Should human resource managers use social media to screen job applicants? Managerial and legal issues in the USA

Slovensky, Ross; Ross, William H.

doi:10.1108/14636691211196941

Cited by 99 publications

(127 citation statements)

References 34 publications

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“…Not surprisingly, precisely this kind of social media-focused screening is becoming common practice among HR managers, regardless of the legal and ethical implications. For example, 22% of HR managers reported using Facebook as a screening tool in 2008, compared to 70% of managers who indicated they had actually rejected job applicants on the basis of information available about those applicants via social media in 2012 [44]. This represents a striking increase in the use of social media for applicant screening.…”

Section: Introductionmentioning

confidence: 98%

See 1 more Smart Citation

Gender (In)Consistent Communication via Social Media and Hireability: An Exploratory Study

Brouer

Stefanone

Badawy

et al. 2017

Proceedings of the 50th Hawaii International Conference on System Sciences (2017)

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Section: Introductionmentioning

confidence: 98%

“…These profiles afford a clear window employers can leverage to observe job applicants 'in the wild.' However, research into understanding how specific elements of user profiles influence employment decisions has been lacking, focusing instead on personality [44].…”

Section: Introductionmentioning

confidence: 99%

Gender (In)Consistent Communication via Social Media and Hireability: An Exploratory Study

Brouer

Stefanone

Badawy

et al. 2017

Proceedings of the 50th Hawaii International Conference on System Sciences (2017)

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show abstract

“…Furthermore, there are legal concerns related to the type of information that is available via social media and how one can use it. Social media provides much information (e.g., participants' race, ethnicity, age, gender, national origin, religion, disability status, pregnancy status, political affiliation, or union membership) that hiring managers can use to illegally discriminate against applicants (Kluemper & Rosen, 2009;Slovensky & Ross, 2012). Finally, there are legal concerns related to how organizations treat applicants if they honestly do not have a social media account.…”

Section: Volumementioning

confidence: 99%

Integrating the Expanded Task-technology Fit Theory and the Technology Acceptance Model: A Multi-wave Empirical Analysis

Drake¹,

Hall²,

Becton³

et al. 2023

THCI

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Abstract:For human resource (HR) departments, screening job applicants is an integral role in acquiring talent. Many HR departments have begun to turn to social networks to better understand job candidates' character. Using social networks as a screening tool might provide insights not readily available from resumes or initial interviews. However, requiring access to an applicants' social networks and the private activities occurring therein-a practice currently legal in 29 U.S. states (Deschenaux, 2015)-could induce strong moral reactions from the job candidates because of a perceived loss of information privacy. Subsequently, such disclosure requests could induce job candidates to respond in a multitude of ways to protect their privacy. Given that an estimated 2.55 billion individuals will use social media worldwide by 2017 (eMarketer, 2013), the repercussions from requests for access social media environments have potentially far-reaching effects. In this research, we examine how one such disclosure request impacted six information privacy protective responses (IPPRs) (Son & Kim, 2008) based on the job candidates' perceived moral judgment and the perceived moral intensity of the HR disclosure request. These responses occurred when we asked respondents to provide personal login information during a hypothetical interview. By modeling data derived from a sample of 250 participants in PLS-SEM, we found that the five IPPRs (i.e., refusal, negative word of mouth, complaining to friends, complaining to the company, and complaining to third parties) were all significant responses when one judged the request to be immoral and perceived the moral intensity concept of immediate harm. The amount of variance explained by these five IPPRs ranged from 17.7 percent to 38.7 percent, which indicates a solid initial foundation from which future research can expand on this HR issue. Implications for academia and practice are discussed.

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“…This political impasse encapsulates the challenge facing security operators dealing with the threats from violent extremists and organised crime. Echoes of this can also be found in debates around intrusive monitoring of employees through social media and email traffic (Hoffman et al, 2003;Slovensky and Ross, 2012) and reflects a wider set of concerns around the power of companies and the state.…”

Section: Information Flowsmentioning

confidence: 99%

Breaking bad? In search of a (softer) systems view of security ergonomics

Fischbacher‐Smith

2015

Secur J

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A series of terrorist attacks in late 2014 and early 2015 prompted the head of the UK's Security Service to comment on the need to improve the information flows available to the service in order to deal with the emerging task demands that it faces. The comments highlighted the tensions that have been created in the post-Snowden revelations around domestic surveillance and intelligence gathering and these concerns span both public and private sector organisations. The intervention by the head of MI5 raises a series of questions about the design of security organisations and their function, and does so within a wider systems context, where changes in the environment require corresponding changes in the core processes and functions of the organisation. This is a central domain of security ergonomics and the manner in which an organisation can frame its response to an ever more complex threat matrix is the main purpose of this article. The question becomes one of how one might 'design' such a high performing organisation and especially one that can satisfy the zero-failure mandate that is often required of the security function. The argument presented here is that those organisations that see security as a 'bolt-on' function to existing organisational activities will invariably fail to capture the wider strategic dynamics of threat-response interactions and, more significantly, the role that other organisational activities can play in shaping that process. This article approaches the question from the perspective of two related bodies of research -Soft Systems Methodology and Ergonomics/Human Factors. Security Journal (2016Journal ( ) 29, 5-22. doi:10.1057Journal ( /sj.2015 Keywords: security ergonomics; soft systems methodology; organisational design; human factors; socio-technical systems The online version of this article is available Open Access IntroductionMy sharpest concern as Director General of MI5 is the growing gap between the increasingly challenging threat and the decreasing availability of capabilities to address it (Parker, 2015) The quote from Parker, the Director General of MI5, highlights the core challenge facing the provision of a security function in modern organisations (and especially state-based security institutions), namely to ensure that the capabilities of the organisation match the everchanging task demands that are imposed upon it. These threats currently include: the shift to mass casualty suicide terrorism (especially where no warnings are given of the attack) (Bowen, 2004;Fischbacher-Smith et al, 2010); the increasing threats from cyberattacks carried © 2016 Macmillan Publishers Ltd. 0955-1662 www.palgrave-journals.com/sj/ out by organised criminal gangs and state-actors (Choo and Smith, 2008;Farwell and Rohozinski, 2011;Collins and McCombie, 2012); the increased use of social media to recruit and train hostile actors; and the threats posed to those critical infrastructures upon which modern societies depend (Boin and Smith, 2006). These threats have all increased the task c...

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Should human resource managers use social media to screen job applicants? Managerial and legal issues in the USA

Cited by 99 publications

References 34 publications

Gender (In)Consistent Communication via Social Media and Hireability: An Exploratory Study

Gender (In)Consistent Communication via Social Media and Hireability: An Exploratory Study

Integrating the Expanded Task-technology Fit Theory and the Technology Acceptance Model: A Multi-wave Empirical Analysis

Breaking bad? In search of a (softer) systems view of security ergonomics

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