A survey of assessor beliefs and practices related to faking

Chet Robie · Kathleen A. Tuzinski · Paul R. Bly

40 citations0/0 files storedJournal of Managerial Psychology

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Psychological Testing and Assessment Psychometric Methodologies and Testing Personality Traits and Psychology

Abstract

Purpose To gather information on assessor beliefs and behaviors in relation to assessee faking issues on a personality inventory in the individual assessment process. Design/methodology/approach A survey approach was used in this research. Totally 77 experienced assessors who conducted individual assessments for an international consulting firm responded to the survey. Analyses of mean item rankings were used to answer several research questions. Findings Major results of the study were: assessors believe faking is a problem; assessors believe they can detect faking; and assessors believe they can effectively eliminate all of the effects of faking when evaluating the candidates. Practical implications The first implication from this research is that assessors believe that they can detect and deal with faking despite a paucity of evidence to support it. The second implication is that organizations may be reluctant to continue to develop effective methods of identifying and dealing with faking if their assessors mistakenly believe they are already successfully doing so. Originality/value This study is the first to survey experience assessors regarding their beliefs and perceptions of faking issues in the individual assessment process and is designed to garner immediate practical insights and ideas for future testable hypotheses.

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References

1977Do those who know more also know more about how much they know?1996Role of social desirability in personality testing for personnel selection: The red herring.1990Criterion-related validities of personality constructs and the effect of response distortion on those validities.1999Meta-Analyses of Fakability Estimates: Implications for Personality Measurement 1998The impact of response distortion on preemployment personality testing and hiring decisions.1995Making the right impression: A field study of applicant impression management during job interviews.1993The Big Five in personnel selection: Factor structure in applicant and nonapplicant populations.2000Variance in faking across noncognitive measures.

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2014Honest and Deceptive Impression Management in the Employment Interview: Can It Be Detected and How Does It Impact Evaluations?2014Interviewers' perceptions of impression management in employment interviews 2015A dynamic model of applicant faking 2014Shall we continue or stop disapproving of self-presentation? Evidence on impression management and faking in a selection context and their relation to job performance

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