How Accurate are Recruiters' First Impressions of Applicants in Employment Interviews?

The ability of recruiters and laypersons (students) to detect applicant personality traits and deception was studied. Participants viewed mock videotapes of target applicants answering interview questions. They subsequently judged the applicants' personality on the Big Five dimensions. Then, they viewed another videotape with other applicants presenting themselves either truthfully or not, and subsequently guessed which version was truthful. Personality judgments were compared with targets' self‐assessments and peer assessments to create an accuracy score. Both recruiters and students accurately detected applicants' global personality profile. Recruiters were better at this than students. However, students were better at judging the specific traits of openness, extraversion, and conscientiousness, whereas recruiters only accurately detected openness. Recruiters detected lies above chance whereas students did not.     

Using Recruiter Assessments of Applicants’ Resume Content to Predict Applicant Mental Ability and Big Five Personality Dimensions

Information provided on applicants’ resumes provides a convenient, cost–effective means for applicant screening. We sought to determine if recruiters’ assessments of the presence of certain types of information on job applicants’ resumes was related to applicants’ general mental ability and personality traits. Forty recruiters from 35 organizations assessed the extent to which specified items were present on the resumes of job applicants. Results indicated relationships between recruiters’ judgments regarding applicants’ resume information and applicants’ cognitive ability and Big Five personality characteristics. Implications for the use of resume information in the selection process are discussed.     

Initial Attraction to Organizations: The influence of trait inferences

Organization personality perceptions have been defined as the set of personality characteristics associated with organizations. Previous research supports five distinct factors of organization personality perceptions: Boy Scout, Innovativeness, Dominance, Thrift, and Style. The purpose of this research was to understand how individuals' initial attraction to firms is influenced by their perceptions of the degree to which firms display these traits. Results of the present investigation indicated that organization personality perceptions accounted for significant variance in initial organizational attraction, after controlling for perceptions of the degree to which the jobs at the organizations offer traditional attributes. In addition, several self‐rated Big Five personality characteristics interacted with dimensions of organization personality perceptions to influence attraction. Implications for the use of organization personality in future recruitment research are discussed.     

The role of leadership perception as a mediator between managers’ self-monitoring and subordinate attitudes

Although the role of social cognition in leadership perception has been emphasized frequently in recent years, research using this approach in an organizational context is rare. This study investigated subordinates’ perceptions of their managers as leaders (that is, to what extent they perceive their manager as a leader) as a potential mediating factor explaining the relationship between managers’ self-monitoring and their subordinates’ attitudes toward their organizations. The study was carried out with middle-level managers (N = 64) and their subordinates (N = 210) from various business organizations in Turkey. Results indicate that subordinates’ leadership perceptions of their managers mediate the relationship between managers’ self-monitoring and their subordinates’ affective and normative organizational commitment. These results provide insight into some of the antecedents and outcomes of leadership perception.     

Effects of Applicant Personality on Resume Evaluations

Purpose

This study examined the extent that personality information in resumes impacts hiring judgments through applicant’s resumes. Study 1 examined lay theories regarding relationships between resume cues and the applicant’s personality and hireability. Study 2 examined how the applicant’s personality impacted hiring judgments through resumes.

Design/Methodology/Approach

Data for both studies were collected in the context of a managerial position. For Study 1, participants assessed resume cues in regards to their relationship with personality and hireability. For Study 2, Human Resource personnel evaluated each resume in regards to personality and hireability.

Findings

Results for Study 1 highlight several connections between applicants’ personality and resumes, with strong links between resume content and perceptions of conscientiousness and agreeableness. Results for Study 2 indicate that personality was largely unrelated to ratings of hireability but perceptions of personality were strongly linked to hireability; actual personality was linked to the variability in cue information related to hireability, and conscientiousness was indirectly related to hireability through judgments of conscientiousness.

Implications

Results from these studies suggest that personality and perceptions of personality play a greater role in resume development and screening than has been previously suggested. The pattern of results reported suggest that there are a number of resumes cues that accurately reflect an applicant’s personality and influence perceptions of hireability.

Originality/Value

By taking an exploratory approach, the current studies were able to explore a large variety of cues linked to personality and ratings of hireability. Results have implications for both applicants and HR personnel evaluating resumes.     

APPLICANT REACTIONS TO THE INITIAL EMPLOYMENT INTERVIEW: EXPLORING THEORETICAL AND METHODOLOGICAL ISSUES

Prior studies of the simultaneous effects of recruiting practices and job attributes on applicant reactions to the initial employment interview offered consistent support for a job attributes effect, but limited support for a recruiting practices effect. The present study, using a preinterview-postinterview design, found that recruiting practices significantly affected all measures of student applicants' reactions to campus interviews. Recruiters had a greater effect on perceptions of the job itself than on perceptions of other job attributes. However, likelihood of job acceptance–the applicant reaction that was conceptually closest to job choice–was still mostly unaffected by recruiting practices. Further research examining the effect of recruiting practices on applicant responses throughout the recruitment process is recommended.     

