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.     

More than g: Evidence for the Incremental Validity of Performance-Based Assessments for Predicting Training Performance

Past research has consistently shown that tests measuring specific cognitive abilities provide little if any incremental validity over tests of general mental ability when predicting performance on the job. In this study, we suggest that the seeming lack of incremental validity may have been due to the type of content that has traditionally been assessed. Therefore, we hypothesised that incremental validity can be obtained using specific cognitive abilities that are less highly correlated with g and are matched to the tasks performed on the job. To test this, we examined a recently developed performance-based measure that assesses a number of cognitive abilities related to training performance. In a sample of 310 US Navy student pilots, results indicated that performance-based scores added sizeable incremental validity to a measure of g. The significant increases in R² ranged from .08 to .10 across criteria. Similar results were obtained after correcting correlations for range restriction, though the magnitude of incremental validity was slightly smaller (ΔR² ranged from .05 to .07).     

Transparency of Assessment Centers: Lower Criterion‐related Validity but Greater Opportunity to Perform?

Assessment centers (ACs) are popular selection devices in which assessees are assessed on several dimensions during different exercises. Surveys indicate that ACs vary with regard to the transparency of the targeted dimensions and that the number of transparent ACs has increased during recent years. Furthermore, research on this design feature has put conceptual arguments forward regarding the effects of transparency on criterion‐related validity, impression management, and fairness perceptions. This study is the first to examine these effects using supervisor‐rated job performance data as the criterion. We conducted simulated ACs with transparency as a between‐subjects factor. The sample consisted of part‐time employed participants who would soon be applying for a new job. In line with our hypothesis, results showed that ratings from an AC with nontransparent dimensions were more criterion valid than ratings from an AC with transparent dimensions. Concerning impression management, our results supported the hypothesis that transparency moderates the relationship between self‐promotion and job performance, such that self‐promotion in the nontransparent AC was more positively related to job performance than self‐promotion in the transparent AC. The data lent no support for the hypothesis that participants’ perceptions of their opportunity to perform are higher in the transparent AC.     

Do Impression Management Scales in Personality Inventories Predict Managerial Job Performance Ratings?

Theorists have argued that impression management scales should predict job performance in jobs where interpersonal interactions are important. This research examined the correlation between impression management scale scores and overall job performance as well as its component dimensions for managerial jobs (one type of job requiring considerable interpersonal interaction). First, a meta‐analysis was conducted to determine the relationship between impression management scale scores and overall managerial performance. Results indicated that the correlation was .04 (k = 17, N = 20,069) for managers. Two additional studies were conducted to investigate the relationship between impression management and specific facets or dimensions of managerial performance. In one of these two studies, the relationships between impression management scores and supervisory ratings on 24 performance facets were investigated for 826 managers. Criterion‐related validities ranged from ‐.06 to .07. In the second study, correlations of an impression management scale with ratings on 22 dimensions of performance were examined using a sample of 257 executives. The validities ranged from .01 to .11. There appears to be little evidence that impression management scales predict job performance in at least one job category where interpersonal interactions are important (management). Potential relevance of these results for understanding social desirability in personality measurement for personnel selection is discussed.     

The validity and incremental validity of knowledge tests, low-fidelity simulations, and high-fidelity simulations for predicting job performance in advanced-level high-stakes selection

In high-stakes selection among candidates with considerable domain-specific knowledge and experience, investigations of whether high-fidelity simulations (assessment centers; ACs) have incremental validity over low-fidelity simulations (situational judgment tests; SJTs) are lacking. Therefore, this article integrates research on the validity of knowledge tests, low-fidelity simulations, and high-fidelity simulations in advanced-level high-stakes settings. A model and hypotheses of how these 3 predictors work in combination to predict job performance were developed. In a sample of 196 applicants, all 3 predictors were significantly related to job performance. Both the SJT and the AC had incremental validity over the knowledge test. Moreover, the AC had incremental validity over the SJT. Model tests showed that the SJT fully mediated the effects of declarative knowledge on job performance, whereas the AC partially mediated the effects of the SJT.     

