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Purpose This paper explores the cognitive impacts of social media on employees in workplace environments, focusing on how digital interactions disrupt cognitive functions and employee engagement. It bridges theoretical models of cognitive psychology with practical human resource (HR) strategies to mitigate these effects. Design/methodology/approach The methodology includes a review of relevant cognitive and psychological theories – namely cognitive load theory (Sweller, 1988), distraction-conflict theory (Baron, 1986), and engagement theory (Schaufeli et al., 2002). The discussion extends to practical interventions such as policy adjustments, employee training and technological solutions, assessing their application within organizational contexts to address social media challenges. Findings The research findings have significant practical implications. The author reveals that continuous social media notifications can lead to distraction conflicts and decreased employee engagement, impacting cognitive load. Effective HR interventions, such as clear guidelines, digital detox initiatives and technology-based social media access control, can enhance focus and productivity, improving workplace outcomes. Originality/value This paper contributes to discussions on social media’s role in workplace dynamics by combining cognitive psychological theories with practical HR applications. It presents a structured approach to understanding and managing digital distractions, offering a new framework for organizations aiming to balance technological advancements with employee well-being.
Stephanie Bilderback (Fri,) studied this question.