The Process Mechanisms Linking Recruiter Positive Moods and Organizational Attraction

The main purpose of this study is to investigate the mechanisms through which recruiters' positive moods lead to organizational attraction. Participants consisted of 161 applicant–recruiter dyads from 55 companies in Taiwan. Results show that recruiters' felt positive moods were positively related to applicant's perceptions of informativeness and competence, which, in turn, influenced organizational attraction. In addition, recruiters felt that positive moods were positively related to their display of positive moods, which were positively related to applicant's positive moods, which, in turn, affected organizational attraction.     

Manager personality, manager service quality orientation, and service climate: test of a model

This article conceptually and empirically explores the relationships among manager personality, manager service quality orientation, and climate for customer service. Data were collected from 1,486 employees and 145 managers in grocery store departments (N = 145) to test the authors' theoretical model. Largely consistent with hypotheses, results revealed that core self-evaluations were positively related to managers' service quality orientation, even after dimensions of the Big Five model of personality were controlled, and that service quality orientation fully mediated the relationship between personality and global service climate. Implications for personality and organizational climate research are discussed.     

Proactive climate in a post-reorganization setting: When staff compensate managers' weakness

This study explored the effects of proactive climate on performance in a post-reorganization setting. We hypothesized that proactive climate should have both a direct effect on unit performance and should—in the sense of the “substitutes for leadership” approach—enhance the effect of managers' entrepreneurial attributes (e.g., personal initiative) on unit performance. Hypotheses were tested using data from organizational units, called “centres” (n?=?35), of four recently reorganized public transport organizations. Managers provided ratings of centre performance, and centre members assessed their centre's climate. Proactive climate was positively related with performance. Moderated regression analyses revealed significant interaction effects between proactive climate and some centre manager variables; however, the interaction pattern indicated that proactive climate compensated for a low degree of entrepreneurial attributes.     

The psychological representation of corporate ‘personality’

As with any other object, people represent companies along a number of dimensions. But what are the key psychological dimensions that best describe companies, organizations, or brands? We apply research methods initially developed for studying attitudes, including attitudes to other people, to look at how the public represents corporate ‘personality’. The major dimensions that psychologically differentiate companies resemble human factors of personality and can be labelled Honesty, Prestige, Innovation, and Power. These dimensions are confirmed after a time gap of 1 year, also capturing specific changes in the rating of individual companies. The proposed methodology not only has substantial commercial value in helping companies understand and track their public perception, but scales of this type can potentially guide and manage the decision‐making of individuals or groups inside and outside rated organizations, thus influencing their organizational culture. Copyright © 2010 John Wiley & Sons, Ltd.     

SEX DISCRIMINATION IN HIRING: THE INFLUENCE OF ORGANIZATIONAL CLIMATE AND NEED FOR APPROVAL ON DECISION MAKING BEHAVIOR

It was hypothesized that an organization's climate could inhibit or encourage discriminatory behavior, and that subjects' need for approval would interact with climate to influence their decisions. One hundred and sixty-one male business students read one of two sets of materials intended to manipulate company climate, and then evaluated a fictitious resume of a male or female applicant for a managerial position within the company. Decisions regarding hire, salary, applicant fit with the company, and anticipated longevity were dependent measures. The hypothesis regarding organizational climate received partial support. In a discriminatory climate women applicants were evaluated less favorably than men in terms of likelihood of hire and degree of fit between the applicant and the organization. Although not statistically significant, a similar pattern of results was obtained on the salary measure and on the measure of applicant predicted longevity. Contrary to expectations, approval motivation was not related to the dependent measures.     

A Field Study of the Role of Big Five Personality in Applicant Perceptions of Selection Fairness,Self, and the Hiring Organization

Although there is a growing applicant reactions literature, relatively little work has addressed the role of personality in applicant perceptions. Using a sample of actual law enforcement applicants (N=120), we studied the relationship between Big Five personality measured before a written test and applicants' post‐test fairness perceptions, perceptions of themselves, and perceptions of the hiring organization. Personality was related to applicant perceptions after controlling for gender and test score. Personality also accounted for significant variance in self‐perceptions and perceptions of the hiring organization beyond that accounted for by fairness perceptions. Neuroticism and agreeableness were the most consistent predictors of applicant perceptions. Our discussion focuses on the consideration of individual differences in applicant reactions research.     

Interaction of Recruiter and Applicant Gender in Resume Evaluation: A Field Study

In the present study, we examined the effect of recruiter and applicant gender on recruiters' evaluations of applicants' qualifications as reported on actual applicant resumes. Forty recruiters evaluated applicant resumes that were randomly allocated to them. In total, 388 recruiter evaluations of applicant resumes comprised the sample. Results indicate that recruiter and applicant gender interacted to predict recruiters' perceptions of applicants' qualifications. Male recruiters' perceptions of applicants' work experiences did not differ depending on applicant gender. However, female recruiters perceived male applicants' resumes to report more work experiences than resumes of female applicants. Furthermore, male recruiters perceived female applicants as having more extracurricular interests than male applicants. Female recruiters rated both male and female applicants as having about the same amount of extracurricular activity information on their resumes. Gender role theory provides a possible explanation for the study's findings.     

Investigating personnel selection from a counseling perspective: Do applicants' and recruiters' perceptions correspond?

