Read the November 2016 Issue of Journal of Management!

3340359442_b93f0f9aa9_o-1The November 2016 issue of Journal of Management is now available online, and can be accessed for the next 30 days! The November issue covers a variety of topics, including articles on organizational transparency, shared leadership-team performance relations, and the effects of autonomy on team performance.

Authors Anthony J. Nyberg, Jenna R. Pieper, and Charlie O. Trevor contributed the article “Pay-for-Performance’s Effect on Future Employee Performance: Integrating Psychological and Economic Principles Toward a Contingency Perspective,” which suggests that bonus pay may have a stronger effect on future performance than merit pay, among other findings about pay-for-performance. The abstract for the paper:

Although pay-for-performance’s potential effect on employee performance is a compelling issue, understanding this dynamic has been constrained by narrow approaches to pay-for-performance conceptualization, measurement, and surrounding conditions. In response, we take a more nuanced perspective by integrating fundamental principles of economics and psychology to identify and incorporate employee characteristics, job characteristics, pay system Current Issue Covercharacteristics, and pay system experience into a contingency model of the pay-for-performance–future performance relationship. We test the role that these four key contextual factors play in pay-for-performance effectiveness using 11,939 employees over a 5-year period. We find that merit and bonus pay, as well as their multiyear trends, are positively associated with future employee performance. Furthermore, our findings indicate that, contrary to what traditional economic perspectives would predict, bonus pay may have a stronger effect on future performance than merit pay. Our results also support a contingency approach to pay-for-performance’s impact on future employee performance, as we find that merit pay and bonus pay can substitute for each other and that the strength of pay-for-performance’s effect is a function of employee tenure, the pay-for-performance trend over time, and job type (presumably due to differences in the measurability of employee performance across jobs).

Another article from the issue, entitled “Social Media for Selection? Validity and Adverse Impact Potential of a Facebook-Based Assessment” from authors Chad H. Van Iddekinge, Stephen E. Lanivich, Philip L. Roth, and Elliott Junco delves into the hazards that arise when recruiters use social media platforms like Facebook to screen job applicants. The abstract for the paper:

Recent reports suggest that an increasing number of organizations are using information from social media platforms such as 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.

You can read these articles and more from the November 2016 issue of Journal of Management, which is free for the next 30 days, by clicking here to view the issue’s table of contents! Want to stay current on all of the latest research published by Journal of Management? Click here to sign up for e-alerts to receive notifications for new issues and Online First articles!

*City image attributed to Mark Goebel (CC)

Connect With Human Resource Development Review!

HRDR_72ppiRGB_powerpointEver wondered who’s behind the work at Human Resource Development Review (HRDR)? Or perhaps anticipate what will be in the next issue? Human Resource Development Review is excited to kick off its social media campaign and looks to build a community of colleagues by sharing most read, most cited, and award-winning research articles, as well as editorial review board, author and student spotlights. We know that Human Resource Development Review offers its readers a wealth of resources to our scholarly community, and connecting scholars, practitioners, and graduate students through social media is our next step in sharing these scholarly resources.

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[You can click here to access the September issue of Human Resource Development Review, available to read FREE through the end of October!]

Recruiters Beware: Facebook Information May Not Predict Future Performance

[Editor’s Note: We are pleased to welcome Chad H. Van Iddekinge who collaborated with Stephen E. Lanivich, Philip L. Roth, and Elliott Junco on their article “Social Media for Selection? Validity and Adverse Impact Potential of a Facebook-Based Assessment from Journal of Management.]

Many organizations are using the Internet to search for information about job applicants. This jom coverincludes information from social media platforms such as Facebook and Twitter. One reason for this may the allure of the type of information Facebook and other social media platforms provide. The problem is that most organizations are using social media to screen applicants without knowing whether such information actually helps them hire better people.

Chad Van Iddekinge, a professor in the business school at Florida State University, and colleagues Steven Lanivich, Philip Roth, and Elliott Junco, were interested in whether Facebook information would help organizations predict future job performance or turnover. They had recruiters and hiring managers evaluate Facebook pages of college students who were near graduation and searching for jobs. Several months later, the researchers contacted students’ job supervisors, who provided job performance evaluations.

The researchers found that recruiter and hiring manager ratings of Facebook did not correlate with job performance or with whether students were still in or had left their initial job. Additionally, some of the Facebook ratings differed by demographic group. Specifically, female students were rated higher than male students, and White students were rated higher than African-American and Hispanic students.

The findings of this study (which will appear in an upcoming issue of the Journal of Management) suggest organizations should exercise caution when using social media information such as Facebook to screen job applicants. Facebook information may not distinguish high performing applicants from lower performing applicants. It also may influence whether applicants from certain demographic groups are selected. Finally, Facebook and other social media expose decision makers to a variety of other personal information that equal employment law discourages or prohibits companies from considering in employment decisions, such as information about applicants’ religious beliefs, sexual orientation, and disability status.

Read “Social Media for Selection? Validity and Adverse Impact Potential of a Facebook-Based Assessment from Journal of Management for free by clicking here. Want to stay up to date on all the latest from Journal of Management? Click here to sign up for e-alerts!

