Relying on Social Media to Assess Job Applicants: The Limitations

Recruiters rely heavily on technology and social media to promote new job openings, so then what happens when a promising candidate applies? Social media once again plays a role where the organization is tempted to locate the candidate’s profile on Facebook.com or other sites. Ultimately, the strategy creates an intercha5624177651_5393210133_z.jpgngeable lens from personnel  to personal selection.

The study, “Social Media for Selection? Validity and Adverse Impact Potential of a Facebook-Based Assessment,” published in the Journal of Management examines how recruiters evaluate a candidate’s social media profile, and what those limitations are. The JOM study was also recently featured in an article from the Society for Industrial and Organizational Psychology, naming it one of the top 10 most significant studies with practical utility in 2016. Click here to view the original post from SIOP.

Below, please find the abstract to the article:

Recent reports suggest that an increasing number of organizations are using information from social media platforms such as Facebook.com to screen job applicants. Unfortunately, empirical research concerning the potential implications of this practice is extremely limited. We address the use of social media for selection by examining how recruiter ratings of Facebook profiles fare with respect to two important criteria on which selection procedures are evaluated: criterion-related validity and subgroup differences (which can lead to adverse impact). We captured Facebook profiles of college students who were applying for full-time jobs, and recruiters from various organizations reviewed the profiles and provided evaluations. We then followed up with applicants in their new jobs. Recruiter ratings of applicants’ Facebook information were unrelated to supervisor ratings of job performance (rs = −.13 to –.04), turnover intentions (rs = −.05 to .00), and actual turnover (rs = −.01 to .01). In addition, Facebook ratings did not contribute to the prediction of these criteria beyond more traditional predictors, including cognitive ability, self-efficacy, and personality. Furthermore, there was evidence of subgroup difference in Facebook ratings that tended to favor female and White applicants. The overall results suggest that organizations should be very cautious about using social media information such as Facebook to assess job applicants.

The article is co-authored by Chad H. Van Iddekinge, Stephen E. Lanivich, Philip L. Roth, and Elliott Junco. It is currently free to read for a limited time, by clicking here.

Don’t forget to sign up for email alerts through the Journal of Management homepage so you never miss the latest research.

Facebook photo attributed to Pascal Paukner (CC).

 

Notes on the Origin of “The Normalization of Corruption”

[Wjmie’re pleased to welcome back J.S. Nelson, Senior Fellow at the Zicklin Center for Business Ethics Research at Wharton, and an Advisor in the Center for Entrepreneurial Studies at the Stanford Graduate School of Business. Nelson recently published an article in the Journal of Management Inquiry entitled “The Normalization of Corruption.” Notes from Nelson:]

My forthcoming article on “The Normalization of Corruption” in the November 2016 issue of the Journal of Management Inquiry started in a fairly unusual way. I am an attorney—a former prosecutor and commercial litigator—who has taught in business schools for nearly ten years. My work focuses on both entrepreneurship and business ethics.

But the differences between law and business still surprise me. At the 2016 Western Academy of Management meeting in Portland, a group of us were lingering over the end of breakfast at a conference table. As we described what we were working on, and I mentioned my articles about the incentives for wrongdoing within organizations leading to the 2007-08 financial crisis and scandals since, someone at the table stopped me mid-stream. “What are you doing sitting here? You need to be in the session happening now on corruption,” she told me. I protested that I didn’t work on corruption. For lawyers, corruption is the paying of bribes to government officials. But the management, finance, and organizational behavior people at the table envisioned corruption much more broadly—they saw corruption as the misuse of organizational resources by anyone who hijacks the proper purpose of the corporation. Yes, under this definition, the financial crisisthe VW emissions scandal, and today’s headlines about fraud at Wells Fargo are all corruption.

So I ran over to the room where the corruption symposium was mid-stride. And, lo and behold, a defense lawyer spoke to the crowd about white collar crime. Other people described the loss of positive “voice” that they had seen in corporate scandals. I was writing the Oxford University Press’s book on Business Ethics. These people were speaking my language. As the session drew to a close, I raised my hand to make a comment about the sorry state of the law and how middle management is often where the details of large scandals originate in order to protect top executives who don’t want to ask the questions that they should while on the job.

