| Course | HRM-6000 Managing the Human Resources Enterprise |
|---|---|
| Module | Module 1 |
| Paper type | Module 1 written assignment: summary paper on HR social networks and risk management |
| Length | About 670 words, 5 pages |
| Format | APA 7 student paper |
| School | Thomas Edison State University |
| Program | Master of Science in Human Resources Management |
| Updated | October 2026 |
Free sample paper for HRM 6000 Module 1
Posts, Profiles and Policies: Social Networks and HR Risk at Atlantic Shore Hospitality
Student Name
Master of Science in Human Resources Management, Thomas Edison State University
HRM-6000: Managing the Human Resources Enterprise
Mentor Name
Month Day, Year
Posts, Profiles and Policies: Social Networks and HR Risk at Atlantic Shore Hospitality
Purpose of This Summary
The executive team asked HR to brief it on two related questions after a housekeeper's video about understaffing was viewed more than 200,000 times and a manager asked whether the employee could be disciplined. First, how do social networks affect our people and our reputation? Second, what HR risks do we face, and how should we manage them? This summary answers both and recommends actions.
How Social Networks Affect Our Workforce
Social networks work for us and against us. Our recruiters fill most hourly roles through job ads shared on social platforms and referrals from employees' own networks, which are faster and cheaper than agencies. Guests judge us on review sites where comments about staff friendliness carry great weight. At the same time, employees use social media to discuss pay, schedules and managers, and a single post can reach more people than our advertising.
Inside the company, informal networks carry information and influence that the organization chart does not show. Cross and Parker (2004) showed that analyzing who people go to for information and advice reveals central connectors, isolated groups and bottlenecks. At Atlantic Shore, a few long-serving supervisors are the people employees ask about everything from scheduling to immigration paperwork. Their departure would cut many connections at once, and their views spread quickly. Recruiters should not, however, review candidates' personal profiles: Roth et al. (2016) warn that screening social media lacks evidence of validity and can expose protected characteristics such as religion or pregnancy.
Legal Limits on Social Media Rules
Under federal labor law, employees may act together for mutual aid or protection, and that includes talking with coworkers about pay and conditions, on social media as much as in the break room, whether or not a union is present. In 2023 the National Labor Relations Board adopted a stricter standard for judging work rules: a rule is presumed unlawful if an employee could reasonably read it as restricting protected activity, unless the employer shows that the rule advances a legitimate business interest and cannot be drafted more narrowly (National Labor Relations Board, 2023). Our current policy, which bans "negative comments about the company" online, would likely fail that test. The housekeeper's video about staffing levels is very likely protected, and disciplining her would expose us to an unfair labor practice charge.
New Jersey law also prohibits employers from requiring employees or applicants to provide passwords to personal social media accounts or to grant access to them. We must not ask for such access in hiring or investigations.
Five HR Risks, Ranked
| Risk | Likelihood | Impact | Response |
|---|---|---|---|
| Unlawful social media rules and discipline | High | High | Rewrite policy; train managers before any discipline |
| Wage and hour claims from off-the-clock work | Medium | High | Audit timekeeping for banquet and housekeeping staff |
| Workplace violence and guest harassment of staff | Medium | High | Panic devices for room attendants, which New Jersey law requires of larger hotels; incident reporting |
| Loss of key informal connectors | Medium | Medium | Identify connectors; involve them in communication and succession |
| Negligent hiring in security and guest-facing roles | Low | High | Lawful, consistent background checks |
Recommended Actions
We recommend four actions. First, replace the current social media policy with narrow rules that protect guest privacy, confidential business information and harassment standards, and state explicitly that employees may discuss pay and working conditions. Second, require HR review before any discipline related to social media. Third, treat the viral video as information: respond to the staffing concern it raised, since visible action protects our reputation better than silence. Fourth, map our informal networks through a short survey and involve the central connectors in communicating changes. These steps lower legal risk while using networks to our advantage.
Conclusion
Social networks shape how we recruit, how guests see us and how information moves among employees. Managing them well means lawful policies, careful discipline and attention to informal connectors. The risks are manageable if we act before the next post, not after it.
