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Research indicates that inconsistent gender norm presentations are met with backlash, which is particularly damaging to women. With social media use in selection rising, it is important to understand if this remains consistent for job applicants on social media.

In two experiments, this study investigates hiring managers' reactions to job applicant (in)consistent gender norm-based communication on Facebook (n = 197) and YouTube (n = 203). Participants located in the United States were asked to review social media materials, reported perceptions of task and social attraction, and make hiring recommendations.

Inconsistent with work on backlash in face-to-face settings, results demonstrated that masculine communication styles on social media may be detrimental to job seekers, and this was more pronounced for male job seekers. Feminine presentation styles had more favorable results.

The findings challenge the long-held understanding that men have more leeway to behave in agentic ways in job seeking contexts. While this may remain true in face-to-face settings, these findings suggest that social media, lacking media richness, may be a context in which males experience backlash for agentic behavior.

The research offers a novel perspective investigating traditional gender expectations in the digital realm, paving the way for a more comprehensive understanding of gender in employment contexts. This study contributes to the growing body of research on online behavior and expands understanding of how hiring managers react to gender norms in the era of social media.

This paper aims to critically discuss the mounting role of social media (SM) or social networking sites (SNSs) on various human resource management (HRM) practices.

The paper is based on 87 published papers collected from the Web of Science Database particularly from 2010 to 2020 (up to June) using VOSviewer software. After reviewing those paper contents, the author briefly highlighted the findings.

According to most of the previous studies, the utilization of SM information for various HRM practices is rising although such utilization is mostly limited to talent search and recruitment & selection at present. Further, it was found that Facebook and LinkedIn are the two most accepted sites among the hiring professionals where the first one mostly provides behavioral information and the second one provides job-related information. Finally, it was revealed that organizations can develop a strong corporate branding through the presence in SM.

This review paper is expected to motivate further research initiatives regarding the role of social media into different HRM practices.

The author expects that based on the findings, the organizational policymakers can get some practical guidelines regarding the efficient utilization of such a platform.

Social media is a powerful platform for flourishing business entities, promoting products, branding, talent search and so many more purposes. An organization can well promote its existence through this popular platform. In particular, the media can be a well-established platform for searching competent employees and creating employer branding. Therefore, more and more research studies should be carried out focusing on this recent issue. This review paper can be a base for the upcoming researchers as it has accumulated the previous literature and their findings.

The hospitality and tourism industry faces a number of workforce challenges, especially the high turnover rates and associated replacement costs associated with continually identifying and hiring new employees. The purpose of this paper is to discuss how hospitality and tourism organizations can use electronic human resource management (eHRM) and artificial intelligence (AI) to help recruit and select qualified employees, increase individual retention rates and decrease the time needed to replace employees. Specifically, it discusses how e-recruiting and e-selection and AI tools can help hospitality and tourism organizations improve recruiting and selection outcomes.

Research on eHRM, AI, employee recruitment and employee selection are applied to the hospitality and tourism industry and insights for how eHRM and AI can be applied to the industry are discussed.

eHRM and AI have the potential to transform how the hospitality and tourism industry recruit and select employees. However, care must be taken to ensure that the insights gained and the decisions made are well received by employees and lead to better employee and organizational outcomes.

This paper represents the first research that integrates research from eHRM and AI and applies it to the hospitality and tourism industry.

This paper represents the first research that integrates research from eHRM and AI and applies it to the hospitality and tourism industry.

Branched situational judgment tests (BSJTs) are an increasingly common employee selection method, yet there is no theory and very little empirical work explaining the designs and impacts of branching. To encourage additional research on BSJTs, and to provide practitioners with a common language to describe their current and future practices, we sought to develop a theory of BSTJs.

Given the absence of theory on branching, we utilized a ground theory qualitative research design, conducting interviews with 25 BSJT practitioner subject matter experts.

Our final theory consists of three components: (1) a taxonomy of BSJT branching features (contingency, parallelism, convergence, and looping) and options within those features (which vary), (2) a causal theoretical model describing impacts of branching in general on applicant reactions via proximal effects on face validity, and (3) a causal theoretical model describing impacts on applicant reactions among branching designs via proximal effects on consistency of administration and opportunity to perform.

Our work provides the first theoretical foundation on which future confirmatory research in the BSJT domain can be built. It also gives both researchers and practitioners a common language for describing branching features and their options. Finally, it reveals BSJTs as the results of a complex set of interrelated design features, discouraging the oversimplified contrasting of “branching” vs “not branching.”

Assessment gamification, which refers to the addition of game elements to existing assessments, is commonly implemented to improved applicant reactions to existing psychometric measures. This study aims to understand the effects of gamification on applicant reactions to and measurement quality of situational judgment tests.

In a 2 × 4 between-subjects experiment, this study randomly assigned 315 people to experience different versions of a gamified situational judgment test, crossing immersive game elements (text, audio, still pictures, video) with control game elements (high and low), measuring applicant reactions and assessing differences in convergent validity between conditions.

