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Big Brother and Facebook

About 5 years ago a colleague in the Sociology Department told the following anecdote to one of the authors:

One of my students applied for a job as a summer camp counselor at a Christian camp. She said the interview went well, and it looked like she was going to get the job. Then after a couple of weeks she got a letter from the camp that she was turned down for the job. She said she called them to find out what had happened, at which point they disclosed that they had looked at her Facebook profile and saw pictures of her binge drinking with her friends. This behavior was inconsistent with the kind of values they promoted at the camp, and they decided that she would not be a good fit with the camp.

This anecdote got us thinking. In essence, the camp’s decision was based on a new variety of selection technique, one that we have not really addressed yet as a field. Specifically, the use of the Internet to screen job applicants as a kind of background check was a new approach. Of course, selection experts have been discussing using the Internet for submitting applications and resumés, as well as for selection testing (with its issues of test security, measurement equivalence, etc.), but little or nothing in I-O psychology has been done on the topic of screening job applicants on the basis of what is available on the Internet about them. Some initial work has been done in the measurement of personality from webpages (e.g., Gosling, Ko, Manarelli, & Morris, 2002; Marcus, Machilek, & Schütz, 2006; Vazire & Gosling, 2004), and a number of court cases have appeared in the press on Internet background checks for employment (e.g., Mullins v. Department of Commerce, 2007; Spanierman v. Hughes, 2008; Pietrylo v. Hillstone Restaurant Group, 2009). Practitioner websites and blogs started paying attention to this phenomenon as well (e.g., Fishman & Morris, 2010; Kowske & Southwell, 2006; Rosen, 2010; Juffras, 2010). The Society for Human Resource Management has been keeping track of the use of the Internet for screening candidates since at least 2006 (SHRM, 2008), and the trend has been growing. But 5 years ago in much of the I-O and management academic literature, this intriguing and disturbing new trend was strangely absent.
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How Playing World Of Warcraft Can Help Your Job Prospects

How Playing World Of Warcraft Can Help Your Job Prospects | personnel psychology | Scoop.it

Workers who spend time on online role-playing games have the edge in the real world of business, according to new research.

A study by Newcastle University Business School and the University of Crete suggests that games such as World of Warcraft, Lineage II and The Lord of the Rings Online could be used to help develop staff training techniques.

Researchers found that massively multiplayer online role-playing games (MMORPGs) can improve leadership skills and make staff into faster learners.

They followed a sample of employees for one month and found that many of the combat-related activities needed to gain points and solve quests have similarities with common work tasks.

These include collaboration, meeting targets, team work, strategic planning, allocating resources and recruiting new players to form groups.

The better the subjects performed in the games, the more these skills spilled over into their work lives.

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Employee Interests Predict How They Will Perform on the Job

Employee Interests Predict How They Will Perform on the Job | personnel psychology | Scoop.it

When evaluating job applicants, employers want to be sure that they choose the right person for the job. Many employers, from consulting firms to federal agencies, will ask prospective employees to complete extensive tests and questionnaires to get a better sense of what those employees might be like in an office setting. But new research published in Perspectives on Psychological Science suggests that a different factor — employee interests — may be a better way to predict who will perform well on the job.

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Research Shows That the Smarter People Are, the More Susceptible They Are to Cognitive Bias

Research Shows That the Smarter People Are, the More Susceptible They Are to Cognitive Bias | personnel psychology | Scoop.it

Here’s a simple arithmetic question: A bat and ball cost a dollar and ten cents. The bat costs a dollar more than the ball. How much does the ball cost?

The vast majority of people respond quickly and confidently, insisting the ball costs ten cents. This answer is both obvious and wrong. (The correct answer is five cents for the ball and a dollar and five cents for the bat.)

 

For more than five decades, Daniel Kahneman, a Nobel Laureate and professor of psychology at Princeton, has been asking questions like this and analyzing our answers. His disarmingly simple experiments have profoundly changed the way we think about thinking. While philosophers, economists, and social scientists had assumed for centuries that human beings are rational agents—reason was our Promethean gift—Kahneman, the late Amos Tversky, and others, including Shane Frederick (who developed the bat-and-ball question), demonstrated that we’re not nearly as rational as we like to believe.