References
Cross, R., & Parker, A. (2004). The hidden power of social networks: Understanding how work really gets done in organizations. Harvard Business School Press.
National Labor Relations Board. (2023). Stericycle, Inc., 372 NLRB No. 113.
Roth, P. L., Bobko, P., Van Iddekinge, C. H., & Thatcher, J. B. (2016). Social media in employee-selection-related decisions: A research agenda for uncharted territory. Journal of Management, 42(1), 269-298. https://doi.org/10.1177/0149206313503018
Reading the HRM 6000 Module 1 assignment instructions
Each of the five HRM-6000 written assignments, together 40 percent of the grade, takes the form of a briefing paper on the module's topics for senior executives. The Module 1 paper covers HR social networks and risk management. Expect to explain how social networks affect recruiting, reputation and internal communication, what the law allows in social media policies and monitoring, and how HR should identify and manage workforce risks. There is no textbook; sources come from library databases such as Business Source Elite. Write for executives: lead with purpose, keep sections short and finish with recommendations. Although the format is short, the analysis still has to rest on sources, so plan to cite at least two scholarly or legal sources.
How the HRM 6000 Module 1 example is put together
The summary opens with the event that prompted it and the two questions it answers. A section explains how social networks work for and against the organization, including informal networks inside it. A legal section applies the National Labor Relations Board's 2023 work rule standard and New Jersey's password law to the company's policy and a real incident. A table ranks five risks by likelihood and impact with a response for each. Four recommended actions close the paper. The writing stays short and direct, as an executive audience expects, while the legal points are precise. Legal points are stated in plain language with their source, so executives understand both the rule and why it applies to the incident.
Where the marks sit in the HRM 6000 Module 1 rubric
Mentors grade the summary papers on accurate understanding of the module's topics, relevance to an executive audience, quality of analysis and recommendations, use of credible sources and professional writing. Because the audience is senior management, mentors look for clear purpose, prioritized risks and practical actions rather than academic discussion. Legal statements must be accurate and current. Papers that connect topics to a specific organization's situation earn more than general overviews. APA citations are expected even in an executive format. Mentors also look for awareness that rules in this area have changed recently, so current sources carry weight. A summary that treats an incident as both a legal risk and useful feedback about working conditions shows the balanced judgment executives need. Recommendations should name what changes first and who owns it.
Common HRM 6000 Module 1 mistakes, and how to avoid them
Students lose points by writing an essay for an instructor instead of a briefing for executives, by stating legal rules that are out of date or by listing risks without priority or response. Others discuss social media only as marketing. Open with why the executives should care. Check labor law standards, which have changed recently. Rank risks and give each a response. Keep paragraphs short. A free first sample using your own HRM-6000 Module 1 organization is available on request. Check the date of any labor law source, since standards for work rules changed in 2023. Avoid recommending monitoring of employees' personal accounts. Keep the risk table to the risks that matter most for your organization, and give each a response someone can carry out.
Write yours, or have the desk draft it
This paper is an original model document written by our desk, not a submitted student paper and not an official Thomas Edison State University document. Read it for the moves, then write your own to the instructions in your classroom. If you want one built to your exact prompt and rubric, the first custom sample is free and arrives in 24 to 48 hours.
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HRM 6000 Module 1 questions, answered
Where can I find a free HRM 6000 Module 1 sample paper?
The hotel group's social media and risk briefing is printed above in full, ending with five risks in order of priority.
Can employers discipline employees for social media posts?
Not for posts that are protected concerted activity, such as discussing pay or working conditions with coworkers, under federal labor law.
What is the Stericycle standard?
The National Labor Relations Board's 2023 test that presumes a work rule unlawful if employees could reasonably read it as restricting protected activity.
Can New Jersey employers ask for social media passwords?
No. New Jersey law bars employers from requiring employees or applicants to provide personal social media passwords or access.
What is organizational network analysis?
A method of mapping who people turn to for information and advice, revealing informal connectors and bottlenecks.