My comment and question drew Paul Hirsch’s attention. Paul is, as you know, the James L. Allen Professor of Strategy & Organizations in the Kellogg School of Management at Northwestern University. He is also passionate about new ideas and what we can do about corruption in this country. We sat down for an impromptu talk perched at a small table outside the meeting room to compare notes about how decisions in the courts are helping to fuel the patterns of corruption that we both study. We talked about the work that I was doing on the prevalence of corruption industry-by-industry, and how behavioral ethics helped explain the tipping points beyond which corruption became a norm.

Paul looked at me hard. I could tell he was coming to a decision. “Okay, do it,” he said. “Write this up for me as a guest editor of the issue—let’s put this in the Journal of Management Inquiry’s special issue on Corruption.” I protested—I came from a different discipline, the deadline was two weeks away, I had other publishing commitments, it just wasn’t possible. But Paul had seen the links between my work and his field. We cared about the same things. He knew that the management community needed to hear from additional perspectives, and he knew that the synergies would be worth pursuing.

And he was exactly right. The “Normalization of Corruption” article wrote itself.  The management material told part of the story, and the additional keys were in law and behavioral ethics. There is a pronounced cycle: the fact that misconduct is perceived by individuals to be so widespread has led to a normalization of corruption within companies and industries. The contribution of the law—and this part is particularly vicious—is that the normalization of corruption, in turn, helps to defeat attempts to prosecute the misconduct and to prevent its spread. Normalizing corruption tells individuals not only that it is acceptable to cheat, but that cheating is the behavior now expected of them and for which they will be rewarded.

So read the paper. Let me know what you think. Lawyers don’t usually talk about cultures and norms, and business professors don’t usually talk about doctrine and cases. But it’s time to put the pieces together. These synergies are shaping the world we live in, and—unless we have the conversations that we need to change that world—they are reciprocally creating the normalization of corruption.

Don’t forget to sign up for email alerts for the new articles published in the Journal of Management Inquiry. 

The Normalization of Corruption and Wells Fargo’s 2 Million False Accounts

14040090880_7ba42ec582_z[We’re pleased to welcome J.S. Nelson, Senior Fellow at the Zicklin Center for Business Ethics Research at Wharton, and an Advisor in the Center for Entrepreneurial Studies at the Stanford Graduate School of Business. Nelson recently published an article in the Journal of Management Inquiry entitled “The Normalization of Corruption.” From Nelson:]

My paper in the Journal of Management Inquiry’s upcoming special issue on corruption describes how corruption becomes a new norm across individuals, companies, and then industries. Entitled “The Normalization of Corruption,” the paper relies on findings from law, organizational behavior, and surveys of the workplace to describe the norm in terms of behavioral ethics, how it reproduces, and how it grows.

The discussion focuses on how the normalization of corruption is built by individuals, spreads to companies, and then to industries. It further describes how the very normalization of the corruption protects individuals singled out for their misconduct from punishment by the legal system.

The specific examples in the paper are taken from the financial industry and the 2015-16 Volkswagen emissions scandal. This week’s headlines about widespread fraud at Wells Fargo follow the same patterns: cheating became the norm at Wells Fargo because of intense pressure from top executives; those top executives deny personal responsibility; and the legal system gives us few options to prosecute them for behavior that is otherwise widespread. Systemic fraud ensues.  Wells Fargo created over 2 million unauthorized accounts for customers, charged at least $1.5 million in unwarranted fees for those sham accounts, and over 5,300 employees were involved.

Similar to the social pressures that fueled the 2007-08 financial crisis, managers inside Wells Fargo pushed their employees to lie, cheat, steal, and to bend the rules in any imaginable way to satisfy sales goals and make profit. Employees were told to sign up their mothers, siblings, and friends; instructed to hunt for sales at bus stops and retirement homes;and often targeted elderly clients and people who did not speak English well.When employees protested that “This doesn’t make sense” and “Where are you getting these sales goals?”managers would answer, “No, you can do it”or “You’re negative”or “Oh, you’re not a team player.”Ethical employees who reported to hotlines and through the chain of command were fired for insubordination. Wells Fargo human resources personnel admit that the bank had a playbook for watching any employees who reported and then finding ways to fire them for another reason.

Now the bank faces the growing threat of a private class action lawsuit by ethical employees who were fired, and two top executives will have parts of their pay clawed back by the company’s disgraced board. But the rest of the legal system appears paralyzed to effectively enforce consequences on key individuals.