 

http://www.newyorker.com/online/blogs/frontal-cortex/2012/06/daniel-kahneman-bias-studies.html

 

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When Good Management Is a Matter of Life and Death

When Good Management Is a Matter of Life and Death | personnel psychology | Scoop.it

Recall the terrorist attack in Oslo, Norway, a year ago, when a lone terrorist first bombed a government building (killing eight people), then drove to an island where he murdered 69 mostly young people on a summer camp. The newly released report analyzing that day slams the police and the government for ineptitude, much like the infamous 9/11 report in the U.S.

 

How do you lead in a world full of crises, shocks, terror and disruptions? This question is relevant for CEOs and government leaders alike.

 

 

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Happiness Will Not Be Downloaded

Happiness Will Not Be Downloaded | personnel psychology | Scoop.it

When the National Organization for Research at the University of Chicago asked which jobs made
people happiest, most of the top-10 occupations involved creating a product, engaging the senses, or helping others.

 

Only two involved fondling a MacBook...

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BPS OPerfectionists worry away the benefits of a break from work

BPS OPerfectionists worry away the benefits of a break from work | personnel psychology | Scoop.it

Go on, have a few days off. Take a week - you've certainly earned it! Clear your mind, take a break - things will tick over til you return...

Easier said than done, of course. But respites from work are valuable, replenishing resources and preventing negative loads (mental fatigue, adrenaline build-up) spiralling out of control. Sadly, the positive gloss of the holiday itself tends to slip quickly when we return to work - a 'fade-out effect' described well in this Psychologist article. What makes you more likely to fall prey to the fade-out? The quest for perfection, new research suggests.

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Training is more effective for those in their chosen job

Training is more effective for those in their chosen job | personnel psychology | Scoop.it

Why do some get more out of training than others? One major factor is motivation, leading to such outcomes as greater skill acquisition, higher post-training confidence, and stronger intentions to apply the learning in the workplace. Trainers and researchers now understand ways to act on this, enhancing motivation by giving participants more control over the procedures of training and a choice in whether to participate in the first place. What else could help? Many models suggest that intrinsic motivation is facilitated by autonomy: the sense that you've chosen to be where you are, or do what you are doing. A recent study provides evidence that having a job that you chose to be in is linked, through motivation, to positive training outcomes.

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HR Forum 2012 | From HR Alert To HR Resilience | 7 Ιουνίου 2012

HR Forum 2012 | From HR Alert To HR Resilience | 7 Ιουνίου 2012 | personnel psychology | Scoop.it

HR Forum 2012 - From HR Alert to HR Resilience -Πέμπτη 7 Ιουνίου - 2012, Divani Caravel Hotel - Μείνετε συνδεδεμένοι και στηρίξτε την κοινότητα του ΗR !

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BPS Occupational Digest: How does clear specific feedback affect candidates who fail tests?

BPS Occupational Digest: How does clear specific feedback affect candidates who fail tests? | personnel psychology | Scoop.it

Online tests for recruitment are widely used, and routinely followed up by specific feedback to applicants, in order to communicate decisions, emphasise the pedigree of the process to forestall complaints, and to benefit the candidate. But does it deliver on all these fronts, particularly when candidates have failed to meet the required threshold?

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Quick Tips for Handling a Stressful Work Day

Quick Tips for Handling a Stressful Work Day | personnel psychology | Scoop.it
Are you having a stressful day? Feel pressure to perform at work and worry about on-the-job demands? Has technology improved your life and at the same time, contributed to increased expectations that you be constantly available to work? Do you answer emails and return phone messages before and after work?

