Responding to Personality Tests in a Selection Context: The Role of the Ability to Identify Criteria and the Ideal-Employee Factor

Klehe, Ute‐Christine; Kleinmann, Martin; Hartstein, Thomas; Melchers, Klaus G.; König, Cornelius J.; Heslin, Peter A.; Lievens, Filip

doi:10.1080/08959285.2012.703733

Cited by 63 publications

(96 citation statements)

References 76 publications

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“…In this research (e.g., Jansen, Lievens, & Kleinmann, ; Klehe et al, ; Kleinmann, ; König, Melchers, Richter, Kleinmann, & Klehe, ; Melchers et al, ; Preckel & Schüpbach, ), candidates were asked to write down their assumptions concerning the targeted performance dimensions. The logic of this was (1) that candidates' assumptions reflect their interpretation of the situational demands in a selection procedure, and (2) that these performance dimensions are actually used as criteria according to which interviewers or assessors evaluate candidates' interview or AC performance meaning as criteria according to which interviewers or assessors evaluate candidates' success in dealing with the situational demands.…”

Section: Introductionmentioning

confidence: 99%

Assessment of Situational Demands in a Selection Interview: Reflective style or sensitivity?

Melchers

Bösser²,

Hartstein³

et al. 2012

Int J Selection Assessment

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Correctly understanding situational demands is necessary to handle social situations appropriately. Past selection research has shown that candidates who are better at identifying the targeted dimensions in an interview or an assessment center, in fact, perform better in these procedures. However, at least two different processes might be responsible for the obtained findings. First, candidates might differ in their ability to correctly interpret given cues, meaning that some candidates generate better (i.e., more accurate) ideas than others. Second, some candidates might generally reflect more upon potential demands and therefore generate more ideas concerning potentially targeted dimensions. The present study used signal detection theory to investigate to what degree these two processes are related to interview performance. The interview was administered during a selection simulation for university graduates (N = 147). Interviewees' assumptions concerning the targeted dimensions were assessed in a postinterview questionnaire in which they had to write down any hypotheses as to what a certain question was trying to assess. We found that generating better ideas was essential for candidates' interview performance and not the degree to which they generally generated ideas about targeted interview dimension.

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Section: Introductionmentioning

confidence: 99%

Assessment of Situational Demands in a Selection Interview: Reflective style or sensitivity?

Melchers

Bösser²,

Hartstein³

et al. 2012

Int J Selection Assessment

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“…In other words, differences in the extent of faking will lead to inflated correlations between test scores of job-related personality dimensions. In line with this, such inflated correlations have been found among applicants who were motivated to fake good (e.g., Cellar, Miller, Doverspike, & Klawsky, 1996;Klehe et al, 2012;Schmit & Ryan, 1993).…”

Section: Theoretical Backgroundmentioning

confidence: 80%

“…Although one indicator (mean differences in personality scores) is widely used, this was the first field study to date to ask real applicants afterward how much they had faked (our second indicator). Furthermore, our third indicator (the average intercorrelation of personality scales) builds on previous research (e.g., Cellar et al, 1996;Klehe et al, 2012;Schmit & Ryan, 1993) demonstrating that faking increases the correlations between personality dimensions. Our study goes beyond this research, however, by suggesting that-at least at the group level-higher correlations can be used as an additional indicator of faking.…”

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confidence: 99%

Faking Good and Faking Bad Among Military Conscripts

2015

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A question that continues to worry practitioners and researchers is how much recruiters can trust self-reported measures of personality. Several models of faking assume that applicants differ in their motivation to fake, but field evidence regarding these differences is still rare. For the current field study, we exploited a unique setting: The examination for compulsory military service in Switzerland. We were able to show that differences in the military service motivation of Swiss conscripts (N = 918) were associated with faking good or faking bad, respectively. In particular, military service motivation was related to self-admitted faking, mean personality scores, and increased correlations between personality dimensions, which supports faking models that stress the importance of motivational differences.Worldwide, a considerable number of organizations use personality tests for testing and selecting applicants (e.g.

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“…Although the Big-Five personality test [22][23][24] has implied that a sufficient basis for application in recruitment purposes [25], factor analysis indicated disadvantages in the screening of personnel due to emergence of a 'sixth' factor linked to individuals' prior conceptions of 'the job' [26,27]. In a comparison between the JobMatchTalent test and the NEO PI-R dimensions, it was found that four of those dimensions were explained by: (i) Work structure and decision characteristics implying measures of thoughtfulness, planning, order and attention to detail (conscientiousness), (ii) inner drive, activity, drive, acting and communication implying out-going and extroverted, (iii) tolerance and social interest linked to individuals' interest and ability to establish social relations (agreeableness), and (iv) stress index associated with emotional stability as an opposing attribute to neuroticism.…”

Section: Discussionmentioning

confidence: 99%

Effect of Age upon Leadership Attributes from Recruitment Instrument: a Selective Developmental Trajectory

Archer¹,

Jansson²,

Olsen³

2015

Clin Exp Psychol

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This exploratory report presents the contents of a large data-base consisting of psychometric measurement of personality-related attributes of individuals who underwent the recruitment process by completing the JobMatchTalent instrument that was developed from principles of occupational psychology. On the basis of individuals', who applied for corporate or governmental leadership positions, responses, the correlations between applicants' age and personal attributes was obtained. Correlational and regression analyses were used to explore differences between younger and older potential executive participants. These indicated that younger leadership applicants enjoyed an advantage with regard to: "Focus-on-details", "Focus-on-order", "Own motivation", "Concentration", "Will-power", "Winner-instinct", "Visions-for-the-future", whereas older leadership applicants enjoyed an advantage with regard to: "Sphere-of-influence", "Tolerant attitude" and "Trust-in-others". The levels of stress-sensitivity, strategic focus, energy and communication, as expressed by younger and older recruitment applicants seeking executive positions, were comparable. At higher age levels, the leadership candidates expressed less focus on the tasks and less orientation towards their own ambitions but were rather more concerned with developing their staff, building relations and 'team-spirit'.

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Responding to Personality Tests in a Selection Context: The Role of the Ability to Identify Criteria and the Ideal-Employee Factor

Cited by 63 publications

References 76 publications

Assessment of Situational Demands in a Selection Interview: Reflective style or sensitivity?

Assessment of Situational Demands in a Selection Interview: Reflective style or sensitivity?

Faking Good and Faking Bad Among Military Conscripts

Effect of Age upon Leadership Attributes from Recruitment Instrument: a Selective Developmental Trajectory

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