Cybervetting, Person–Environment Fit, and Personnel Selection: Employers' Surveillance and Sensemaking of Job Applicants' Online Information

2014 ◽  
Vol 42 (4) ◽  
pp. 456-476 ◽  
Author(s):  
Brenda L. Berkelaar ◽  
Patrice M. Buzzanell
Keyword(s):  
Personnel Selection ◽  
Job Applicants ◽  
Online Information ◽  
Person Environment Fit

Cybervetting

2016 ◽  
Author(s):  
Brenda L. Berkelaar ◽  
Millie A. Harrison
Keyword(s):  
Impression Management ◽  
Personnel Selection ◽  
Information Seeking ◽  
Information Technologies ◽  
Online Information ◽  
Media Communication ◽  
Past Behavior ◽  
Or Organization ◽  
Social Media Communication ◽  
New Hires

Broadly speaking, cybervetting can be described as the acquisition and use of online information to evaluate the suitability of an individual or organization for a particular role. When cybervetting, an information seeker gathers information about an information target from online sources in order to evaluate past behavior, to predict future behavior, or to address some combination thereof. Information targets may be individuals, groups, or organizations. Although often considered in terms of new hires or personnel selection, cybervetting may also include acquiring and using online information in order to evaluate a prospective or current client, employee, employer, romantic partner, roommate, tenant, client, or other relational partner, as well as criminal, civil, or intelligence suspects. Cybervetting takes advantage of information made increasingly available and easily accessible by regular and popular uses and affordances of Internet technologies, in particular social media. Communication scholars have long been interested in the information seeking, impression management, surveillance, and other processes implicated in cybervetting; however, the uses and affordances of new online information technologies offer new dimensions for theory and research as well as ethical and practical concerns for individuals, groups, organizations, and society.

scholarly journals Judging good appearance in personnel selection

2018 ◽  
Vol 25 (87) ◽  
pp. 656-675
Author(s):  
Altair dos Santos Paim ◽  
Marcos Emanoel Pereira
Keyword(s):  
Labor Market ◽  
Human Resources ◽  
Random Sample ◽  
Personnel Selection ◽  
Racial Bias ◽  
Selection Process ◽  
Physical Appearance ◽  
Racial Diversity ◽  
Job Applicants ◽  
Selection Of

ABSTRACT Judgement of what one views as good appearance in the selection of job applicants may reveal racial bias in access to the labor market. The purpose of this study is to evaluate the effects of racism in judging physical appearance in personnel selection. The non-random sample was composed of seventy-four (74) participants, of whom forty-two were human resources professionals (57%). The instruments used were an assessment of résumés, a set of prejudice scales, an inventory of racism in the labor market, an indicator of good appearance and a sociodemographic questionnaire. Three hypotheses were tested. Hypothesis 1, which postulated a preference for white candidates was confirmed. Hypothesis 2 was corroborated, because the professionals showed a higher tendency to choose candidates with a fairer complexion. Hypothesis 3, which made reference to good appearance was rejected, because the participants elected hygiene as a further element present in the judgment in selecting candidates. Finally, it is considered that the selection process should be based on the acceptance of racial diversity, a key element for the development of creative and innovative organizations.

How implicit theories help differentiate approaches to online impression management: A preliminary typology

2016 ◽  
Vol 19 (12) ◽  
pp. 2039-2058 ◽  
Author(s):  
Brenda L. Berkelaar
Keyword(s):  
Information Technology ◽  
Qualitative Analysis ◽  
Information Management ◽  
Impression Management ◽  
Personnel Selection ◽  
Implicit Theories ◽  
Communicative Action ◽  
Future Research ◽  
Online Information ◽  
Management Behavior

This article proposes an empirically-grounded typology to describe how people approach online impression management across multiple digital sites given employers’ use of online information for personnel selection. Qualitative analysis revealed four primary online impression management types: acceptor, dissident, scrubber, and strategist. The four types are primarily differentiated based on people’s relatively fixed or relatively flexible implicit theories about information, technology, visibility, and identity, and whether people take passive, reactive, or active approaches to online impression management. Although research on implicit theories usually focuses on individual attributes, these findings highlight how people’s implicit theories about the context or field of communicative action work in combination to influence impression management behavior. This study suggests practical interventions to increase people’s agency and effectiveness in managing online information and provides foundations for future research on online impression, information management, and implicit theories.