Incremental validity of person-organization fit over the Big Five personality measures

Few studies have provided the validity evidence of a measure of objective person-organization fit (P-O fit) as a selection tool. The present study used a concurrent validation design to examine the criterion-related validity and the incremental validity of a P-O fit measure beyond the validity of the Big Five personality test for predicting job performance (task performance and organizational citizenship behavior) and employee commitment (organizational commitment and supervisory commitment) for a group of high-tech professional employees in Taiwan. Results showed that P-O fit predicted the contextual component of overall job performance and was significantly related to two types of employee commitment. Moreover, P-O fit had an incremental validity beyond that of the personality measures for predicting some of our outcome variables.     

Development and Validation of the Performance Management Behavior Questionnaire

This study integrates literature on performance management and organizational behavior with input from managers to develop a 27‐item measure of performance management behavior. We used 8 samples, including multisource data, to develop a reliable multidimensional scale that replicated across samples. The scale demonstrated content validity, both convergent and discriminant validity, and incremental validity, and criterion‐related validity was established through the scale's relation with measures of management effectiveness and job attitudes. Overall, this study suggests that the Performance Management Behavior Questionnaire (PMBQ) is a reliable and valid measure and that performance management behaviors have important implications for both employees and organizations.     

Improving Prediction of Work Performance Through Frame‐of‐Reference Consistency: Empirical evidence using openness to experience

A work‐specific measure of openness to experience was compared with the general NEO PI‐R Openness scale for predicting supervisory ratings of creative performance at work. Results at the scale and facet levels indicated that the use of a consistent and criterion‐matched frame of reference improved validity of this personality construct for the prediction of work‐related creative problem solving. Scores from the Work‐specific Openness scale significantly predicted creative work performance, whereas scores from the general measure did not. Results also showed incremental validity of the Work‐specific scale over the NEO PI‐R scale. Evidence is mounting that specifying a work context for personality measures can increase validity for predicting job performance beyond that typically observed when using general scales.     

Self-monitoring and Sex As Related to Assessment Center Rating and Job Performance

Snyder's Self-Monitoring Test was included in a 1-day assessment center for computer salespersons. It was predicted that self-monitoring would be related to success at the assessment center (where impression management is crucial for employment) and to success in the boundary-spanning role of computer sales. The relationships with self-monitoring were predicted to be stronger for women than for men because these computer sales jobs have been less traditional for women than for men. Results indicate that there were significant correlations between self-monitoring scores and the overall assessment rating only for women. Furthermore, self-monitoring was significantly related to job retention after 1 year only for women, but self-monitoring scores predicted job retention as well as did the assessment center ratings for both men and women. It was suggested that impression management ability (self-monitoring) is more strongly related to job auditions and job retention when the role is nontraditional to gender.     

Developing Measures of Basic Job-Relevant English Proficiency for the Prediction of Job Performance and Promotability

The present study is an attempt to devise reliable and valid measures of job-relevant basic English proficiency to be applied in the prediction of job performance and promotability in an entry-level manual labor job dominated by workers whose native language is not English. An audio test and a reading test were developed to assess the ability to understand spoken English and written English respectively using job relevant material. Results showed that both tests demonstrated high predictive validity for the criteria of supervisory assessments of incumbents' English proficiency on the job, overall job performance, and promotability. In predicting ratings of overall job performance and promotability, each test provided incremental validity over the predictability provided by the other test. In addition, the tests also provided incremental validity in predicting promotability over the predictability provided by overall job performance.     