Chad-Van-Iddekinge_mediumChad H. Van Iddekinge is a Synovus Research Associate and Associate Professor of Management at the Florida State University College of Business. His research focuses on how organizations make staffing decisions and how those decisions affect job applicants and the quality and diversity of a firm’s workforce. He also directs The Department of Management’s doctoral programs in OBHR and Strategic Management.

lanivichStephen E. Lanivich is an Assistant Professor of Management and Entrepreneurship at Old Dominion University. His research interests include the entrepreneurial mindset and cognitions, entrepreneurs’ perceptions of resources, and opportunity recognition and fit. Before entering academia, Dr. Lanivich successfully started and managed three different entrepreneurial ventures. He currently feeds his entrepreneurial spirit through outreach to the ODU community. Dr. Lanivich is co-creator of a grant-funded program to provide advisory resources to economically displaced nascent entrepreneurs in the Hampton Roads area.

getPicture.phpPhilip L. Roth teaches courses in the area of Organizational Behavior and Human Resource Management at the College of Business and Behavioral Science at Clemson University, South Carolina. He is a fellow of the Society for Industrial and Organizational Psychology and a member of the Academy of Management. He is past chair of the Research Methods Division of the Academy of Management.

Elliott Junco is a Graduate Assistant Professional at Florida State University. His areas of interest include leadership, organizational behavior, and employee retribution to perceived injustice.

Want to Spread Your Message on Facebook?

Dr. Linchi Kwok, Syracuse University

Editor’s note: We are pleased to welcome Linchi Kwok, assistant professor of Hospitality Management in the David B. Falk College of Sport and Human Dynamics at Syracuse University, whose research interests include social media and its business implications, organizational behavior, and service operations. Dr. Kwok and Dr. Bei Yu, also of Syracuse University, published “Spreading Social Media Messages on Facebook: An Analysis of Restaurant Business-to-Consumer Communications” on September 24 in Cornell Hospitality Quarterly.


Want to Spread Your Social Media Messages on Facebook?
This Study May Help

Being a phenomenologist and a practitioner of social media, I see Facebook as one of the most important means for B2C (business-to-consumer) communications. When a Facebook user likes, posts comments, or shares content with their Facebook credentials, an update will appear on this person’s wall, helping companies rapidly spread information. Thus, companies must pay close attention to Facebook users’ reactions to the messages they send on Facebook. Facebook users’ endorsement of a message can be very important in indicating the effectiveness of a company’s social media strategy.

Dr. Yu and I adopted the text mining techniques to identify the type(s) of Facebook that are endorsed (and thus propagated) by Facebook users. We analyzed 982 Facebook messages initiated by 10 restaurant chains and two independent operators, of which were among the top restaurants in terms of sales volume and number of Facebook fans. We found the following results: the “more popular” messages, which receive more “Likes” and comments, contain keywords about the restaurant (e.g., menu descriptions); the “less popular” messages seem to involve with sales and marketing. Dividing the messages into four media types (i.e., status, link, video, and photo), photo and status receive more “Likes” and comments. To dig further, we coded the messages into two message types, namely sales/marketing and conversational messages, which do not directly sell or promote the restaurants. As compared to sales and marketing messages, conversational messages receive more “Likes” and comments even though they only account for one third of the messages in this study. There is also a cross-effect of media type and message type on the number of comments a message received.

Based on the research findings, we outlined several detailed practical tactics in this paper to help companies improve their use of Facebook. Theoretically, the findings of this study provide ground work for developing a defined typology of Facebook messages and an automatic text classifier with the machine learning techniques.

Click here to read the article in the OnlineFirst section of Cornell Hospitality Quarterly. Follow this link to learn more about the journal and this one to receive e-alerts about newly published articles that provide timely and actionable prescription for hospitality management practice and research.

Are Facebook Fan Pages Effective?

Social marketers are out to create change—and there’s nothing like social media to spread the word to massive amounts of people. But beyond getting “liked,” does a Facebook fan page actually influence the way people think and behave?

In the first SAGE-published issue of Social Marketing Quarterly (SMQ), Paige Woolley and Michael Peterson, both of the University of Delaware, examine the impact of a Facebook fan page on its followers. “Efficacy of a Health-Related Facebook Social Network Site on Health-Seeking Behaviors” was published in the March 2012 edition of SMQ. Click here to access all articles in this issue.

The abstract:

The current study was designed to determine the impact of a health-related Facebook fan page on health-seeking actions, thoughts, and behaviors. Ninety Get Up and Do Something (GUADS) fans who were 18 years and older completed an online questionnaire about their perceptions, use, and reaction to a Facebook page. Results revealed the GUADS Facebook page prompts healthseeking actions by motivating fans to search for more health information online. The page positively influences health-related thoughts and behaviors by motivating and reminding fans to engage in healthy behaviors. Frequency of seeing, clicking, and reading GUADS posts was significantly related to health information seeking and health-related thoughts and behaviors. Results suggest that Facebook may be an effective medium to help individuals maintain and adopt a healthy lifestyle.

To learn more about Social Marketing Quarterly, please follow this link.

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