 

If you're overwhelmed with work stress, you are not alone. In a nationwide poll by the American Psychological Association, more than two-thirds of Americans listed work as a significant source of stress. A down economy has left many people with increased work demands and fewer resources to meet those demands. Even as the economy improves, the pressures at work don't necessarily decrease.
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10 Ways to Ruin a Job Interview - On Careers (usnews.com)

10 Ways to Ruin a Job Interview - On Careers (usnews.com) | personnel psychology | Scoop.it
You can kiss a job offer goodbye with any of these 10 mistakes.
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Ten Ways to Get People to Change

Ten Ways to Get People to Change | personnel psychology | Scoop.it

Change doesn't  occur by magic, and if you want someone to change their behaviour, you need to adopt an effective approach that will encourage them to make the changes required.

 

The challenge for business owners and managers seeking to change the behavious of individuals or teams, is to ensure that you have many levers that you can pull, to ensure that the required outcome is achieved.

 

This excellent article, identifies 10 such levers, and suggests that leaders need to use them all to achieve lasting behavioural change.


Via Daniel Watson, Richard Andrews, Pedro Barbosa
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Is 'Opting Out' The New American Dream For Working Women?

Is 'Opting Out' The New American Dream For Working Women? | personnel psychology | Scoop.it
84% of working women told ForbesWoman and TheBump.com that staying home to raise children is a financial luxury they aspire to. what's more, more than one in three resent their husbands for not earning enough to make that dream a reality.
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Piecing Together Performance

Piecing Together Performance | personnel psychology | Scoop.it

Of all the familiar characters who reemerge at the start of every school year, from jock to geek to teacher’s pet, perhaps the most intriguing is the overachiever. We all know one when we see one: the student whose effort, either in the classroom or on the field, compensates for whatever talent might be lacking. In a sense, the label is a compliment. Overachievement requires, by definition, a tireless commitment to success. At the same time, it’s a touch derisive. If overachievers had more academic or artistic ability to begin with, there would be no need to overdo it.

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Key trends in human capital 2012: A global perspective

Key trends in human capital 2012: A global perspective | personnel psychology | Scoop.it
This PwC study looks at workforce trends from around the world using global data and benchmarking from PwC Saratoga.

 

Ongoing economic turbulence has served to magnify the contrasts between economies and employment markets around the world.

Western Europe – and, for the first time, parts of Central and Eastern Europe – have felt the impact of the global financial crisis and have seen revenue per employee fall. Asia, by contrast, has continued to grow.

When existing demographic trends are added to the mix, it’s clear that multinational organisations are facing sharply contrasting human capital challenges from region to region.

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Positive Workplace Psychology Permeates the Community ...

Positive Workplace Psychology Permeates the Community ... | personnel psychology | Scoop.it

A number of studies have shown that a workplace promoting positive psychology among employees and clients can increase innovation, loyalty and pride among those who work with the organization. The goodwill promoted when companies focus on their human capital as opposed to the cold, impersonal bottom line often creates conditions that allow businesses to grow profits and thrive for the long term. However, the scope of a company’s socially conscious efforts can reach much further than the office walls. The positive effects of corporate social responsibility can often ripple throughout a community, impacting interaction between neighbors and human interaction with the natural environment.


Via Adam Atodl
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How multitasking can actually decrease your productivity

How multitasking can actually decrease your productivity | personnel psychology | Scoop.it
Productivity and efficiency depend on your ability to focus on one activity at a time. Focusing is thinking about the task or activity you’re doing while you’re doing it. Focused concentration results in high levels of productivity. Multitasking, on the other hand, leads to low levels of productivity.

 

When you’re talking on the phone and typing an email, are you truly doing two things at the same time?No, that’s impossible. Instead of engaging in two tasks at the same time, your mind is rapidly switching back and forth between both tasks, and neither task is receiving your full attention.

 

Have you ever had to stop in the middle of a conversation and say, “I’m sorry, what was that you said?” If so, you were experiencing one of the negative effects of multitasking—not being effective at either task.

 

If you work in a hectic environment and don’t have the ability to close your door, or if you are a cubicle dweller working in the chaos of the modern office environment, you probably multitask more than you might imagine.

 

If you find you have accomplished only a mere fraction of what you had planned to do by the end of the day, chances are you are multitasking and allowing too many interruptions.

