Impression management and overclaiming on job applications: Related to future sales performance?

Despite decades of research on the role of socially desirable responding (SDR) in hiring contexts, it remains unclear whether job applicant SDR is related to future employee performance. Drawing on a large sample of 1,084 retail sales employees and their original job application data, this study examined the predictive validity of two operationalizations of SDR: (a) impression management captured using a personality scale and (b) overclaiming familiarity with a list of products that were directly relevant to the job. Neither measure was used to inform the hiring decisions. Results showed that job applicant impression management and overclaiming were unrelated to four indicators of future sales performance as employees. Implications for organizational selection policies involving applicant SDR are discussed.     

Emotional Intelligence in Personnel Selection: Applicant reactions,criterion, and incremental validity

In two studies, based on four samples and more than 600 participants, the authors examined applicant reactions, criterion and incremental validity, and differential prediction of emotional intelligence (EI) in personnel selection using the Mayer–Salovey–Caruso Emotional Intelligence Test. The first study examined applicant reactions in terms of face validity and fairness evaluation of the EI test. The second study examined across three samples (salespeople, front‐desk public employees, and hospital chief executive officers) the criterion validity, incremental validity, and differential prediction of EI. Results suggest that the EI test is perceived as a fair selection tool, and is predictive of performance. The EI test has incremental validity over cognitive abilities and personality (big five) when predicting subjective and objective performance criteria. Based on these results, the authors encourage further research on the use of EI in selection settings.     

ARE HIGHLY STRUCTURED JOB INTERVIEWS RESISTANT TO DEMOGRAPHIC SIMILARITY EFFECTS?

This study examines the extent to which highly structured job interviews are resistant to demographic similarity effects. The sample comprised nearly 20,000 applicants for a managerial-level position in a large organization. Findings were unequivocal: Main effects of applicant gender and race were not associated with interviewers’ ratings of applicant performance nor was applicant–interviewer similarity with regard to gender and race. These findings address past inconsistencies in research on demographic similarity effects in employment interviews and demonstrate the value of using highly structured interviews to minimize the potential influence of applicant demographic characteristics on selection decisions.     

APPLICANT AGE AND SELECTION INTERVIEW DECISIONS: EFFECT OF INFORMATION EXPOSURE ON AGE DISCRIMINATION IN PERSONNEL SELECTION

Two research questions pertaining to the applicant age bias effect were addressed in this study: the effect of age-related information exposure on selection decisions and the issue of between-sample generalizability with reference to the age bias effect. Manager and student selectors made selection decisions after viewing one videotape of a simulated selection interview of either an old or a young job applicant. Before viewing the interview tape, half of each subject group was given an item of age-related information and the other half was given neutral information. The results showed that, under the neutral information condition, managers preferred hiring the young applicant for the low-status job, and students favored the old candidate for the high-status position. Under the age-related information condition, managers shifted to favoring the old candidate for the low-status job, and students preferred the young applicant for both the low- and high-status positions. Age discrimination in selection decisions and the lack of external validity of student results in selection research are then discussed.     

JUDGMENTS OF FIT IN THE SELECTION PROCESS: THE ROLE OF WORK VALUE CONGRUENCE

Work values were examined as an antecedent of recruiters' judgments of applicant fit with the organization. Data were collected on the work values of recruiters, their organizations, and job applicants in actual job interviews conducted through the placement center of a large university. Following the interviews, recruiters evaluated applicants' general employability and organization-specific fit. Approximately 4 months following the interviews, data on whether the applicants were invited for a second interview were also obtained. Work value congruence between the applicant and the recruiter was found to be related to judgments of general employability and organization-specific fit. Congruence between the applicant and the organization (as perceived by the recruiter) was not related to judgments of employability and organization-specific fit. Recruiter ratings of employability were related to the decision to invite the applicant for a second interview. Work value congruence was not related to second interview decisions. It is concluded that if work values and judgments of applicant fit influence the personnel selection process, they are more likely to do so at later stages when job offer decisions are made. Work values and judgments of applicant fit seem to have minimal impact on decisions to retain the applicant for additional consideration in early stages of the selection process.     

Category-Based and Feature-Based Cognitive Processes: The Role of Unfavorable Information1

Recent research on selection decisions suggests that favorable features (e.g., attractive physical features or positively-evaluated personality traits) can enhance ratings of applicant suitability, but little research has examined the impact of unfavorable features. Theories of person perception distinguish between two information processing strategies: category-based and feature-based. We predicted that unfavorable features would influence selection decisions only when raters used feature-based processing strategies. Results suggest that applicant features' prototypicality and favorability can compensate for one another, with applicants' negative features resulting in a disadvantage only when the applicant is perceived as nonprototypical.     

