreements, sexual harassment
policies, etc.
The reference to, or expectation that actions will fall under, other policies may be
one explanation as to why certain issues are not covered or are covered in only limited
detail within the social media policies. Still, expecting that an employee will know to
reference another policy or consider what other policies may govern his or her behav-
ior can leave a lot of interpretation and ambiguity for the employees. This finding is
consistent with Hrdinov et al. (2010) who found that in a majority of the policies that
they reviewed the majority of them referenced existing policies by either using direct
quotes or simply providing links or reference numbers on where to look further.
Off-duty conduct findings. Limitations to on-duty behavior are common and are in
place to ensure a safe and appropriate work environment. When policies begin to
affect off-duty conduct, employees may raise concerns about the impact on their rights
as private citizens. Although coverage of off-duty conduct is less directly addressed
within state social media policies, many employment actions (especially those with
high media attention) relate to off-duty personal behavior undertaken on personal
devises. If employees are going to be faced with potential disciplinary actions for off-
duty actions, yet policies have not been clear about their stance on these issues in
advance, employees may feel misled and have concerns that their rights are being
infringed upon.
The most common manner that off-duty conduct, not on state equipment, is treated
is through a reference to the blurring of the lines for a public employee between
on- and off-duty and the need to maintain a level of conduct appropriate for public
officials. The top issue that is mentioned in policies regarding external conduct is to
take care and recognize the blurring between personal and professional issues that
occur. Nearly two thirds of the states that specifically address issues related to off-duty
conduct reference the care that should be taken with respect to the blurring that can
occur between personal and professional identity on social media sites. For example,
Utahs guidelines note,
In online social networks, the lines between public and private, personal and
professional are blurred. By identifying yourself as a State employee, you are
creating perceptions about your expertise and about the State by legislative
stakeholders, customers, business partners, and the general public, and percep-
tions about you by your colleagues and managers. Be sure that all content asso-
ciated with you is consistent with your work and with the States values and
professional standards.
This language is nearly identical to the language in the Idaho guideline. Washingtons
guidelines specify Personal vs. professional useEmployees personal social-
networking sites should remain personal in nature and should not be used for work-
related purposes.
Oklahoma goes further in its treatment of personal actions trying to encourage its
employees to try to make a clear distinction in what Utah and Idaho identify as a blurry
area. Oklahomas policy notes,
All State agency employees may have personal social networking, Web 2.0 and
social media site. These sites should remain personal in nature and be used to
share personal opinions or non-work related information. Following this prin-
ciple helps ensure a distinction between sharing personal and agency views.
The most common (52.2%) off-duty requirement is including a disclaimer on
posted material or sites. Many states request that employees make a disclaimer on any
personal social media site. For example, Utahs policy requires employees publishing
to websites outside the state use a disclaimer such as The postings on this site are my
own and do not necessarily represent the State of Utahs positions, strategies, or
opinions.
When considering employee rights and behaviors, there is a dichotomy in interpret-
ing the impact the creation of policies has on employee rights. Policies can act to limit
or restrict the rights of employees in terms of what actions, behaviors, and conduct
they may undertake; these policies can also act to protect employees from intrusion by
others onto their rights. For example, Oregons policy notes, Derogatory, offensive,
discriminatory, threatening or otherwise unprofessional behavior toward other
employees via social media may violate state human resources policies. Although
these policies place restrictions on individuals, they aim to create a work environment
