2013),"Online social networks: an emergent recruiter tool for attracting and screening", Personnel Review, Vol. 42 Iss 3 pp. 248-265 http:// dx.If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to identify the elements of a LinkedIn profile that hiring professionals focus on most, and then examine LinkedIn profiles in terms of these identified elements across different industries. Design/methodology/approach -The methodology was comprised of two phases. In the first phase, researchers interviewed hiring professionals to determine their usage of LinkedIn. In the second phase, LinkedIn group member profiles from three industries -HR, sales/marketing and industrial/organizational (I/O) psychology -were compared on the 21 variables identified in Phase 1 (n ¼ 288). Findingsw 2 and ANOVA tests showed significant differences with respect to ten of the LinkedIn variables in how people presented themselves across the three groups. There were also several gender differences found. Research limitations/implications -A general limitation was the use of a qualitative research approach. A limitation of Phase 1 was that only a small sample of New York City-based hiring professionals was interviewed. Perhaps a wider, more diverse sample would have yielded different variables. In terms of Phase 2, it is possible that just utilizing the second connections of the researchers limited the generalizability of findings. Practical implications -User unwillingness to fully complete the LinkedIn profile suggests that it may not have replaced the traditional resume yet. Sales/marketing professionals were more likely than HR and I/O psychology professionals to complete multiple aspects of a LinkedIn profile. Women were also less likely than men to provide personal information on their profiles. Originality/value -Most of the empirical research on social networking sites has focussed on Facebook, a non-professional site. This is, from the knowledge, the first study that systematically examined the manner in which people present themselves on LinkedIn -the most popular professional site used by applicants and recruiters worldwide.

This study examined reactions to different types of interviews. It used a 2 × 2 × 2 between-subjects design in which interview script was manipulated in terms of interview structure, interviewer warmth, and interview outcome. Eight job interviews were videotaped using the same 2 people to role-play the job applicant and the interviewer. Undergraduate psychology students participated in this study (N = 257), and were randomly assigned to 1 of the 8 conditions. Participants watched the videos and then completed a questionnaire measuring organizational attractiveness, recommendation intentions, whether they would accept a job offer, and perceptions of organizational justice. The main findings were a significant 3-way interaction found between interview outcome, interview structure, and warmth of the interviewer for accepting a job offer; as well as mediating effects of procedural and interactional justice on the relationship between interviewer warmth on recommendation intentions, organizational attractiveness, and accepting a job offer. Implications for organizational practice include incorporating interviewer warmth into the structured interview process, as well as hiring recruiters who demonstrate warm behaviors. This way, organizations might concurrently make optimal selection decisions, while also creating positive and fair impressions of the organization to applicants.

Purpose The purpose of this paper is to operationalize the construct of work interruptions resiliency (WIR) and develop a measure assessing the extent to which employees report resiliency in resumption of work activities post-interruption (Study 1), and to further examine WIR’s nomological net, specifically its predictive relations with important employee-level outcomes (Study 2). Design/methodology/approach Study 1 utilized subject matter experts and data from 274 employees from a range of industries for scale development. Study 2 utilized 365 registered nurses from a hospital network to confirm and extend the findings from Study 1 within a relevant, dynamic job type. Findings Study 1 yielded a psychometrically sound measure for WIR comprised of four factors (typical, critical, external, sensory). Validity was evidenced via negative correlations with cognitive demand and Type A personality, and positive correlations with conscientiousness. Study 2 expanded WIR’s nomological net by evidencing its predictive relations with employees’ role clarity, autonomy support, role breadth self-efficacy, and evidence-based practice adoption intentions. Research limitations/implications This research introduces WIR and develops a measure for assessment, providing validity evidence and establishing an initial nomological net for WIR upon which further research can rely and build. Practical implications The work interruptions resiliency construct and measure have the potential to impact selection and training, particularly in job types wherein poor recovery from interruptions can yield detrimental consequences. Originality/value Work interruptions compromise productivity and result in errors. It is therefore crucial that organizations assess the extent to which employees are resistant to the detrimental effects of such disruptions (Study 1) and understand the nature of WIR’s predictive relations with important employee-level outcomes (Study 2).

In this study we investigated recruiter and applicant usage of LinkedIn in India. We replicated Zide, Elman, and Shahani-Denning (2014), who examined the use of LinkedIn with a U.S. sample. Following their methodology, we surveyed a small sample of India-based hiring professionals to identify important variables in the evaluation of LinkedIn profiles. We used these variables to code a sample of 200 LinkedIn member profiles across 2 industries: sales or marketing (SM) and human resources (HR). Similar to the case in the American sample reported in Zide et al., a review of chi-square and analysis of variance results indicated significant differences in how SM and HR professionals represented themselves on LinkedIn. Similarities and differences between the American and Indian samples on the use of LinkedIn are discussed.

No abstract