Friend or Foe? The Promise and Pitfalls of Using Social Networking Sites for HR Decisions

Davison, H. Kristl; Maraist, Catherine C.; Bing, Mark N.

doi:10.1007/s10869-011-9215-8

Cited by 189 publications

(147 citation statements)

References 7 publications

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“…Researchers have looked at the benefits and risks of social media (Davison, Maraist, & Bing, 2011;Brown & Vaughn, 2011) and how personality can be inferred from social media websites (Kluemper, Rosen, & Mossholder, 2012). Although this research has not demonstrated the predictive validity of using social media in hiring decisions, this fact has not stopped organizations from embracing social media as part of the hiring decisions.…”

Section: Cloud-based Applications (Since 2010)mentioning

confidence: 99%

The Evolution of the Field of Human Resource Information Systems: Co-Evolution of Technology and HR Processes

Johnson¹,

Lukaszewski²,

Stone³

2016

CAIS

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Abstract:In this paper, we review the professional and academic development of the human resource information systems (HRIS) field to assess its progress and suggest ways for moving research forward. To do so, we examine the interplay between the evolution of technology and the HR field through four key eras of technology: 1) mainframe, 2) client server, 3) ERP and Web-based systems, and 4) cloud-based systems. In each era, we discuss how HR practices and requirements drove the need for the use of these systems and how these systems allowed the HR field to evolve. In addition, we trace the HRIS subfield and its relation to the technological evolutions occurring in the HR field. Somewhat surprisingly, we found that much of the research on the use of technology to support HR has occurred only in the last 15-20 years as a response to the use of the Web as a medium for delivering HRIS. We conclude by discussing how scholars from the information systems and human resources fields can come together to help advance HRIS.

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Section: Cloud-based Applications (Since 2010)mentioning

confidence: 99%

The Evolution of the Field of Human Resource Information Systems: Co-Evolution of Technology and HR Processes

Johnson¹,

Lukaszewski²,

Stone³

2016

CAIS

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“…Similar to negative word-of-mouth communication that consumers participate in, researchers have posited that word-of-mouth communication by job applicants can impact other people's attitudes and behaviors (Collins & Stevens, 2002;Van Hoye & Lievens, 2005. Furthermore, research indicates that perceived privacy invasion stemming from social media use in the hiring process results in negative applicant reactions (Clark & Roberts, 2010;Cole, 2011;Davison et al, 2011). Additionally, applicant reactions to the use of social media in the hiring process can have important consequences related to factors that influence willingness to accept job offers.…”

Section: Private Actionmentioning

confidence: 99%

“…However, requiring access to applicants' social networks and the activities occurring therein-a practice currently legal in 29 U.S. states (Deschenaux, 2015)-will likely induce strong moral reactions in job candidates due to a potential loss of personal privacy (Black, Stone, & Johnson, 2015). Several scholars have urged caution about using social network information for screening job applicants because of these perceived privacy violations (Clark & Roberts, 2010;Davison, Maraist, & Bing, 2011;Drake, 2016;Lucero, Allen, & Elzweig, 2013;, while managers argue that one needs to use social network information as a pre-employment screen to protect employers from hiring unfit applicants (Clark & Roberts, 2010). Given that two-thirds of the world's population maintains some form of social media presence (Corcoran, Elliot, Bernoff, Pflaum, & Bowen, 2009) and 71 percent of Internet users are on Facebook (Duggan, Ellison, Lampe, Lenhart, & Madden, 2015), these HR practices have global implications for 1) how employers and associated HR departments use social networks in their vetting processes and 2) how job applicants react to employers' requests to access their social network profiles and view the activities therein.…”

Section: Introductionmentioning

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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“…Internet intermediaries make worker skills more easily identifiable and therefore may encourage employers to converge in pursuit the most highly accomplished individuals, leading to "winner take all" labor markets (Autor 2001). In addition, by making information about job candidates' personal characteristics and lives readily available, the Internet may also encourage hiring based on ascriptive categories and other non-job-relevant criteria (Blommaert, Coenders, and Tubergen 2014;Davison, Maraist, and Bing 2011;Duggan et al 2014;Gaddis 2015). Access to these forms of data allows bias-conscious or unconscious-to influence employers' hiring decisions (Caers and Castelyns 2011;Ruggs, Speights, and Walker 2013), potentially harming job candidates in disadvantageous ascriptive categories and/or with marginalized forms of cultural capital (cf., Rivera 2012).…”

Section: Technological Change Labor Markets and Employment Inequalitymentioning

confidence: 99%

“…Access to these forms of data allows bias-conscious or unconscious-to influence employers' hiring decisions (Caers and Castelyns 2011;Ruggs, Speights, and Walker 2013), potentially harming job candidates in disadvantageous ascriptive categories and/or with marginalized forms of cultural capital (cf., Rivera 2012). Further, at present neither the legal world nor formal organizational policies offer much in the way of decisive guidance on the use of online information in hiring (Clark and Roberts 2010;Davison et al 2011). …”

Section: Technological Change Labor Markets and Employment Inequalitymentioning

confidence: 99%

The Hunt for Red Flags: Human Resource Perspectives on Internet-based Job Candidate Screening

McDonald¹

2017

Preprint

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This study uses qualitative interviews with 31 human resource professionals to examine how they weigh the usefulness as well as the discriminatory potential of evaluating job candidates based on information obtained from the Internet. Results show that most HR professionals value social media and online search data, though some question its accuracy and usefulness. The majority recognize that because online information emphasizes personal and ascribed traits, it can potentially result in hiring discrimination. They use four strategies to cope with this discriminatory potential. Two strategies downplay the importance of online information by constructing it as the responsibility of individual job candidates and its role in hiring as marginal.Two other tactics involve guarding against discrimination, but in individualized and rather passive and post-hoc ways. Findings contribute to our knowledge of the organizational and labor market dynamics that contribute to inequality in the face of exogenous technological change and field-level uncertainty.

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Friend or Foe? The Promise and Pitfalls of Using Social Networking Sites for HR Decisions

Cited by 189 publications

References 7 publications

The Evolution of the Field of Human Resource Information Systems: Co-Evolution of Technology and HR Processes

The Evolution of the Field of Human Resource Information Systems: Co-Evolution of Technology and HR Processes

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

The Hunt for Red Flags: Human Resource Perspectives on Internet-based Job Candidate Screening

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