The use of immersive game elements improved perceptions of organizational technological sophistication, but no other reactions outcomes (test attitudes, procedural justice, organizational attractiveness). Convergent validity with cognitive ability was not affected by gamification.

This is the first study to experimentally examine applicant reactions and measurement quality to SJTs based upon the implementation of specific game elements. It demonstrates that small-scale efforts to gamify assessments are likely to lead to only small-scale gains. However, it also demonstrates that such modifications can be done without harming the measurement qualities of the test, making gamification a potentially useful marketing tool for assessment specialists. Thus, this study concludes that utility should be considered carefully and explicitly for any attempt to gamify assessment.

Applying the institutional logics perspective to applicant attraction, this study investigates the level of uniformity among preferences for consulting job attributes associated with the institutional logics of the corporation, the profession and the family, and tests for the influence of anticipatory socialization differences.

The study uses a discrete choice experiment with 232 business students. A hierarchical Bayes approach to conjoint analysis uncovers part-worth heterogeneity and allows for subsequent cluster and regression analysis of the choice data.

The findings identify a dominant job-oriented preference type and a minor career-oriented preference type. Anticipatory socialization through personal prior work experience and the occupation of friends decreases adherence to the logic of profession and increases the relevance of the family logic. The parents' occupation has only a minimal influence on preferences.

The study provides attribute-based recommendations on how professional service firms can effectively address the complex expectations of potential applicants in their job ads for an entry position and underlines the role of intra-generational reference groups as important anticipatory socializers.

By testing individual socialization effects at the pre-hire stage and beyond the organizational level, the study fills a void in both the recruitment and the institutional literature.

This research aimed to explore the commonalities and differences in the type of information provided on corporate websites in relation to their employment brand equity.

Mixed methods of content analysis, ANOVA and regression analyses were employed to answer the research questions. The data were collected from multiple sources, including the websites of a sample of forty companies listed as the US Fortune 100 Best Companies to Work in 2012 and information presented on Fortune’s website as well.

Employment brand equity hardly showed any significant impact on either company’s job growth or reputation in the ranking as an “employer of choice”.

The results indicated some practices to make a company’s employment brand outstanding and how its web presence reflected its “brand” and presence for potential employees. They are useful for HR practitioners concerned with building an employee brand. For example, the more highly ranked companies in the Fortune 100 tend to provide more forms of online support related to employment opportunities.

Using brand equity theory from the marketing arena and applying this within the human resources management area, this study suggests that “employment brand equity” became a major factor that many companies and organizations should focus on to enhance their standing with job seekers, particularly talented ones. Nearly a decade before the COVID-19 pandemic, the best companies to work for in the US had paid attention to digitalization via websites and social media, to attract talent (and support employees).

Higher education institutions have undergone a transformation over the past few decades, from loosely coupled systems to more centrally managed organizations. Central to this ongoing development is the increasing competition for resources and reputation, driving higher education institutions to rationalize their structures and practices. In our study, we focused on changes in job advertisements for professorships in Germany from 1990 to 2010. Findings showed that the requirements stipulated by universities for professorial positions have become increasingly differentiated (and measurable) over time. In this context, competitive aspects, such as third-party funding, international orientation, or publications, have particularly come to the fore and grown significantly in importance. We discuss these findings in light of an increasing managerialization of higher education institutions, which has a direct effect on collegiality. We argue that the differentiation of professorial job profiles leads to even more formalized appointment processes and may push collegial governance into the background.

This study aims to investigate some individual factors that may positively/negatively impact upon the willingness to use AI-assisted hiring procedures (AI-WtU). Specifically, the authors contribute to the ongoing discussion by testing the specific role of individuals’ personality traits and their attitude toward technology acceptance.

Data have been collected from a cohort of workers (n = 157) to explore their individual level of AI-WtU, their personality traits and level of technology acceptance, along with a series of control variables including age, gender, education, employment status, knowledge and previous experience of AI-assisted hiring.

The results obtained show the significant role played by a specific personality trait –conscientiousness – and technology acceptance in shaping the level of AI-WtU. Importantly, technology acceptance also mediates the relationship between AI-WtU and conscientiousness, thus suggesting that conscientious people may be more willing to engage in AI-assisted practices, as they see technologies as means of improving reliability and efficiency. Further, the study also shows that previous experience with AI-assisted hiring in the role of job applicants has a negative effect on AI-WtU, suggesting a prevailing negative experience with such tools, and the consequent urge for their improvement.

This study, to the best of the authors’ knowledge, is the first to test the potential role of personality traits in shaping employees AI-WtU and to provide a comprehensive understanding of the issue by additionally testing the joint effect of technology acceptance, age, gender, education, employment status and knowledge and previous experience of AI-assisted hiring in shaping individual AI-WtU.