in which employees have an expectation that their right to a safe and nonharassing
work environment is protected.
Results indicate variation on the topics covered and the depth of treatment, across
the sample, and it was found that consequences of inappropriate conduct were seldom
addressed. This is consistent with the findings of Hrdinov et al. (2010) and is an area
for consideration and focus by both HR professionals and future research.
First and Fourth Amendment
For public employees, there is an expectation of the protection of First and Fourth
Amendment rights both while at work and off-duty. These two topics are a central
focus of this research as they have the most direct impact on the constitutional rights
of public employees in relation to social media policies. The manner in which these
issues are addressed in the various state social media policies is often indirect, but the
impact of the language within the policy results in an impact on the First and Fourth
Amendment rights of the employees. Most commonly, the nature of the language in
these policies creates a case for the employer to argue that they have a justification for
restricting such rights. The use of specific language may be accidental, particularly
given the authorship of most of the policies is the IT agencies of the states.
First Amendment findings. With respect to First Amendment issues, none of the poli-
cies specifically lay out the requirements of protected employee speech (matter of
public concern, job duty test, and balancing of government vs. employee interests),
nor do they address the derived freedom of association rights, but more than 82%
(82.6%) of the policies include First Amendment restrictions in some manner.
Although most policies do not directly address First Amendment concerns, many
address employee conduct, often highlighting the blurry line between official and
unofficial actions. These statements may influence when and how employees believe
they have the right to speak on matters of public concern.
The most common types of First Amendment restrictions are related to authority
and disclaimers, which are designed to indicate who can speak on behalf of an
organization and also to indicate that personal speech is not reflective of organiza-
tional viewpoints. For example, Californias social media policy related to author-
ity states,
Users shall not speak in social media websites or other on-line forums on behalf
of an agency, unless specifically authorized by the agency head or the agencys
Public Information Office. Users may not speak on behalf of the State unless
specifically authorized by the Governor.
In terms of disclaimers, Maryland articulates a clear policy:
Individual, originating from a State employee clearly representing themselves
as a State employee publishing content to any social media site outside of a
Maryland domain and not conducting state business, must use a disclaimer such
as this: The postings on this site are my own and dont necessarily represent
Marylands positions, strategies, or opinions.
The disclaimers required by many policies also pose an alternative and interesting
concern in that the government may essentially be establishing the right of the
employee to speak at any time as a private citizen, thereby reducing First Amendment
restrictions traditionally related to job duty.
In many policies, there are also cautions about blurring personal and professional
roles, which are designed to put the employee on notice that his or her behavior may be
restricted, regardless of location, and that such behavior may be subject to disciplinary
action. However, some policies explicitly prohibit freedom of speech/actions or associa-
tion (regardless of legality to do so). A final example of First Amendment restrictions is
outlined in Arizonas policy, which states, State personnel/contractors shall not post
information, photos, links/URLs or other items online that would reflect negatively on
any individual(s), its citizens, or the state, unless approved by agency policy.
First Amendment rights are an interesting area within public sector employment, as
these rights have moved from essentially no right of free speech in the pre-1950s to a
slightly more expansive legal assessment of employee rights. The courts do not con-
sider organizational policies when assessing First Amendment rights, so the primary
goal of many policies is to influence employee behavior, understanding, and beliefs
(i.e., portray the organization in a favorable light through direct speech about the gov-
ernment or through employee conduct restrictions).