How did we arrive at this point of broadly corrupt norms? And more importantly, how do we turn around a system that has normalized corruption? The “Normalization of Corruption” JMI paper delves into these questions with immediate application for today.

[Please look for the follow-up entry this week on the origin of the paper, “The Normalization of Corruption.”]

Want to stay current on all of the latest research published by the Journal of Management Inquiry? Click here for sign up for e-alerts!
*Wells Fargo Image attributed to Mike Mozart (CC).

Announcing the Winners of JOM’s Best Paper and Scholarly Impact Award!

We are pleased to congratulate the 2016 Journal of Management Best Paper and Scholarly Current Issue CoverImpact Award winners, announced just recently at the Academy of Managment 2016 Annual Meeting.

The Scholarly Impact Award, given annually, recognizes work with a lasting impact on the academic community and beyond. Our congratulations to the following winners:

Scholarly Impact Award:
Christopher Zott, Raphel Amit, and Lorenzo Massa
“The Business Model: Recent Developments and Future Research”

Scholarly Impact Award:
Donald Lange, Peggy M. Lee, and Ye Dai
“Organizational Reputation: A Review”

Scholarly Impact Award:
Dirk Van Dierendonck
“Servant Leadership: A Review and Synthesis”

Scholarly Impact Award:
Suzanne T. Bell, Anton J. Villado, Marc A. Lukasik, Larisa Belau, Andrea L. Briggs
“Getting Specific About Demographic Diversity Variable and Team Performance Relationships: A Meta-Analysis”

Best Paper Award and Scholarly Impact Award:
Brian L. Connelly, S. Trevis Certo, R. Duane Ireland, and Christopher R. Reutzel
“Signaling Theory: A Review and Assessment”

To celebrate these award-winning papers, readers will be able to access the papers free for the next 30 days! Congratulations again to the authors from Management INK!

Visit SAGE @ AOM 2016!

AOMThe Academy of Management 2016 Annual Meeting is going on now in Anaheim! This year’s theme, Making Organizations Meaningful, is all about the extensive impact of an organizations purpose, value, and worth. Organizational meaningfulness is a rich area of research–organizations communicate meaning across a wide variety of mediums to a wide variety of audiences, with unique goals in mind. You can find the full program for this year’s conference, including the scheduled events that will speak to organizational meaningfulness, by clicking here.

If you’re attending AOM, don’t forget to stop by SAGE’s booths (, where we’ll have the latest scholarly research from  Administrative Science Quarterly, Journal of Management, Family Business Review and other top-tier SAGE journals, as well as plenty of friendly faces willing to answer all your publishing inquiries.

Whether or not you’ll be able to attend this year’s Academy of Management Annual Meeting, please feel free to peruse the latest from SAGE’s management and business journals represented at AOM:

ASQ_v59n3_Sept2014_cover.inddAdministrative Science Quarterly This top-tier journal regularly publishes the best theoretical and empirical papers based on dissertations and on the evolving and new work of more established scholars, as well as interdisciplinary work in organizational theory, and informative book reviews.

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Business & Society
In this fast-growing, ever-changing, and always challenging field of study, BAS is the only peer-reviewed scholarly journal devoted entirely to research, discussion, and analysis on the relationship between business and society.

 

FBR_C1_revised authors color.inddFamily Business Review provides a scholarly platform devoted exclusively to exploration of the dynamics of family-controlled enterprise, including firms ranging in size from the very large to the relatively small. FBR is focused not only the entrepreneurial founding generation, but also on family enterprises in the 2nd and 3rd generation and beyond, including some of the world’s oldest companies.

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Group and Organization Management
publishes a broad range of articles, including data-based research articles, research review reports, evaluation studies, action research reports, and critiques of research. In addition, GOM brings you articles examining a wide range of topics in organizations from an international and cross-cultural perspective.

Current Issue Cover

The Journal of Applied Behavioral Science JABS is continually breaking ground in its exploration of group dynamics, organization development, and social change, providing scholars the best in research, theory, and methodology, while also informing professionals and their clients.

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Journal of Leadership and Organizational Studies produces high-quality, peer-reviewed research articles on leadership and organizational studies, focusing in particular on the intersection of these two areas of study.

