Profiling employees online: shifting public-private boundaries in organisational life

Citation

McDonald P, Thompson P & O'Connor P (2016) Profiling employees online: shifting public-private boundaries in organisational life. Human Resource Management Journal, 26 (4), pp. 541-556. https://doi.org/10.1111/1748-8583.12121

Abstract
Profiling involves the collection and use of online information about prospective and current employees to evaluate their fitness for and in the job. Workplace and legal studies suggest an expanded use of profiling and significant legal/professional implications for HRM practitioners, yet scant attention has been afforded to the boundaries of such practices. In this study, profiling is framed as a terrain on which employees and employers assert asymmetrical interests. Using survey data from large samples in Australia and the UK, the study investigates the prevalence and outcomes of profiling; the extent that employees assert a right to privacy versus employer rights to engage in profiling; the extent that organisations codify profiling practices; and employee responses in protecting online information. The findings contribute to a small and emerging body of evidence addressing how social media conduct at work is reconstituting and reshaping the boundaries between public and private spheres. Keywords: profiling; public-private boundaries; social media at work; employee privacy

Keywords
profiling; public–private boundaries; social media at work; employee privacy

Journal
Human Resource Management Journal: Volume 26, Issue 4

People

Professor Paul Thompson

Emeritus Professor, Management, Work and Organisation