This article presents 2 studies testing Paulhus's (2002) assumption that unconscious self-enhancement and conscious impression management represent separate processes of socially desirable responding (SDR) that can be observed within 2 content domains (egoistic and moralistic bias). In Study 1, we devised egoistic and moralistic SDR scales intended to measure self-enhancement in honest responding and impression management under demands for positive self-presentation. In Study 2, we correlated scores on these scales with external indicators of self-enhancement and impression management. In honest responding, both SDR scales most strongly correlated with self-enhancement indicators, whereas under demands for positive self-presentation they correlated more strongly with external measures of impression management.

This paper presents the results of three interrelated studies investigating the occurrence of response distortion on personality questionnaires within selection and the success of applicants in faking situations. In Study 1, comparison of the Big Five personality scores obtained from applicants in a military pilot cadet selection procedure with participants responding honestly, faking good, and faking an ideal candidate revealed that applicants responded more desirable than participants responding honestly but less desirable than respondents under fake instructions. The occurrence of faking within the military pilot selection process was replicated in Study 2 using the Eysenck Personality Questionnaire and another comparison group. Finally, in Study 3, comparison of personality profiles obtained in selection and ‘fake job’ situations with experts' estimates indicated that participants were partially successful in faking the desirable profile.

Abstract:In this paper we report the results of a study exploring psychological contract breach (PCB) in a heterogeneous sample of Croatian employees (N=363). In addition to reporting PCB, the participants informed us about their basic demographic characteristics, job attitudes (job satisfaction and organizational commitment) and reported three aspects of their job performance (in-role performance, organizational citizenship behavior, counterproductive work behavior). Our analyses showed that PCB experience depended on participants' characteristics, and, more importantly, was negatively related to job attitudes and job performance. Thus, the detrimental effect of PCB reported in the organizational behavior literature was replicated among Croatian employees.

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Although implicit aggressiveness, measured by the Conditional Reasoning Test for Aggression (CRT-A), seems to be important to understand counterproductive work behaviors (CWBs), little is known about psychological mechanisms that explain this relationship. Building on previous work, we examined the role of job satisfaction and workplace anger in this relationship, on a sample of 360 employees who filled in the CRT-A, and reported on job satisfaction, workplace anger, and CWBs at two occasions separated by 6-12 months. Analyses using a general CWB factor indicated complex relationship between constructs. Additional analyses revealed that: (a) job satisfaction explained the relationship between implicit aggressiveness and organizationally directed CWBs and (b) workplace anger explained the relationship between implicit aggressiveness and interpersonally directed CWBs.