 

Current Issue CoverJournal of Management is committed to publishing scholarly empirical and theoretical research articles that have a high impact on the management field as a whole and cover such field as business strategy and policy, entrepreneurship, human resource management, organizational behavior, organizational theory, and research methods.

JME_72ppiRGB_powerpointJournal of Management Education is dedicated to enhancing teaching and learning in the management and organizational disciplines. JME’s published articles reflect changes and developments in the conceptualization, organization, and practice of management education.

JMI_72ppiRGB_powerpointJournal of Management Inquiry is a leading journal for scholars and professionals in management, organizational behavior, strategy, and human resources. JMI explores ideas and builds knowledge in management theory and practice, with a focus on creative, nontraditional research, as well as, key controversies in the field.

07ORM13_Covers.inddOrganizational Research Methods  brings relevant methodological developments to a wide range of researchers in organizational and management studies and promotes a more effective understanding of current and new methodologies and their application in organizational settings.

Join SAGE at AOM 2016 to Provide Your Feedback!

Apply now!Today is the first day of the 2016 Annual Meeting of the Academy of Management in Anaheim. SAGE will be answering publishing inquiries and displaying top-tier management journals and books at booths  412, 414, 416 & 418. On Saturday, SAGE will also be showing conference attendees a demo of SAGE Business Researcher and SAGE Business Cases and asking for input from conference attendees. In addition to providing refreshments, each attendee will receive a $25 Amazon gift card upon completion of the event.

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If you’re interested in exploring SAGE Business Researcher before this event, you can read a recent issue on The Global Art Industry. The executive summary for the issue:

The market for artwork is a paradox: increasingly global and celebrity-driven, yet just as likely to take root in a New Orleans park or an online website as a high-end Manhattan gallery. Its products range from paintings and sculpture to prints, antique tea sets and furniture, even Banksy graffiti. It’s a major employer, accounting for more than 6 million jobs worldwide, and at its highest levels is driven by rich people getting richer: a mixture of supply and demand, greed, desire, and socializing, to the clink of Champagne flutes. The market has repeatedly set record prices, but experts warn it could be a bubble primed to pop. Yet online sales are growing, and investors are hunting for the next big thing, including African art. Among the issues under debate: Is the art market like the financial market? Does the art business reward artistic merit? Is globalization harming artists and the art market?

Click here to read more from this issue on SAGE Business Researcher. Interested in attending the feedback session? RSVP for the event!

*Art gallery image attributed to ctj71081 (CC)

SAGE @ AOM 2016!

AOM
Tomorrow kicks off the 2016 Annual Meeting of the Academy of Management in sunny Anaheim, California! This year’s theme is Making Organizations Meaningful. In introducing the theme, Mary Ann Glynn, Academy of Management Vice President and Program Chair, had this to say:

The meaningfulness of an organization is its expression of purpose, values or worth.  It involves a sense of significance that goes beyond material success or profitability; rather, it highlights how organizations can play a larger and more positive role in the world.  It is an approach embraced by the next generation of workers, the millennials (in their mid-to-late 30s), who often focus on making a positive difference in the world and a contribution to society — with organizations, not in spite of them.

Interest in meaningfulness has grown, fueled in part by developments in cognitive perspectives on strategic competition, cultural approaches to organizational resources, positive outlooks on realizing human potential at work, institutional insights on leadership dynamics, both heroic and sensational, new modes of communication that are social, digitalized and immediate, and the real-world failures of the dominant economic model to assure progress in material well-being for so many.

Making organizations meaningful matters, and it matters in a multitude of ways that are both immediate and far-reaching, ranging from environmental sustainability to social equality, and extending across multiple levels of analysis.  Meaningfulness at micro levels alerts us to engaging employees in work so as to maximize human potential and, at macro levels, it turns attention to organizational identity, culture, reputation, legitimacy and character.  By looking across levels, we can discover mechanisms that potentially amplify or even mute meaningfulness, as well as the contrast of meaninglessness.

Are you going to be attending AOM this year? If so, make sure to stop by SAGE booths 412, 414, 416 & 418! You can speak to SAGE employees about your publishing questions and learn more about SAGE’s management books and journals, including top-tier journals like Journal of Management, Administrative Science Quarterly, ILR Reviewand more!

Stay tuned for more information about SAGE at AOM 2016!

Interested in more information about this year’s conference? Click here to view the 2016 program.