Expected Practices in Background Checking: Review of the Human Resource Management Literature

Levashina, Julia; Campion, Michael A.

doi:10.1007/s10672-009-9111-9

Cited by 45 publications

(39 citation statements)

References 28 publications

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“…The fact that deceptive IM was unrelated (rather than negatively related) to interviewer ratings is consistent with work indicating that interviewers on their own are unlikely to be able to detect deceptive IM during the interview and effectively eliminate fakers (Roulin et al., ). However, organizations have several ways (although imperfect) to verify applicants’ information or responses after the interview and eliminate fakers before the final hiring decision, such as using reference or background checking (Levashina & Campion, ). Because applicants in this study were invited for a real job interview, there were four possible outcomes: (a) they were successful at the interview, moved to the next stage of the selection process, and ultimately obtained a job offer; (b) they succeeded at the interview, moved to the next stage of the selection process, but subsequently were eliminated and did not get a job offer (e.g., because they failed the verification stage); (c) they were eliminated after the interview stage; or (d) they were still waiting on the interview decision at the time of data collection.…”

Section: Study 5: Validating Short Im Scale and Additional Antecedentmentioning

confidence: 99%

“I (might be) just that good”: Honest and deceptive impression management in employment interviews

Bourdage

Roulin

Tarraf

2018

Personnel Psychology

229

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Applicant use of impression management (IM) tactics plays a central role in employment interviews. IM includes behaviors intended to create an impression of competence and likability, and avoid negative impressions. Applicants can influence interviewers’ impressions using both honest and deceptive IM, but measurement of IM has yet to distinguish these two constructs. The goal of the present research was to develop a self‐report Honest Interview Impression Management (HIIM) measure and use this to investigate differential antecedents and consequences of honest and deceptive IM. We report the results of five independent studies (total N = 1,470 interviewees). Studies 1–3 detail the creation of a self‐report measure of honest IM. Studies 4 and 5 utilize this measure to understand the relations between honest and deceptive IM, and their antecedents and consequences. Results demonstrate that honest and deceptive IM are positively related but distinct constructs that have unique antecedents (i.e., age, individual differences, attitudes, situational, and target characteristics) and differentially impact interview outcomes and ratings. Finally, we present a short measure of honest and deceptive IM to be used for time‐sensitive data collection.

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Section: Study 5: Validating Short Im Scale and Additional Antecedentmentioning

confidence: 99%

“I (might be) just that good”: Honest and deceptive impression management in employment interviews

Bourdage

Roulin

Tarraf

2018

Personnel Psychology

229

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“…Background checks are a common form of weeding out applicants with prior criminal behaviors that may be problematic to effective job performance (Levashina & Campion, ), and examining online information is a more recent form of background checking (Clark & Roberts, ). This ability to look for red flags that screen out potentially problematic applicants has often been cited as a purpose of using SNWs in hiring (Davison, Maraist, Hamilton, & Bing, ; Grasz, , ).…”

Section: Theoretical Foundations and Hypothesis Developmentmentioning

confidence: 99%

Getting social in selection: How social networking website content is perceived and used in hiring

Hartwell

Campion

2019

Int J Selection Assessment

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The use of social networking websites (SNWs) during employee selection is gaining popularity in organizations. Using a foundation that integrates identity and situational strength theories, we develop a conceptual framework that differentiates SNW information from information gathered through traditional selection procedures, and distinguishes between SNW types. Research questions and hypotheses are tested using a survey of 291 hiring professionals. Results indicate that SNW content is considered useful and is regularly utilized during hiring. Some SNW content is viewed positively (e.g., information supporting qualifications), while other information leads to negative perceptions (e.g., discriminatory comments). Finally, results support a differentiation between personal and professional SNW, as the kind of information sought and the effectiveness of assessing various work-related constructs differs between these SNW categories. K E Y W O R D Sability/knowledge/skills, other assessments, recruitment, selection/placement

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“…The requested information can range from the fairly innocuous, such as dates when they worked together, job title, and types of work done by the candidate, to the more sensitive such as the candidate’s performance history, their work‐related areas for improvement, and whether the individual would rehire (or work with) the candidate in the future. Employers may engage in reference checking for a variety of reasons, such as to confirm other information gathered on the job candidate, uncover additional information, comply with hiring requirements, or reduce the likelihood of a successful negligent hiring lawsuit (Levashina & Campion, ; Ryan & Laser, ). A survey conducted in 2004 by the Society for Human Resource Management found that reference checks were typically performed over the phone, yet they could also be conducted via regular mail, fax, email, online survey platform, or in person (Society for Human Resource Management [SHRM], ).…”

Section: Introductionmentioning

confidence: 99%

Factors affecting compliance with reference check requests

Hedricks

Rupayana

Fisher

et al. 2019

Int J Selection Assessment

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Structured reference checks have been demonstrated to be a reliable and valid predictor of job performance. However, the reference check is a unique assessment method for personnel selection in that a third party, the reference provider, is the source of the critical information on the candidate. If a reference provider is unwilling to either partially or fully comply with a reference check request, the usefulness of the reference check is likely to be compromised. This study examined the factors affecting compliance of the potential reference provider with a reference check request. The sample consisted of 905 U.S. adults who were recruited through the Prolific online crowdsourcing platform (https://prolific.ac). We asked the participants a series of questions related to their actual experiences over the past year in responding to reference check requests. We also included a between‐subjects scenario that examined whether job candidate performance, relationship to job candidate, and method of providing the employment reference would affect hypothetical compliance. The results of the study can be used to more deeply understand the factors that are related to the compliance of the reference provider, and as a result, more fully understand the value of the reference check for selection.

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Expected Practices in Background Checking: Review of the Human Resource Management Literature

Cited by 45 publications

References 28 publications

“I (might be) just that good”: Honest and deceptive impression management in employment interviews

“I (might be) just that good”: Honest and deceptive impression management in employment interviews

Getting social in selection: How social networking website content is perceived and used in hiring

Factors affecting compliance with reference check requests

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