Search results

The purpose of this empirical paper is to identify the role of social networking information (SNI) on job candidates' pre-employment background checking (PBC) process. SNI was further divided into three elements: perceived availability of information (PAI), perceived accuracy of information (PACI) and perceived reliability of information (PRI). In addition, the authors employed two mediating variables: perceived benefit (PB) and organizational branding (OB) to study the influence of each element of SNI on PBC.

The authors used primary data collected from a valid sample of 465 using a structured questionnaire survey selected through purposive sampling. For descriptive analysis, SPSS 24 and for testing the hypothesized relationships, structural equation modeling technique (with AMOS 24) were utilized.

The results indicated that only PAI had strong positive influence on PBC. The other two independent variables: PACI and PRI had insignificant positive influence on PBC. In case of mediators, OB was found to partially mediate the relationship between PAI and PBC while it did not mediate two other direct relationships. Further, PB did not mediate any relationship at all.

The paper is expected to be useful for the academicians involved in investigating the role of SNI on PBC as a lucrative research topic.

The hiring professionals can utilize the findings of this primary research as the guidelines for formulating effective social media background checking policies.

Using SNI for different HRM practices is comparatively new but a growing practice. However, the empirical investigation covering this area is almost absent in academia. This paper as one of the very initial attempts to reveal the role of SNI on PBC can fill that severe gap to some extent and guide future research attempts. Furthermore, the HR professionals are expected to be benefitted from the empirical results in formulating and implementing an effective media policy that will help them in utilizing the SNI in an efficient and rightful manner.

The purpose of this paper is to explore the various methods available when conducting a pre‐employment screening investigation in attempt to hire honest employees, those less likely to commit fraud against their organization. While many companies perform the most basic type of background check, this paper suggests that companies need to go beyond the basics when hiring its employees.

By reviewing the existing literature and conducting interviews with experts in the area of background investigation services, the paper makes suggestions for companies to follow.

Merely relying on the most basic background check may lead to the hiring of the wrong employee, one likely to commit fraud. Companies should consider performing other screening techniques before hiring an employee.

Background checks have become a widely‐recognized method of pre‐employment screening. However, these checks are just one part of the employee selection process and companies should understand both the practical and legal implications of conducting additional testing.

The guidance provided in this paper will aid companies in the pre‐employment selection process. Both basic and more advanced techniques are discussed and companies can choose any or all of the recommended methods.

This study aims to develop a conceptual model and assess the extent to which pre-, during- and post-employment HR security controls are applied in organizations to manage information security risks.

The conceptual model is developed based on the agency theory and the review of theoretical, empirical and practitioner literature. Following, empirical data are collected through a survey from 134 IT professionals, internal audit personnel and HR managers working within five major industry sectors in a developing country to test the organizational differences in pre-, during- and post-employment HR security measures.

Using analysis of variance, the findings reveal significant differences among the organizations. Financial institutions perform better in employee background checks, terms and conditions of employment, management responsibilities, security education, training and awareness and disciplinary process. Conversely, healthcare institutions outperform other organizations in post-employment security management. The government public institutions perform the worst among all the organizations.

An integration of a conceptual model with HR security controls is an area that is under-researched and under-reported in information security and human resource management literature. Accordingly, this research on HR security management contributes to reducing such a gap and adds to the existing HR security risk management literature. It, thereby, provides an opportunity for researchers to conduct comparative studies between developed and developing nations or to benchmark a specific organization’s HR security management.

This paper aims to introduce the concept of 360° recruitment, which is a systematic, practical and holistic recruitment process that provides a reliable employee-selection structure for an organization of any size.

The recruitment process, which begins with establishing the correct selection criteria, provides a 360° view of a candidate by combining assessments, job interviews, reference checks and job previews.

Hiring the right employees is critical for the growth and success of an organization. However, many companies do not have an effective and reliable recruitment process that enables them to hire top-notch talent who are highly compatible with the firm. The 360° recruiting process is a practical technique that enables organizations to evaluate job applicants from multiple angles while reducing the uncertainty and the biases that are inherent in a typical recruiting process.

The 360° recruitment process is comprehensive yet practical and can be used by an organization of any size. The technique, if properly administered, will optimize recruiting and ensure that qualified and compatible employees are hired into the organization.