Perceived competence and impression management: Testing the mediating and moderating mechanisms

Using a diverse and unique sample of triads (N = 191 self, peer, and supervisor reports) from a field survey of two service sector organisations, this study examined the effects of perceived competence (self‐reported) and supervisor‐rated performance ratings on peer‐rated impression management. The study also tested the mediating role of performance in competence–impression management relationships and the moderating role of job satisfaction (self‐reported) in performance–impression management relationships using bootstrapping techniques. The study further examined the conditional indirect effects (i.e., moderated mediation) of perceived competence on impression management. The sample consisted of white collar employees from a government organisation and a leading cellular company in a developing country (i.e., Pakistan). Employees with low perceived competence were more likely to use impression management tactics than were those with high perceived competence. Similarly, poor performance ratings produced high impression management. Moreover, performance mediated the relationship between competence and impression management. The findings also suggest that perceived competence has a negative indirect effect on impression management for those with high levels of job satisfaction. Finally, impression management was highest when performance and satisfaction were low.     

Meta-analyses in sales research

Meta-analytic inquiries enable researchers to synthesize empirical findings obtained over the evolution of a topic area and identify boundary conditions affecting the associations of key variables. Sales researchers can employ meta-analytic techniques to amalgamate empirical work conducted in a given topic area, and several sales researchers have effectively used meta-analyses to advance our understanding of the field. This article provides an exposition of this research design by analyzing its application in sales research. The authors review the meta-analytic studies in sales research and advance key considerations in topical foci, article selection, data coding and evaluation, and analytic approaches. An empirical example is provided to illustrate the power of meta-analysis in substantiating or refuting findings that diverge from accumulated insight in sales research. Results provide support for a positive effort–job satisfaction association in contrast to findings evidencing a negative association between these variables. A second empirical example is used to evaluate the nomological and discriminant validity of two related constructs: job involvement and organizational commitment. Results suggest that these two constructs may be empirically redundant. The authors also provide guidance for the future in regard to new substantive research areas, construct assessment, and additional types of meta-analytic approaches.     

Measuring Relationships between Personality,Knowledge, and Performance using Single‐response Situational Judgment Tests

We report two studies that investigate single‐response situational judgment tests (SJTs) as measures of job knowledge. Study 1 examines relationships between job knowledge measured by a single‐response SJT, personality, and performance for museum tour guides. Study 2 extends Study 1's findings with a sample of volunteers using a single‐response SJT about volunteerism. In both studies, personality was related to knowledge, and knowledge predicted performance. In Study 2, knowledge accounted for incremental variance in performance beyond personality, but personality added no incremental variance beyond knowledge. Results suggest that knowledge of effective behavior and knowledge of ineffective behavior are separate constructs. These studies demonstrate the validity of single‐response SJTs and provide evidence that knowing what to do and what not to do are separate domains.     

The Validity of Unstructured Panel Interviews: More than Meets the Eye?

When considered at the aggregate level, a weak level of validity was found for unstructured panel interviews in the prediction of the job performance and training success of corrections officers. Aggregate analyses also revealed that panel judgments made a small incremental contribution to the prediction of job performance relative to paper credentials and that the two sources of information were only weakly related. However, considerable variation in simple and incremental validity was found at the level of individual panel members and among subgroups of panels. The findings suggest that aggregate analyses underestimate the validity of the typical unstructured panel interview.     

‘Good Impression’ as a Moderator in Employment‐related Assessment

There is widespread agreement that response bias variables, such as good impression, have little relevance, either as moderators or suppressors, in efforts to improve the accuracy of employment‐related predictions based on personality test scores. However, a recent review found that there were relatively few methodologically sound real‐life studies of the moderator function. Reported here are four such studies involving the prediction of job performance. As hypothesized, a significant moderator effect was shown in the two studies that utilized ‘transparent’ job‐related predictors, with useful prediction only at the lower levels of good impression, but not in the two studies that utilized personality variables as predictors. These results confirm that validity when using transparent items to predict employment‐related success can be affected by the operation of good‐impression response bias. Further research is needed to delineate other relevant effects of good impression in such situations.     

