Fundamentals of Human Resource Management 6th Edition by Raymond Noe, John Hollenbeck, Barry Gerhart,Patrick Wright

Exercise 21

Scoring Social Influence
A social-media service may shine a light on the future of balanced scorecards. Klout tracks socialmedia activity to compute a user's influence in terms of the number of people reached and the user's reputation as trustworthy and expert in some area. For example, many retweets of a person's Twitter posts would suggest that the person is influential. For a time, Klout scores drew attention as a way to compare famous individuals. Then some results (for example, pop star Justin Bieber being more influential than the president of the United States) drew scorn, and the idea that Klout will definitively measure influence may have faded.
Despite Klout's limitations, it suggests an interesting social measure for organizations. Employees are especially valuable if they work effectively in a network of colleagues who share knowledge and influence one another constructively. Organizations are already investigating ways to measure social influence among employees. In a few cases, companies have reportedly used Klout scores to select influential people for jobs that involve promoting the company to the general public. They also could use something like a Klout score to direct incentive pay toward their most influential people.
In practice, this could be part of a balanced scorecard. Along with contributing to financial and quality goals, an employee could have a target for influence, perhaps listed among other skills the employer values. Employees who score higher on influence could earn a larger bonus.
How fair do you think it would be to use social influence as a basis for incentive pay