The impact of “non-targeted traits” on personality test faking, hiring, and workplace deviance

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

“…Finally, future research should examine whether applicants who engaged in honest or deceptive forms of IM behave differently once hired, attain different levels of work performance, or are more likely to turn over. Despite the limited empirical evidence available, recent studies suggest that applicants using deception when completing personality tests are more likely to engage in deviant or counterproductive behaviors at work (O'Neill et al., ; Peterson, Griffith, Isaacson, O'Connell, & Mangos, ), whereas some researchers have argued that the use of self‐promotion and ingratiation in interviews may be positively related to work performance (Kleinmann & Klehe, ). As such, given the fundamental differences observed here, honest and deceptive IM may have differential long term implications that are worthy of investigating.…”

Comparing applicants and incumbents: Effects of response distortion on mean scores and validity of personality measures

“…Setting selection ratios could also be challenging, as a lower selection ratio can be associated with hiring more fakers (Mueller‐Hanson et al, ). Even worse, applicant distortion could potentially be related to counterproductive work behaviors (Peterson et al, ) and other workplace deviance (O'Neill et al, ). Personality tests that are not predictive of performance but are at risk of hiring worse performers lose their competitive advantage in the selection context.…”

“…Setting selection ratios could also be challenging, as a lower selection ratio can be associated with hiring more fakers (Mueller-Hanson et al, 2003). Even worse, applicant distortion could potentially be related to counterproductive work behaviors and other workplace deviance (O'Neill et al, 2013).…”

Individual Differences Predicting Impression Management Detection in Job Interviews

“…Applicants' use of deceptive tactics is thus an important concern for organizations, as they do not want to hire someone who only pretended to be a good fit with the job (Arthur et al, 2010;Stewart, Darnold, Zimmerman, Parks, & Dustin, 2010). Moreover, recent evidence with personality testing suggests that applicants who engage in deception during the selection process are also more likely to perform poorly on the job (Donovan, Dwight, & Schneider, 2014) and to engage in counterproductive behaviors at work, such as lack of effort, absenteeism, or theft (O'Neill et al, 2013;Peterson, Griffith, Isaacson, O'Connell, & Mangos, 2011).…”