Recruitment Consultant Revenue: Relationships with IQ,personality, and emotional intelligence

The objective of this paper is to address the predictive validity of the workplace Swinburne University Emotional Intelligence Test. The first aim of this research project was to identify whether financial revenue earned by consultants in an Australian professional recruitment company were related to their levels of emotional intelligence (EI). The second aim was to assess whether EI competencies were more strongly related to revenue performance than measures of IQ and personality. The study consisted of 100 recruitment consultants from a large Australian‐based company who had their IQ assessed and completed a questionnaire battery consisting of measures of personality and EI. Revenue accrued by the recruitment consultants was also collected and related to the psychometric measures. Results showed that emotional competencies and personality traits are valuable predictors of job performance as measured by the revenue accrued by recruitment consultants. Further to this, the EI competencies were observed to be more strongly related to this measure of performance, and were able to predict a significant proportion of variance in performance in comparison to IQ and personality.     

Webcam testing: Validation of an innovative open-ended multimedia test

A modern test that takes advantage of the opportunities provided by advancements in computer technology is the multimedia test. The purpose of this study was to investigate the criterion-related validity of a specific open-ended multimedia test, namely a webcam test, by means of a concurrent validity study. In a webcam test a number of work-related situations are presented and participants have to respond as if these were real work situations. The responses are recorded with a webcam. The aim of the webcam test which we investigated is to measure the effectiveness of social work behaviour. This first field study on a webcam test was conducted in an employment agency in The Netherlands. The sample consisted of 188 consultants who participated in a certification process. For the webcam test, good interrater reliabilities and internal consistencies were found. The results showed the webcam test to be significantly correlated with job placement success. The webcam test scores were also found to be related to job knowledge. Hierarchical regression analysis demonstrated that the webcam test has incremental validity up to and beyond job knowledge in predicting job placement success. The webcam test, therefore, seems a promising type of instrument for personnel selection.     

A Meta-Analysis of Incremental Validity and Nomological Networks for Subordinate and Peer Rating

Use of subordinates and peers for job performance ratings has increased markedly in recent years, on the assumption that these sources cover different parts of the criterion space and provide incremental validity over and above supervisors. This study directly tested this assumption using a meta-analytically derived correlation matrix including supervisor-, subordinate-, and peer-ratings as well as objective performance measures. Hierarchical regression results showed that both subordinates and peers accounted for significant variance in objective measures, over and above other sources. Further meta-analyses investigated nomological networks of subordinate and peer ratings, specifically relations with personality and ability measures. Ability correlations for peers and especially subordinates were lower than those previously found for supervisors. Correlations for personality dimensions affiliation and agreeableness, although low, were somewhat higher than previous supervisor values. Results provide justification for the added expense of including subordinates and peers in a rating system.     

The construct and criterion validity of emotional intelligence and its potential utility for management studies

In this study, the authors reviewed the definition of emotional intelligence (EI) and argued that El is conceptually distinct from personality. In Study 1, the authors showed that EI was related to yet distinct from personality dimensions and that it had incremental predictive power on life satisfaction. The authors examined the construct validity of self-reports and others' ratings of EI using two samples in Study 2. In a student sample, parents' ratings explained additional variance in the students' life satisfaction and feelings of powerlessness after controlling for the Big Five personality dimensions. In the work sample, peer ratings were found to be significant predictors of job performance ratings provided by supervisors after controlling for the Big Five personality dimensions. Other implications for future research on EI are discussed.     

Salesperson Job Involvement: A Modern Perspective a New Scale

Job involvement is a person's psychological identification or commitment to his/her job. Job involvement is an important construct in salesforce performance research because (1) it is a relevant consequence of a salesperson's work environment and internal feelings, (2) it is a relevant antecedent of a number of important sales job outcomes, and (3) it impacts the socialization process for salespeople. Because sales jobs have changed markedly over the past decade, a salesperson's job involvement now tends to be more focused on relationships with clients and less on aspects within an organizational boundary. The most widely used measure of job involvement (Lodahl and Kejner 1965) is not occupation-specific to sales. This article outlines the development of a new scale for relationship-based salesperson job involvement utilizing rigorous assessments of reliability, validity, and dimensionality within a broad sample of practicing salespeople.