The Impact of Applicant Faking on Selection Measures,Hiring Decisions,and Employee Performance

Purpose

The purpose of this study was to examine the prevalence of applicant faking and its impact on the psychometric properties of the selection measure, the quality of hiring decisions, and employee performance.

Design/Methodology/Approach

This study utilized a within-subjects design where responses on a self-report measure were obtained for 162 individuals both when they applied for a pharmaceutical sales position, and after they were hired. Training performance data was collected at the completion of sales training and sales data was collected 5 months later.

Findings

Applicant faking was a common occurrence, with approximately half of the individuals being classified as a faker on at least one of the dimensions contained in the self-report measure. In addition, faking was found to negatively impact the psychometric properties of the selection measure, as well as the quality of potential hiring decisions made by the organization. Further, fakers exhibited lower levels of performance than non-fakers.

Implications

These findings indicate that past conclusions that applicant faking is either uncommon or does not negatively impact the selection system and/or organizational performance may be unwarranted.

Originality/Value

Remarkably few studies have examined applicant faking using a within-subjects design using actual job applicants, which has limited our understanding of applicant faking. Even fewer studies have attempted to link faking to criterion data to evaluate the impact of faking on employee performance. By utilizing this design and setting, the present study provides a unique glimpse into both the prevalence of faking and the significant impact faking can have on organizations.     

EFFECTS OF ETHNICITY,ACCENT, AND JOB STATUS ON SELECTION DECISIONS

The present study investigated the effects of ethnicity, accent, and job status in the selection interview. Two hundred and ten student subjects viewed simulated, videotaped selection interviews in which applicant ethnicity, applicant accent, and job status were manipulated in a completely crossed 3 × 2 × 2 factorial design. Two sets of ratings were obtained, selection decision ratings of the job applicant, and subjective importance ratings based on the previous selection decisions. Significant main effects were obtained for ethnicity and job status in selection decision as predicted. Contrary to predictions however, the main effect for accent was not found significant. Further analysis of the importance ratings indicated a significant main effect for accent, but not for ethnicity. These findings indicated that applicant ethnicity and job status were important in selection interview decision and accent was not. Contrary to this however, subjects considered that accent was important in their selection decision ratings, while ethnicity was not.     

Sexism and beautyism effects in selection as a function of self-monitoring level of decision maker

The authors, in two experiments, investigated the influence of the sex and attractiveness of applicants for male and female sex-typed jobs on selection decisions made by low and high self-monitors. In both experiments, attractiveness and the congruence between applicants' sex and the sex type of the job influenced selection decisions. In addition, high self-monitors were more influenced by attractiveness and sex of the applicant when hiring for sex-typed jobs than low self-monitors, but this difference in hiring pattern was not evident when the job was gender neutral. Results indicate that job applicants may encounter different employment opportunities as a function of their sex, their physical attractiveness, the sex type of the job, and the self-monitoring level of the decision maker. Implications of results are discussed and suggestions for future research are offered.     

The Role of Recruiting Source Informativeness and Organizational Perceptions in Decisions to Apply

Although recruitment researchers often discuss influences on decisions to apply for jobs, few studies assess actual application behavior. This study of individuals who expressed an interest in a firefighter job revealed that applying was related to recruiting source informativeness and organizational familiarity. Source informativeness was not related to self‐selection out of the process after application or performance on the selection process, but was related to perceptions of familiarity and to applicant demographics. Implications for recruitment are discussed.     

Effects of Applicant Pregnancy on Hiring Decisions and Interview Ratings

The effects of pregnancy on hiring decisions during employment interviews are examined in a United States sample of 210 undergraduate business school students at a Midwestern university. A pregnant applicant was compared to a non-pregnant applicant with identical credentials and interview performance to explore any differences in interviewer ratings of qualifications and hiring by having participants view videotaped interviews. Results show that in spite of being viewed as equally qualified and well-suited for the job, the pregnant applicant received significantly lower hiring recommendation ratings. The pregnant applicant was also rated as more likely to need time off, miss work and quit compared to the non-pregnant applicant, indicating a concern about absenteeism regarding the pregnant applicant.     

Applicant Reactions to Selection Procedures: An Updated Model and Meta-Analysis

An updated theoretical model of applicant reactions to selection procedures is proposed and tested using meta-analysis. Results from 86 independent samples  ( N = 48,750)  indicated that applicants who hold positive perceptions about selection are more likely to view the organization favorably and report stronger intentions to accept job offers and recommend the employer to others. Applicant perceptions were positively correlated with actual and perceived performance on selection tools and with self-perceptions. The average correlation between applicant perceptions and gender, age, and ethnic background was near zero. Face validity and perceived predictive validity were strong predictors of many applicant perceptions including procedural justice, distributive justice, attitudes towards tests, and attitudes towards selection. Interviews and work samples were perceived more favorably than cognitive ability tests, which were perceived more favorably than personality inventories, honesty tests, biodata, and graphology. The discussion identifies remaining theoretical and methodological issues as well as directions for future research.     

