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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.

See on www.siop.org

See on Scoop.it – personnel psychology

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.

See on tyneandwear.sky.com

See on Scoop.it – personnel psychology

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.

See on www.forbes.com

See on Scoop.it – personnel psychology

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.

See on www.psychologicalscience.org

See on Scoop.it – Greek HR

Οι διαρκείς και βασανιστικοί καύσωνες που πλήττουν τη χώρα μας το φετινό καλοκαίρι είναι δεδομένο ότι όχι μόνο ευνοούν κλίμα «ραστώνης» με αναπόφευκτη συνέπεια τη μειωμένη αποδοτικότητα των εργαζομένων, αλλά κάνουν περισσότερο ασαφή τα -ήδη παρεξηγημένα- όρια ανάμεσα στην τεμπελιά και στην «ανία» απέναντι στην εργασία, κάτι που επισημαίνεται ως το νέο σύνδρομο της εργασίας του 21ου αιώνα και φέρει το όνομα «Boreout» (Εκδόσεις Αθ. Σταμούλης).

 

Με διαπιστωμένο -σύμφωνα με ανακοινώσεις σχετικών πανεπιστημιακών ερευνών το 2007 (Lawrence Berkley National Laboratory και Helnsiki University of Technology)- ότι «η βέλτιστη σχέση θερμοκρασίας/απόδοσης των εργαζομένων είναι 21,8 °C και ότι η απόδοση αυξάνεται σε θερμοκρασία 21 και 22 °C, ενώ μειώνεται όταν η θερμοκρασία αυξηθεί άνω των 22 και 23 °C», η παρούσα αναφορά μας για τον διαχωρισμό ανάμεσα στην τεμπελιά και στην αδιαφορία επανέρχεται ως απολύτως επίκαιρη, όχι μόνο για να ρίξει μεγαλύτερο «ανάθεμα» στον καύσωνα, αλλά και για τη διάγνωση ενός προβλήματος που ενδημεί στους χώρους εργασίας.

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