Date of Conferral
8-28-2025
Degree
Doctor of Business Administration (D.B.A.)
School
Business Administration
Advisor
Matasha MurrellJones
Abstract
Human resource managers are concerned with weak social media vetting governance, as it is the number one predictor of reduced organizational capacity to hire candidates. Grounded in Lewin’s Situational Strength Theory, the purpose of this quantitative correlational project was to examine the relationship between social media vetting governance and organizational capacity to hire. The participants were 500 human resource leaders and hiring managers from organizations in the southwestern United States who completed the Job-Related Situational Strength Questionnaire and the Decision to Hire Scale. Although a priori power analysis required a minimum of 103 participants to detect a medium effect size, 500 valid surveys were used for the final analysis. The results of the multiple linear regression analysis were significant, F(4, 495) = 10.88, p < .001, R² = .081. Two governance predictors were significant, constraints (t = 3.21, p = .001, ß = .16) and consequences (t = 2.47, p = .014, ß = .12). A key recommendation is for HR leaders to develop stronger social media vetting governance policies that include specific constraints and consequences to decrease bias and achieve better consistency in hiring decisions. The implications for positive social change include strengthening governance systems that connect hiring practices to organizational objectives and employee rights, thereby creating better staffing methods and expanding workforce access.
Recommended Citation
Lampkin, Jimmy, "Social Media Vetting Governance and the Impact on Hiring Capacity" (2025). Walden Dissertations and Doctoral Studies. 18369.
https://scholarworks.waldenu.edu/dissertations/18369