FAKING IN PERSONNEL SELECTION: TRADEOFFS IN PERFORMANCE VERSUS FAIRNESS RESULTING FROM TWO CUT-SCORE STRATEGIES

Most faking research has examined the use of personality measures when using top-down selection. We used simulation to examine the use of personality measures in selection systems using cut scores and outlined a number of issues unique to these situations. In particular, we compared the use of 2 methods of setting cut scores on personality measures: applicant-data-derived (ADD) and nonapplicant-data-derived (NADD) cut-score strategies. We demonstrated that the ADD strategy maximized mean performance resulting from the selection system in the face of applicant faking but that this strategy also resulted in the displacement of deserving applicants by fakers (which has fairness implications). On the other hand, the NADD strategy minimized displacement of deserving applicants but at the cost of some mean performance. Therefore, the use of the ADD versus NADD strategies can be viewed as a strategic decision to be made by the organization, as there is a tradeoff between the 2 strategies in effects on performance versus fairness to applicants. We quantitatively outlined these tradeoffs at various selection ratios, levels of validity, and amounts of faking in the applicant pool.     

Implications of the Elaboration Likelihood Model for interviewer decision processes

One dimension of corporate social performance is concern for employee relations. The selection interview represents one of the earliest points at which employers develop relationships with future employees. The Elaboration Likelihood Model (Petty & Cacioppo, 1986) is useful for predicting when variables which are irrelevant for predicting performance on the job can influence an interviewer's rating of an applicant. Such knowledge is helpful for organizations in terms of improving the validity of their selection interview decisions and enhancing applicants' perceptions of fairness.     

Applicant Race, Job Status, and Racial Attitude as Predictors of Employment Discrimination

It is important to understand why biased employee selection occurs in the workplace. We examined applicant race, job status, and the evaluator's attitudes toward blacks as possible predictors of unfair selection decisions. After completing an attitude toward blacks scale, one hundred and eighty-one people evaluated the qualifications of either a black or white applicant for either a high or low status job. Results showed no differences in the hiring decision. However, evaluators with more negative attitudes toward blacks reported greater confidence in their decision to hire the black applicant than the white applicant for the low status job compared to the confidence of evaluators with more positive attitudes. They also reported greater confidence in their decision to hire the white applicant than the black applicant for the high status job as compared to evaluators with more positive attitudes towards blacks. We observed the opposite results for less biased individuals. Evaluator ratings do not explain these findings. These data suggest that unfair discrimination may operate in subtle ways.     

Perceptions of Justice in Employment Selection Decisions: The Role of Applicant Gender

In contrast to the vast majority of justice literature that controls for applicant gender, the present study investigated the role of applicant gender in relation to applicant procedural and distributive justice perceptions after being informed of an organization's reject/accept decision. A sample of 503 students completed a selection test, believing the results would be used to make initial selection decisions for an organization recruiting from a university. Two weeks later, participants were given selection decisions (randomly assigned), and procedural and distributive justice perceptions were assessed. Hierarchical regression analyses indicated gender moderated the relationship between selection decision favorability and organizational justice perceptions. As hypothesized, in comparison with rejected males, rejected female applicants reacted most negatively to both forms of justice. On the other hand, selected female applicants had a more positive reaction than selected male applicants to both procedural and distributive justice. Potential implications for these and other findings are discussed.     

Perceived fairness in employee selection: the role of applicant personality

The present study investigated the role of applicant personality in relation to applicant procedural and distributive justice perceptions after being informed of an organization’s reject/accept selection decision. A sample of 503 students completed a selection test, believing the results would be used to make initial selection decisions for an organization recruiting from the university. Participants were presented with selection decisions (randomly assigned) two weeks later, and procedural and distributive justice perceptions were assessed. Hierarchical regression analyses indicated that agreeableness, openness to experience, and test-taking self-efficacy were positively related with perceptions of procedural and distributive justice. Neuroticism was negatively associated with distributive justice perceptions. The relationships of test-taking self-efficacy with procedural and distributive justice were moderated by the organization’s selection decision.     

Faking and selection: considering the use of personality from select-in and select-out perspectives

The effects of faking on criterion-related validity and the quality of selection decisions are examined in the present study by combining the control of an experiment with the realism of an applicant setting. Participants completed an achievement motivation measure in either a control group or an incentive group and then completed a performance task. With respect to validity, greater prediction error was found in the incentive condition among those with scores at the high end of the predictor distribution. When selection ratios were small, those in the incentive condition were more likely to be selected and had lower mean performance than those in the control group. Implications for using personality assessments from select-in and select-out strategies are discussed.