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Impression Management across Applicant and Incumbent Contexts: The Effect on Job Performance

Filipkowski, Jenna Noelle
http://rave.ohiolink.edu/etdc/view?acc_num=wright1334170063

Abstract Details

2012, Doctor of Philosophy (PhD), Wright State University, Human Factors and Industrial/Organizational Psychology PhD.
Social desirability (impression management) scales often accompany personality measures in selection to detect those who might be engaging in response distortion. Applicants' personality scores may be corrected or eliminated based on scores from the impression management scale. My studies test the effectiveness and usefulness of having social desirability measures in personnel selection. Study One examined whether social desirability (impression management) scales are able to detect faking behavior. The hypotheses were tested on an archival dataset of participants who took personality measures on two separate occasions as incumbents or applicants. Those identified by the faking indicator, who raised their scores beyond the standard error of measurement difference score, had higher extraversion scores in the applicant administration (M =19.16; SD = 1.83) than as incumbent (M =13.88; SD = 5.27). However, for the non-fakers extraversion scores from when the participants were incumbents are higher (M =19.00; SD = 2.13) than their applicant scores (M =18.21; SD = 3.14). Those identified as non-fakers while incumbents had such high scores that there was no opportunity to improve them and fake. The impression management scale was able to identify fakers on the personality measures who had opportunity to improve their scores. For Study Two, I hypothesized that impression management is a necessary skill for salespeople, thus selecting people out or correcting their personality scores because of it results in worse people hired and lowers organizational performance. Impression management is not a necessary skill for salespeople; impression management does not have a relationship with weekly brokerage dollars (r = -.07, p =.45). Further analyses found that removing applicants or correcting their scores actually improved the job performance of the sample.
Corey Miller, PhD (Advisor)
Gary Burns, PhD (Committee Member)
David LaHuis, PhD (Committee Member)
Melissa Gruys, PhD,SPHR (Committee Member)
120 p.
Personality Psychology; Psychology
Response Distortion; Faking; Personality; Impression Management; Personnel Selection

Recommended Citations

Citations

  • Filipkowski, J. N. (2012). Impression Management across Applicant and Incumbent Contexts: The Effect on Job Performance [Doctoral dissertation, Wright State University]. OhioLINK Electronic Theses and Dissertations Center. http://rave.ohiolink.edu/etdc/view?acc_num=wright1334170063

    APA Style (7th edition)

  • Filipkowski, Jenna. Impression Management across Applicant and Incumbent Contexts: The Effect on Job Performance. 2012. Wright State University, Doctoral dissertation. OhioLINK Electronic Theses and Dissertations Center, http://rave.ohiolink.edu/etdc/view?acc_num=wright1334170063.

    MLA Style (8th edition)

  • Filipkowski, Jenna. "Impression Management across Applicant and Incumbent Contexts: The Effect on Job Performance." Doctoral dissertation, Wright State University, 2012. http://rave.ohiolink.edu/etdc/view?acc_num=wright1334170063

    Chicago Manual of Style (17th edition)

wright1334170063
841
© 2012, all rights reserved.
This open access ETD is published by Wright State University and OhioLINK.