Impression Management And Applicant Faking In The Established Literature Analysis

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Applicant faking in the established literature can be defined as the intentional distortion or falsification of responses on measures to create a specific impression or provide the best possible response to a specific scenario (Levashina J. &., 2006) or the implementation of dishonest IM by an applicant to improve their standing in comparison to other applicants. I would like to draw the distinction between Impression Management and Applicant faking in the context of employee selection. Impression Management is defined as a “Job candidates’ attempt to control or determine the images interviewers form of them regarding their behaviours, motivations and other attributes” (Lopes, 2004). The literature on the suggests that IM like any other skill, …show more content…
However, depending on the applicant, the perceived costs may outweigh the benefits. Studies have been done to see what factors may influence Applicant faking across various demographics as well as proposed some models for applicant faking, some even go as far as to predict future faking based on the outcome of previous faking behaviour (Clemens B. Fell, 2016) (Levashina J. &., 2006) (Richard L. Griffith, 2011)
Models for Applicant Faking
Most theories see Applicant Faking Behaviour as a product of the interaction between the predisposition of the applicant and Contextual factors (Individual X Situation) to explain both its ' magnitude and frequency. These are 3 proposed models that stood out to me, but there are several others that may go beyond the concepts covered below.
(a) The Trait Contrast Classification Theory (Richard L. Griffith,
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If applicant faking behaviours are caught before hiring potential candidates, it would aid organizations to hire the appropriate people to fill their job vacancies. However, for this to be possible, an organization must commit to continuous revaluation of their selection measures and criteria. Applicant faking has also been linked to Counter-productive Work Behaviours (Peterson M. H., 2011). CWBs are defined as “volitional acts that harm or are intended to harm organizations or people in organizations” (Jex, 2014). CWBs could not only be determinantal to the organization’s reputation, but could affect employee performance & job satisfaction. Some examples of CWBs are absenteeism, substance use, sexual harassment, assault, theft and sabotage. The presence of CWBs may also mean an organization may have to re-evaluate their past hires to see if their credentials, experience and temperament are appropriate for their job

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