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Full-Text Articles in Psychology
Faking Is As Faking Does: A Rejoinder To Marcus (2021), Robert P. Tett, Daniel Simonet, Neil D. Christiansen
Faking Is As Faking Does: A Rejoinder To Marcus (2021), Robert P. Tett, Daniel Simonet, Neil D. Christiansen
Personnel Assessment and Decisions
Applicant faking poses serious threats to achieving personality-based fit, negatively affecting both the worker and the organization. In articulating this “faking-is-bad” (FIB) position, Tett and Simonet (2021) identify Marcus’ (2009) self-presentation theory (SPT) as representative of the contrarian “faking-is-good” camp by its advancement of self-presentation as beneficial in hiring contexts. In this rejoinder, we address 20 of Marcus’ (2021) claims in highlighting his reliance on an outdated empiricist rendering of validity, loosely justified rejection of the negative and moralistic “faking” label, disregard for the many challenges posed by blatant forms of faking, inattention to faking research supporting the FIB position, …
“Faking” Is Neither Good Nor Bad, It Is A Misleading Concept: A Reply To Tett And Simonet (2021), Bernd Marcus
“Faking” Is Neither Good Nor Bad, It Is A Misleading Concept: A Reply To Tett And Simonet (2021), Bernd Marcus
Personnel Assessment and Decisions
This paper comments on Tett and Simonet’s (2021) outline of two contradictory positions on job applicants’ self-presentation on personality tests labelled “faking is bad” (FIB) versus “faking is good” (FIG). Based on self-presentation theory (Marcus, 2009) Tett and Simonet assigned to their FIG camp, I develop the ideas of (a) understanding self-presentation from the applicant’s rather than the employer’s perspective, (b) avoiding premature moral judgment on this behavior, and (c) examining consequences for the validity of applicant responses with a focus on the intended use for, and the competitive context of, selection. Conclusions include (a) that self-presentation is motivationally and …
The Effect Of Organizational Culture On Faking In The Job Interview, Damian Canagasuriam, Nicolas Roulin
The Effect Of Organizational Culture On Faking In The Job Interview, Damian Canagasuriam, Nicolas Roulin
Personnel Assessment and Decisions
Deceptive impression management (i.e., faking) may alter interviewers’ perceptions of applicants’ qualifications and, consequently, decrease the predictive validity of the job interview. In examining faking antecedents, research has given little attention to situational variables. Using a between-subjects experiment, this research addressed that gap by examining whether organizational culture impacted both the extent to which applicants faked and the manner in which they faked during a job interview. Analyses of variance revealed that organizational culture did not affect the extent to which applicants faked. However, when taking into account applicants’ perceptions of the ideal candidate, organizational culture was found to indirectly …
Identifying Faking On Forced-Choice Personality Items Using Mouse Tracking, Irina Kuzmich, Charles Scherbaum
Identifying Faking On Forced-Choice Personality Items Using Mouse Tracking, Irina Kuzmich, Charles Scherbaum
Personnel Assessment and Decisions
This research utilizes mouse tracking as a potential behavioral method to examine cognitive processes underlying faking on forced-choice personality inventories. Mouse tracking is a method from social categorization research that captures a variety of metrics related to motor movements, which are linked to cognitive processing. To explore the utility of this method, we examined differences in the mouse tracking metrics of those instructed to respond honestly or to fake. Our findings show that there is a distinguishable difference in the behavioral response of those who are faking when responding to pairs of personality descriptors presented in a forced-choice format compared …
Unintended Consequences Of Interview Faking: Impact On Perceived Fit And Affective Outcomes, Brooke D. Charbonneau, Deborah M. Powell, Jeffrey R. Spence, Sean T. Lyons
Unintended Consequences Of Interview Faking: Impact On Perceived Fit And Affective Outcomes, Brooke D. Charbonneau, Deborah M. Powell, Jeffrey R. Spence, Sean T. Lyons
Personnel Assessment and Decisions
Drawing on signalling theory, we propose that use of deceptive impression management (IM) in the employment interview could produce false signals, and individuals hired based on such signals may incur consequences once they are on the job—such as poor perceived fit. We surveyed job applicants who recently interviewed and received a job to investigate the relationship between use of deceptive IM in the interview and subsequent perceived personjob and person-organization fit, stress, well-being, and employee engagement. In a twophase study, 206 job applicants self-reported their use of deceptive IM in their interviews at Time 1, and their perceived person–job and …
Faking And The Validity Of Personality Tests: An Experimental Investigation Using Modern Forced Choice Measures, Christopher R. Huber, Nathan R. Kuncel, Katie B. Huber, Anthony S. Boyce
Faking And The Validity Of Personality Tests: An Experimental Investigation Using Modern Forced Choice Measures, Christopher R. Huber, Nathan R. Kuncel, Katie B. Huber, Anthony S. Boyce
Personnel Assessment and Decisions
Despite the established validity of personality measures for personnel selection, their susceptibility to faking has been a persistent concern. However, the lack of studies that combine generalizability with experimental control makes it difficult to determine the effects of applicant faking. This study addressed this deficit in two ways. First, we compared a subtle incentive to fake with the explicit “fake-good” instructions used in most faking experiments. Second, we compared standard Likert scales to multidimensional forced choice (MFC) scales designed to resist deception, including more and less fakable versions of the same MFC inventory. MFC scales substantially reduced motivated score elevation …
Put Your Best Foot Forward: Introduction To The Special Issue On Understanding Effects Of Impression Management On Assessment Outcomes, Chet Robie, Neil D. Christiansen
Put Your Best Foot Forward: Introduction To The Special Issue On Understanding Effects Of Impression Management On Assessment Outcomes, Chet Robie, Neil D. Christiansen
Personnel Assessment and Decisions
No abstract provided.