Fourth Amendment findings. The states social media policies are quite broad and
varied in their treatment of Fourth Amendment (privacy) rights. Essentially, Fourth
Amendment restrictions or protections deal with the ability of the government to mon-
itor employee use of either government-owned resources for work or personal pur-
poses or, less frequently, to monitor employee use of personal resources for personal
purposes when there might be an impact on the governments reputation. As previ-
ously noted, 47.8% of the policies directly address privacy restrictions related to work-
related conduct while utilizing government-owned resources, and 30.4% of the
policies indicate privacy restrictions in personal uses of social media, either while at
work or outside of work. In order to demonstrate the major categorizations of Fourth
Amendment restrictions within policies, Figure 2 is offered.
Work-related use
at work
Personal use at work
(de minimus use)
Personal use
outside of work
Figure 2. Fourth Amendment Continuum
The first category on the continuum, work-related use at work, is most often
addressed in the social media policies, with 13 of the 23 state policies mentioning limi-
tations on Fourth Amendment rights. The remaining 10 state policies do not explicitly
address Fourth Amendment rights, but it is plausible that other organizational policies,
such as broad IT policies, may indicate no expectations of privacy when using government-
owned computers, networks, or cellular phones. This hypothesis was not tested during
the course of this research, as only explicit social media policies were examined. Of
the 13 policies addressing Fourth Amendment restrictions on work-related social
media use while at work, 5 policies specifically indicate that monitoring may occur on
government-owned equipment, thereby indirectly informing employees of restrictions
on their right to privacy. Four policies clearly indicate no assumption of privacy, and
the remaining four note both monitoring and that employee have no expectation of
privacy. Example policy language addressing both areas is found in Virginias policy,
which states:
Monitor Usage: No user shall have an expectation of privacy in any message,
file, image or data created, sent, retrieved, or posted in the use of the
Commonwealths equipment and/or access. Agencies have a right to monitor
any and all aspects of electronic communications and social media usage. Such
monitoring may occur at any time, without notice, and without the users per-
mission.
The second category in the continuum, personal use of social media while at work,
is less frequently mentioned in policies, but nine states social media policies address
the issue. Four specifically refer only to monitoring, as is noted above in the Virginia
policy and two remind the employee that there is no assumption of privacy. Finally,
three directly state that monitoring may occur and indicate no expectation of privacy.
An example of this type of policy is found in West Virginia, which indicates, The
State reserves the right to filter Internet and social media site availability, and to moni-
tor and review employee use. Employees have no expectation of privacy while using
State-provided information resources.
The least common type of Fourth Amendment restriction is the final category of the
continuum, personal social media use outside of work. Only three policies categori-
cally address personal use of such sites, with one referring to monitoring and two
referring to no assumption of privacy. All three policies are broad and vague in their
treatment of this type of restriction. The state of Washingtons policy is offered as an
example: PrivacyEmployees should have no expectation of privacy in information
stored on state computers or devices. Furthermore, there should be no expectation of
privacy when employee conduct concerns the agency or its clients (emphasis added
by authors).
The final sentence of the Washington policy excerpt noted above indicates the
restriction of employee rights to privacy even in personal conduct via social media
by invoking a conduct becoming stance. For example, under the Washington
policy, unfavorable behavior, such as driving while impaired or inappropriate
pictures of an employee, documented on ones Facebook page outside of work
hours and using private computing resources would be cause for agency and client
concern, and thus, no privacy would exist related to that behavior or its sharing via
social media.
The use of a continuum related to Fourth Amendment rights and public sector