THE INFLUENCE OF PHYSICAL APPEARANCE ON PERSONNEL SELECTION

2003 ◽  
Vol 31 (6) ◽  
pp. 613-623 ◽  
Author(s):  
Micheal L. Shannon ◽  
C. Patrick Stark
Keyword(s):  
Personnel Selection ◽  
Physical Appearance ◽  
Job Applicants ◽  
Hiring Decisions ◽  
Decision Level ◽  
Management Positions ◽  
Selection Decision ◽  
Final Selection

Previous research suggests that physical appearance variables may play a role in employment hiring decisions. This study examined the influence of two physical appearance variables, beardedness and attractiveness, on personnel selection. Fifty undergraduate participants were given the task of evaluating and selecting between nine equally qualified male job applicants applying for a fictitious management trainee position. A photograph was attached to each of the nine applications. Photographs differed systematically on level of beardedness and attractiveness. Results indicated that the level of attractiveness of the photographs significantly affected the evaluation of the application to which it was attached, but did not significantly affect the subjects' final selection decision. Level of beardedness of the photographs was not found to have a significant effect on evaluation of the applications. However, there was a trend in the data that suggested that bearded applicants, although evaluated equally with nonbearded applicants, were selected for management positions at lower rates. Implications and limitations of these results are also examined.

Validation of the multicultural personality questionnaire in the context of personnel selection

2003 ◽  
Vol 17 (1_suppl) ◽  
pp. S77-S100 ◽  
Author(s):  
Karen I. van der Zee ◽  
Jac N. Zaal ◽  
Jantien Piekstra
Keyword(s):  
Big Five ◽  
Personnel Selection ◽  
Vocational Interests ◽  
Job Applicants ◽  
Incremental Validity ◽  
Personality Questionnaire ◽  
Social Initiative ◽  
Cultural Empathy ◽  
Multicultural Personality ◽  
Five Factors

The present data provide support for the reliability of the Multicultural Personality Questionnaire among a sample of job applicants (n=264). Factor analysis confirmed five factors: Cultural Empathy, Open‐Mindedness, Social Initiative, Flexibility, and Emotional Stability. Moreover, the data largely support the construct validity of the MPQ. Correlations with the Big Five were in the expected direction, and as predicted, Cultural Empathy and Social Initiative were both positively related to socially oriented vocational interests and Flexibility to artistic interests. Against our predictions, Cultural Empathy, Open‐Mindedness, and Flexibility appeared to be related to verbal intelligence. A comparable pattern of relations of the Big Five with intelligence and vocational interests was found. Finally, the MPQ scales predicted variance in an indicator of overall behaviour above the Big Five, supporting its incremental validity. Copyright © 2003 John Wiley & Sons, Ltd.

Motivational Distortion of the Sixteen Personality Factor Questionnaire by Persons in Job Applicants' Roles

1975 ◽  
Vol 37 (2) ◽  
pp. 379-382 ◽  
Author(s):  
J. Oscar Jeske ◽  
Mary R. Whitten
Keyword(s):  
Personnel Selection ◽  
Job Applicants ◽  
Personality Factor ◽  
Sixteen Personality Factor Questionnaire ◽  
Sixteen Personality Factor ◽  
Five Factors ◽  
Personality Factor Questionnaire

The study investigated motivational distortion on five factors (A, C, E, H, and O) of the 16 PF by 50 undergraduates in job applicants' roles. Ss were able to distort significantly in their favor these factors and five additional ones (G, L, Q2, Q3 and Q4). The results suggest caution in using the 16 PF in personnel selection.

The worker as politician: How online information and electoral heuristics shape personnel selection and careers

2014 ◽  
Vol 17 (8) ◽  
pp. 1377-1396 ◽  
Author(s):  
Brenda L Berkelaar ◽  
Joshua M Scacco ◽  
Jeffrey L Birdsell
Keyword(s):  
Personnel Selection ◽  
Online Information

Public Personnel Selection: Issues and Choice Points

1987 ◽  
Vol 16 (3) ◽  
pp. 243-257 ◽  
Author(s):  
William R. McKinney
Keyword(s):  
Personnel Selection ◽  
Test Scores ◽  
Social Representation ◽  
Job Applicants ◽  
Technical Expertise ◽  
Top Down ◽  
The Public ◽  
Selection Decision ◽  
Compliance With The Law

This study was undertaken to explore the role of a written selection examination in defining the composition of the workforce while complying with the legislative mandates for validity in the selection decision. Results of the investigation suggest that, in the public domain, two general choices exist with regard to personnel selection: an organization may select job applicants on the basis of raw test scores from the top down; or, it may group the applicants based on race, and then standardize the scores before selection from the top down. Each agency should consider the legal and social implications of the two approaches. The decision taken will reflect each agency's desire for technical expertise, social representation, or both, within its workforce, and for compliance with the law.

scholarly journals Values assessment for personnel selection: comparing job applicants to non-applicants

2021 ◽  
pp. 1-13
Author(s):  
Jeromy Anglim ◽  
Karlyn Molloy ◽  
Patrick D. Dunlop ◽  
Simon L. Albrecht ◽  
Filip Lievens ◽  
...  
Keyword(s):  
Personnel Selection ◽  
Job Applicants ◽  
Values Assessment
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