This article considers personnel selection from a counseling perspective by investigating applicants' and recruiters' perceptions of the selection procedure. A survey was conducted among 700 applicants and 140 recruiters to investigate whether applicants' and recruiters' preferences for and expectations of the selection procedure were silmilar or dissimilar. Results of analyses of variance and t tests showed that applicants preferred a tailor‐made treatment, facilitating transparency and negotiation. Recruiters preferred a standardized objective approach to negotiation. Applicants' expectations of the selection procedure differed from the way recruiters actually treated applicants during the selection procedure. Apparently, applicants' and recruiters' perceptions do not correspond. Theoretical and practical considerations for employment counselors are discussed.     

Comparing Personality Characteristics,Values, and Goals as Antecedents of Organizational Attractiveness

Person–organization (P–O) fit was examined as an antecedent of individuals’ attraction to organizations by operationalizing P–O fit as the similarity between individuals and organizations on three points of comparison: personality dimensions, values, and goals. It was hypothesized that compared to P–O fit on values and on goals, P–O fit on personality dimensions would be related more strongly to organizational attractiveness. It was also hypothesized that relative to P–O fit on goals, P–O fit on values would be related more strongly to organizational attractiveness. The results indicated that each of the points of comparison had a unique effect on organizational attractiveness and that individuals were more attracted to organizations that were similar to them than to organizations that were dissimilar to them.     

Validity of Resumé Reviewers' Inferences Concerning Applicant Personality Based on Resumé Evaluation

Recruiters infer personal traits from job applicants' resumés and use these inferences in evaluating job applicants' employability. No research to date, however, has determined if resumé reviewers' inferences of applicants' personality drawn solely from resumé biographical data are valid. In the present study, resumé reviewers (N=52) examined one of two applicant resumés and then described the applicant's personality based on the Big 5 taxonomy. Validities of reviewers' inferences concerning applicant personality were assessed by correlating resumé reviewers' judgments with applicants' self‐reported Big 5 personality scores. Results suggested that valid personality inferences are possible based solely on resumé evaluation. We also found evidence suggesting that attending a brief training session may enhance reviewers' accuracy when inferring applicants' personality from resumé information.     

Applicant–Employee Fit in Personality: Testing predictions from similarity‐attraction theory and trait activation theory

We extend prior research by examining whether, and how, applicant–employee fit in the personality traits of conscientiousness, agreeableness, and extraversion affect organizational attractiveness. We test hypotheses based on similarity‐attraction theory and trait activation theory. Results from two studies indicate that applicants high in valued traits are more attracted to organizations when employees are more similar to them in those personality traits, whereas employees’ trait levels do not affect attraction for applicants low in valued traits. The effects of objective applicant–employee fit in personality on attractiveness were mediated by perceived applicant–employee fit. The pattern of the observed applicant–employee fit interactions was best predicted by trait activation theory and, thus, provide an important extension to similarity‐attraction theory.     

Justice organisationnelle et croyance en un monde juste : perceptions et réactions des dirigeants d’entreprise vis-à-vis de leurs managers (in)justes

Introduction and objectivesFew studies analyzed the reactions of a company head according to the degree of organizational justice adopted by his managers towards their subordinates. Similarly, the links between organizational justice and belief in a just world have rarely been studied. The aim of this research is to examine whether the three dimensions of organizational justice implemented by a manager have role of supervisor who had to value a manager who adopted, on each of the three dimensions of organizational justice, a just vs. unjust conduct. Participants were also asked about their belief in a just world an impact on the perceptions and reactions of the supervisor of the manager, and if the degree of belief in a just world mediates these perceptions and reactions.MethodIn terms of method, 410 men and women with a professional activity held the role of supervisor who had to value a manager who adopted, on each of the three dimensions of organizational justice, a just vs. unjust conduct. Participants were also asked about their belief in a just world, with a differentiation between personal belief in a just world versus belief in a just world to others.ResultsThe results show main effects and interaction effects between the three forms of justice on the manager's perception score, intends to award him a bonus, and the amount of assigned bonus. The results also indicate an influence of the degree of personal just world belief on the evaluation of the manager, but without interaction between just world belief and the dimensions of organizational justice.ConclusionsThe conclusion summarizes the main findings, examines their limits and deals with their theoretical and practical implications.     

Deep-level and surface-level individual differences and applicant attraction to organizations: A meta-analysis

Given the importance of individual differences in the study of applicant attraction to organizations, we conducted a meta-analysis to assess the relationship between both applicant deep-level characteristics (e.g., applicant ability, personality, and experience) and surface-level characteristics (e.g., race, gender, and age) with applicant attraction. Results of our review of over 1700 articles (of which, 85 provided relevant data for our analysis) indicated that several relevant applicant individual differences are related to applicant attraction, independent of organizational influences. Stronger effect sizes were found for applicant deep-level characteristics (versus surface level) as well as field studies (versus lab studies). Extraversion and conscientiousness had the strongest positive relationships with applicant attraction, while applicant grade point average, as an indicator of ability, had the strongest negative relationship. The significance of these findings, including implications for applicants and organizations, is discussed.