employees facilitates the discussion of the broad range of restrictions under which
employees operate. The main purpose of these policies, whether intentional or conse-
quential, is to restrict expectations of privacy in a clear and consistent manner, which
the courts may weigh in favor of the government in the event of legal action.
Conclusions and Future Research
Beyond broadening the knowledge base surrounding governmental social media pol-
icy, this research specifically addresses issues related to employee rights, an often-
overlooked but critically important component of social media policy formulation and
application. Employee rights are primarily covered in two areas of focus, employee
conduct and constitutional rights. Employee conduct has a range of treatments, from
similar language and continuity of basic conduct elements such as appropriate lan-
guage and personal gain, to variation in how states treat other aspects, such as ethical
responsibility and harassment. Largely, there is a lack of clear direction outside of
some common prohibitions (such as information accuracy). For an employee, most
policies are confusing or lack clear steps in how they should use social media sites
while on-and off-duty, though it is clear disclaimers are a common requirement for
both settings. Interestingly, results of this study indicate that few states cover a broad
range of conduct elements within their policies. This raises concerns and indicates
additional future research is needed as more disciplinary action and legal cases result
from social media activities.
Constitutional rights, particularly First and Fourth Amendment issues, are also
treated with varying specificity in the state policies. When covered at all, First
Amendment rights are addressed in an indirect manner and lack a clear indication of
what constitutes protected speech. Many of the policies make references to the blurring
of professional and personal roles, but the discussion lacks little direction in terms of
what that means for actions outside of warning the employees to be aware of this issue.
Employers struggle with whether and how they should limit the actions of their employ-
ees in social media arenas, including prohibited disclosure of place of employment on
personal sites, requiring disclaimers, and limiting social media use holistically (Heaton,
2011). At the same time, many employees are concerned that these actions may be
affecting their right to freedom of speech. Although employers can legally make such
requirements, it may be bad managerial practice and difficult to enforce in a consistent
manner. Employers need to consider how such policies reflect on their strategic direc-
tion and value sets and relate to their communication policies and practices.
In contrast to First Amendment issues, policies more explicitly addressing privacy
issues lie along a continuum from work-related use at work to personal use outside of
work with clear processes and requirements. Not all policies tackle the question of
monitoring or policies since IT policies usually cover the issue of monitoring and
establishing the limitation on employees expectations of privacy. Although other
policies may adequately address this issue, it is interesting to note how few restate or
reinforce these practices in the social mediaspecific policies (56.5%). It may be criti-
cal for employers to definitively establish that employees do not have an expectation
of privacy, particularly in the event of litigation. Policy writers will need to think care-
fully about where they want to orient their policies along the continuum, as well as
follow court decisions related to this ever-changing field. Furthermore, in order to
recruit and retain high-quality employees, employers may want to consider how their
practices will be perceived by recruits and current employees alike.
Upon reflection of these results, there is a need for future research to understand the
purposefulness and strategy employed in the creation of these policies. Probing ques-
tions, such as Is the often vague treatment of First Amendment due to a conscious
choice and a legally reviewed document or the product of an accidental connection
being made in a quick policy writing process?, should be investigated. Evidenced by
the amount of replicated language between the policies, questions of the degree of
tailoring and thoughtful application of one organizations policy to a different setting
are raised. In addition, although this research examines how current social media poli-
cies may be affecting current employee rights, there are a range of additional HR-related
