Over the past decade, the rapid evolution of social media has impacted the field of human resource management in numerous ways. In response, scholars and practitioners have sought to begin an investigation of the myriad of ways that social media impacts organizations. To date, research evidence on a range of HR-related topics are just beginning to emerge, but are scattered across a range of diverse literatures. The principal aim of this chapter is to review the current literature on the study of social media in HRM and to integrate these disparate emerging literatures. During our review, we discuss the existent research, describe the theoretical foundations of such work, and summarize key research findings and themes into a coherent social media framework relevant to HRM. Finally, we offer recommendations for future work that can enhance knowledge of social media’s impact in organizations.
It is widely established that many hiring managers view social networking websites (SNWs) such as LinkedIn and/or Facebook in the employment selection process, leading to…
It is widely established that many hiring managers view social networking websites (SNWs) such as LinkedIn and/or Facebook in the employment selection process, leading to the acceptance or rejection of job applicants. Due to the rapid evolution of social media, scientific study of SNWs has been substantially outpaced by organizational practice. This chapter focuses on a wide range of issues related to SNW screening relevant to research and practice.
The chapter: (1) reviews the current state of SNW screening practices, (2) describes a wide range of HR issues that should be considered such as privacy, discrimination, negligent hiring, validity, reliability, generalizability, impression management, applicant reactions, and utility, (3) draws connections to related issues already addressed by established employment selection methods to inform SNW screening, (4) discusses pros and cons of potential SNW screening approaches, and (5) provides a framework of best practices that should be incorporated into social network screening policies.
As an emerging employment selection approach, SNW screening demonstrates potential as a rich source of applicant information, but includes numerous legal and ethical issues. Further, these potential benefits and risks vary widely depending on the approaches used.
Provides HR practitioners with a wide range of information necessary to develop an effective social network screening policy, while making the case for academics to pursue research in this nascent area.
The use of social networking web sites (SNWs), like Facebook and MySpace, has become extremely popular, particularly with today's emerging workforce. Employers, aware of…
The use of social networking web sites (SNWs), like Facebook and MySpace, has become extremely popular, particularly with today's emerging workforce. Employers, aware of this phenomenon, have begun to use the personal information available on SNWs to make hiring decisions. The purpose of this paper is to examine the feasibility of using applicant personal information currently available on SNWs to improve employment selection decisions.
A total of 378 judge ratings (63 raters×6 subjects) are evaluated to determine if raters can reliably and accurately determine the big‐five personality traits, intelligence, and performance based only on information available on SNWs. Interrater reliability is assessed to determine rater consistency, followed by an assessment of rater accuracy.
Based solely on viewing social networking profiles, judges are consistent in their ratings across subjects and typically able to accurately distinguish high from low performers. In addition, raters who are more intelligent and emotionally stable outperformed their counterparts.
Human resource (HR) professionals are currently evaluating social networking information prior to hiring applicants. Since SNWs contain substantial personal information which could be argued to cause adverse impact, academic studies are needed to determine whether SNWs can be reliable and valid predictors of important organizational criteria.
This paper is the first, as far as the authors are concerned, to address the use of SNWs in employment selection, despite their current utilization by HR practitioners.