 

A study was performed at two West Coast high-tech firms to note how many times employees were interrupted. Each time a worker was distracted from a task, it would take an average of 16 minutes to return to that task. Even worse, some people forgot what they had been working on. As this study shows, interruptions wreak havoc on short-term memory.

 

The next time you’re focused and working on a task, and an email pops up or the phone rings, ask yourself, “How much more time do I need to finish this task before allowing an interruption? Is it more productive to keep working or should I allow myself to be interrupted?”

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Being proactive at work – blessing or bane?

Being proactive at work – blessing or bane? | personnel psychology | Scoop.it

Imagine the following situation: Your secretary knows you have an important meeting coming up and, without any prompting, prepares a file for you with all the documentation you need, anticipating that you may otherwise forget something. Or, think of a customer service employee in your firm who takes the initiative to suggest changing a standard administrative procedure so it can be done more efficiently and will cost the firm less. Or, consider employees asking their supervisor for feedback about their performance as they want to improve the quality of their work. These scenarios share a common theme: the employees try to anticipate future changes, opportunities or problems and want to prepare for those by taking action today. They are not simply reacting to cues from the environment, but proactively trying to make a difference. In the organisational psychological literature, such anticipatory (‘acting in advance’), self-initiated and change-oriented (‘making a difference’) behaviour is labelled proactive behaviour.

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Rory Sutherland: Perspective is everything | Video on TED.com

TED Talks The circumstances of our lives may matter less than how we see them, says Rory Sutherland. At TEDxAthens, he makes a compelling case for how reframing is the key to happiness.
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Job-Relevant Prediction: Cognitive Ability Tests with High Criterion and Content Validity |

Job-Relevant Prediction: Cognitive Ability Tests with High Criterion and Content Validity | | personnel psychology | Scoop.it

It is a well-known fact in IO psychology that cognitive ability is the one of the single best predictors of job performance, in a vast array of occupations. As such, cognitive ability tests are commonly created and used as a personnel selection tool for organizations. Such tests are typically validated using a criterion-related validity strategy, meaning that the usefulness of the test for predicting subsequent job performance is assessed. However, content validity, another important “type” of validity that refers to the extent to which a test can be considered to adequately sample the domain of interest, is often ignored in the validation process. In a recent article, Frank Schmidt argues that both types of validity can (and should) be assessed when creating a new cognitive ability measure.

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Journal of Change Management Special Issue-Call for Papers

Journal of Change Management Special Issue-Call for Papers | personnel psychology | Scoop.it

Special Issue: Effects of Employees’ Reactions on Group and Organizational Level Outcomes

 

Guest Editors:

Mel Fugate, Southern Methodist University

Maria Vakola, Athens University of Economics and Business

 

Mel Fugate and Maria Vakola would like to invite you to contribute a manuscript for a special issue of the Journal of Change Management. The focus of this special issue is on the effects of employees’ reactions on higher level outcomes. While existing research on employees’ reactions is indeed valuable, it typically is quite narrowly focused on the implications for individual employees. We therefore strive to understand what implications employee reactions have beyond the individual employees, such as the implications for teams, departments, and larger organizations. The goal of this special issue is to advance our understanding of such issues and appeal to both conventional and broader audiences of change researchers. To this end, we invite theoretical and empirical papers from either quantitative or qualitative traditions. Among the questions we hope to answer:

 

1. What are the costs and benefits of change recipients’ reactions to teams, departments, and larger organizations?

2. How do employees’ reactions affect unit- or higher-level change outcomes (e.g., productivity and efficiency)?

3. How do managers’ react to organizational change? And what effects to their reactions have on employees (subordinates) and the larger organization?

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What kind of personality helps you engage with work?

What kind of personality helps you engage with work? | personnel psychology | Scoop.it

Job engagement is one type of wellbeing at work, where an engaged worker is one who both feels positive about work and invests a great deal of energy into it. Engagement has taken the stage from the more passive notion of 'job satisfaction', grabbing the attention of organisations and those who study them. Research has focused on how a job's features make it engaging, but another line of study has begun to understand how personal attributes add to the mix.

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