questions pertaining to hiring, disciplinary actions, and evaluation, which should be
considered within the new context of social media. Although this research assesses the
elements and dimensions included in state social media policies, a review of policy
implementation and outcomes is a needed next step. As was recently noted by Tina
Hsu, an employment attorney quoted in a media article about Facebook Firings,
You cant stick your head in the sand and tell your workers to abstain. You have to
teach them how to navigate this new area (Jamieson, 2011).
Table A1. States With Social Media Policies.
Alabama
Arizona
California
Connecticut
Delaware
Georgia
Idaho
Iowa
Maine
Maryland
Massachusetts
New York
North Carolina
(continued)
Appendix
Appendix (continued)
Oklahoma
Oregon
South Carolina
Texas
Utah
Vermont
Virginia
Washington
West Virginia
Wyoming
Declaration of Conflicting Interests
The authors declared no potential conflicts of interest with respect to the research, authorship,
and/or publication of this article.
Funding
The authors received no financial support for the research, authorship, and/or publication of this
article.
References
Allred, S. (1999). Employment law: A guide for North Carolina public employers. Chapel Hill,
NC: The Institute of Government Press.
Bertot, J. C., & Jaeger, P.T. (2010). Using ICTs to create a culture of transparency: E-government
and social media as openness and anti-corruption tools for societies. Government Information
Quarterly, 27(3), 264-271.
Brown, E. (2011, November 9). Employees Facebook status update was protected by
the First Amendment. Retrieved from http://blog.internetcases.com/2011/11/09/
employee%e2%80%99s-facebook-status-update-was-protected-by-the-first-amendment/
City of Ontario v. Quon. 130 U.S. 2619 (2010).
Cohen, C. F., & Cohen, M. E. (2007). On-duty and off-duty: Employee right to privacy and
employers right to control in the private sector. Employee Responsibilities and Rights Jour-
nal, 19, 235-246.
Daley, D. M. (2002). Strategic human resource management: People and performance man-
agement in the public sector. Upper Saddle River, NJ: Prentice Hall.
Eberhardt, B. J., Moser, S. B., & McFadden, D. (1999). Sexual harassment in small government
units: An investigation of policies and attitudes. Public Personnel Management, 28(3), 351-365.
Facebook (2011, August 2). Facebook statistics. Retrieved from https://www.facebook.com/
press/info.php?statistics
Fleiss, J. L. (1971). Measuring nominal scale agreement among many raters. Psychological
Bulletin, 76, 378-382.
Garcetti v. Ceballos. 547 U.S. 410 (2006).
Grossman, L. (2011, January 3). 2010 Person of the Year Mark Zuckerberg. Time Magazine,
pp. 44-74.
Heaton, B. (2011, May 17). Social media usage becoming a free speech question for govern-
ments. Retrieved from http://www.govtech.com/policy-management/Social-Media-Free-
Speech-Question.html
Hrdinov, J., Helbig, N., & Peters, C. S. (2010, May). Designing social media policy for govern-
ments: Eight essential elements. Retrieved from http://dev3.bremerhaven.de/generaldocuments/
pdf/center_for_technology_in_government_-_social_media_policy_in_government.pdf
H.S. teacher loses job over Facebook posting. (2010, August 18). Retrieved from http://www.
thebostonchannel.com/r/24670937/detail.html
Jamieson, D. (2011, August 2). Facebook firings: Feds, managers navigate new territory in
employment. Huffington Post. Retrieved from http://www.huffingtonpost.com/2011/08/02/
facebook-firings-new-territory_n_915520.html
Joyce, R. (2010, February 2). Understanding the Hatch Act. Coates Cannons. Retrieved from
http://sogweb.sog.unc.edu/blogs/localgovt/?p=1755
Kaplan, A. M., & Haenlein, M. (2010). Users of the world, unite! The challenges and opportuni-
ties of social media. Business Horizons, 53(1), 59-68.
Lenhart, A., Purcell, K., Smith, A., & Zickuhr, K. (2010). Social media and mobile internet use
among teens and young adults. Retrieved from http://pewinternt.org/Reports/2010/Social-
Media-and-Young-Adults.aspx
Lewis, C. W., & Gilman, S. C. (2005). The ethics challenge in public service (2nd ed.).
San Francisco, CA: Jossey-Bass.
List of social media and social networking sites. (n.d.). Retrieved from: http://traffikd.com/
social-media-websites/.
Llorens, J., & Kellough, J. E. (2007). A revolution in public personnel administration: The
growth of web-based recruitment and selection processes in the federal service. Public Per-
sonnel Management, 36(3), 207-221.
Mahling, M. (2011, July 22). How many governors are using social media? Retrieved from