The purpose of this paper is to analyze the effect of various internal controls (i.e. hotlines, regular ethics (fraud) training, surprise audits, internal and external audits and background checks) on reducing occupational fraud losses by victim organizations.

The paper, based on data from an occupational fraud report co-authored by the Association of Certified Fraud Examiners (ACFE) and Peltier-Rivest (2007), uses a multivariate regression analysis to analyze the effect of various internal controls on preventing fraud losses.

The authors’ analyses demonstrate that hotlines, regular ethics (fraud) training, surprise audits and internal audits all decrease fraud losses when used separately. However, hotlines and surprise audits are the only statistically significant controls when controlling for the potential correlation among all internal controls. Hotlines are associated with a reduction of 54 per cent in median fraud losses, while surprise audits cut median losses by 69 per cent.

This study contributes to academia and the anti-fraud profession by assessing the statistical effect of six internal controls on preventing fraud losses, while controlling for the potential correlation among these controls.

This study discusses the relative benefits (loss savings) of various internal controls to organizations, governments, managers and anti-fraud professionals. This information may help determine investment priorities in the context of scarce resources.

This paper is based on proprietary data owned by the ACFE and is the first to analyze the statistical significance of various internal controls on the reduction of fraud losses in Canada.

Nearly 20% of the issues the US Supreme Court is expecting to decide this year involve labor‐management issues such as discrimination, sexual harassment, wrongful termination, and employee testing. Many of these issues will have direct impact on human resource managers in how they administer their personnel policies. The purpose here is to provide information on the most current legal decisions affecting employee‐employer relationships so that sound, intelligent decisions can be made regarding these issues.

Barriers to employment are a significant issue in the United States and abroad. As civil rights legislation continues to be enforced and as employers seek to diversify their workplaces, it is incumbent upon the management field to offer insights that address obstacles to work. Although barriers to employment have been addressed in various fields such as psychology and economics, management scholars have addressed this issue in a piecemeal fashion. As such, our review will offer a comprehensive, integrative model of barriers to employment that addresses both individual and organizational perspectives. We will also address societal-level concerns involving these barriers. An integrative perspective is necessary for research to progress in this area because many individuals with barriers to employment face multiple challenges that prevent them from obtaining and maintaining full employment. While the additive, or possibly multiplicative, effect of employment barriers have been acknowledged in related fields like rehabilitation counseling and vocational psychology, the Human Resource Management (HRM) literature has virtually ignored this issue. We discuss suggestions for the reduction or elimination of barriers to employment. We also provide an integrative model of employment barriers that addresses the mutable (amenable to change) nature of some barriers, while acknowledging the less mutable nature of others.

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 purpose of this paper is to raise awareness about internal fraud in small businesses among small business owners, managers, and consultants.

Recent statistics from international fraud surveys are presented, and the theory of why people commit fraud is described. The most common internal fraud schemes as identified in the international fraud surveys are explained, as well as some of the related red flags and preventative measures. Examples of actual internal frauds perpetrated in small businesses are discussed.

This paper summarizes pertinent facts that repeatedly show small businesses are most vulnerable to fraud and suffer a disproportionate median loss when compared to larger businesses. External audits by Certified Public Accountants cannot be relied upon to detect fraud. Owners, managers, and advisors are strongly encouraged to have knowledge of how fraud can affect their organizations in order to prevent or detect fraud and avoid the devastating effect it can have on the small business’s viability.

Fraud knowledge can help owners, managers, and advisors prevent small businesses from falling victim to fraud.

This paper addresses a critical issue to small businesses, but has so far been largely neglected in the literature. While large financial statement frauds receive widespread publicity, they are relatively uncommon compared to asset misappropriation fraud schemes suffered by small businesses.

While the major “eye‐popping,” headline‐grabbing financial statement frauds have captured the attention of the investing public in recent years, little heed has been given to the smaller‐dollar, more repetitive frauds that occur in organizations year in and year out ‐ misappropriation of an entity’s assets, repeated during any given accounting period (e.g., month/year) in an amount insufficient to be detected by the entity’s system of internal controls. The purpose of this article is to examine the factors that allow fraud to flourish at a low level, or “under the radar” of internal controls; describe some of the more common schemes that occur; and propose responses that management can implement to prevent fraud from occurring in the future.