http://www.stateline.org/live/details/story?contentId=589178
McLaughlin, C. (2010, October 14). The First Amendment and government employees.
Retrieved from http://sogweb.sog.unc.edu/blogs/localgovt/?p=3319
McMullen, J. (2011, January). Balancing the right to manage with dignity at work. Perspec-
tives: Policy & Practice in Higher Education, 15(1), 3-6.
Mergel, I. A. (2010). Government 2.0 revisited: Social media strategies in the public sector. PA
Times, American Society for Public Administration, 33(3), 7-10.
Miles, M. B., & Huberman, A. M. (1994). Qualitative data analysis: An expanded sourcebook
(2nd ed.). Thousand Oaks, CA: SAGE.
Nigro, L., Nigro, F., & Kellough, E. (2007). The new public personnel administration (6th ed.).
New York, NY: Wadsworth.
Nolo. (2011). Monitoring employees off-duty conduct: Should you keep track of what employees
do when theyre not on the job? Retrieved from http://www.nolo.com/legal-encyclopedia/
monitoring-employees-off-duty-conduct-29994.html
Pickering v. Board of Education. 391 U.S. 563 (1968).
Pynes, J. (2009). Human resources management for public and nonprofit organizations: A stra-
tegic approach. San Francisco, CA: Jossey-Bass.
Rosenbloom, D. H., & Bailey, M. (2003). What every public personnel manager should know
about the Constitution. In S. W. Hays & R. C. Kearney (Eds.), Public personnel administra-
tion: Problems and prospects (pp. 20-36, 4th ed.). Upper Saddle River, NJ: Prentice Hall.
Rowan, J. R. (2000). The moral foundation of employee rights. Journal of Business Ethics,
24(4), 355-361.
Rubaii-Barrett, N., & Wise, L. R. (2007, March). From want ads to web sites: What diversity
messages are state governments projecting? Review of Public Personnel Administration,
27(1), 21-38.
Skutch, J. (2009, June 13). Judge: Firefighter not victim of discrimination. Savannah Morning
News. Retrieved from http://savannahnow.com/intown/2009-06-13/judge-firefighter-not-
victim-discrimination#.TshTzIBW7wE
Slattery, J. (2010, October 28). S.I. woman allegedly faked jury duty to take vacation. CBS
New York. Retrieved from http://newyork.cbslocal.com/2010/10/28/s-i-woman-allegedly-
faked-jury-duty-to-take-vacation/
Tabak, F., & Smith, W. P. (2005). Privacy and electronic monitoring in the workplace: A model
of managerial cognition and relational trust. Employee Responsibilities and Rights Journal,
17, 173-189.
Tyler, K. (2008). Millennials may be out of touch with the basics of workplace behavior. HR
Magazine, 53(1), 69-72. Retrieved from http://www.shrm.org/Publications/hrmagazine/
EditorialContent/Pages/1Training%20Agenda.aspx
United States Equal Employment Opportunity Commission. (2011). Retrieved from http://www
.eeoc.gov/
U.S. Office of Special Counsel. (2010, August 10). Frequently asked questions regarding
social media and the Hatch Act. Retrieved from http://www.osc.gov/documents/hatchact/
federal/2010-08-10%20FAQs%20Re%20Social%20Media.PDF
Welch, E., Hinnant, C., & Moon, M. J. (2005). Linking citizen satisfaction with e-government
and trust in government. Journal of Public Administration Research and Theory, 15(3),
371-391.
Wise, C. R., Clemow, B., Murray, S. P., & Bingham, L. B. (2004). When things go wrong. In
S. F. Freyss (Ed.), Human resource management: An essential guide (pp. 201-224, 2nd ed.).
Washington, DC: ICMA Press.
Yin, R. K. (1994). Case study research: Design and methods (2nd ed.). Thousand Oaks, CA: SAGE.
Author Biographies
Willow S. Jacobson (PhD, Syracuse University) is an Associate Professor at UNC School of
Government. She teaches in the Master of Public Administration program and directs the Local
Government Federal Credit Union Fellows program which focuses on executive development
and leadership training.
Shannon Howle Tufts (PhD, North Carolina State University) is an Assistant Professor at
UNC School of Government. She designed and implemented the nations first local government
Chief Information Officers Certification program.

Review of Public Personnel Administration 2013 Jacobson 84 107

Încărcat de

Informații document

Drepturi de autor

Formate disponibile

Partajați acest document

Partajați sau inserați document

Opțiuni de partajare

Vi se pare util acest document?

Este necorespunzător acest conținut?

Drepturi de autor:

Formate disponibile

Review of Public Personnel Administration 2013 Jacobson 84 107

Încărcat de

Drepturi de autor:

Formate disponibile

http://rop.sagepub.

http://rop.sagepub.com/cgi/alerts Email Alerts:

- May 8, 2012 OnlineFirst Version of Record

- Feb 6, 2013 Version of Record >>

S-ar putea să vă placă și