Faking is a challenge in the selection process as it may lead to the rejection of the most suited candidates and the selection of the least suitable (Donovan, Dwight and Schneider, 2013). The outcome of faking in the selection process is that applicants with high personality and other scores may perform poorly in their actual jobs. However, the problem of faking in selection measures is not as big as suggested by critics of personality measures in selection processes. According to Hogan, Barrett & Hogan (2007), a well-structured personality test limits the possibility of faking during the selection process. Their study 5,266 applicants revealed that only 5.2% or fewer candidates showed changes in personality scores on the second test. The results of a second test showed that the personality scores for only three applicants changed beyond the 95% confidence level. Therefore, faking during the selection process is a challenge but it is mitigated by using a well-structured personality test as indicated by Hogan, Barrett & Hogan (2007).
Measures most likely to be faked
Personality tests and measures are the most likely to be faked in a selection process. Firstly, it is difficult to prove the honesty of an applicant in answering personality test questions. The fact that an applicant is consistent does not necessarily mean that he possesses the said traits. Therefore, personality tests are not always good predictors of job performance. Besides, personality tests and measures are significantly distorted by impression management. Hogan, Barrett & Hogan (2007) defines impression management as controlling one’s behaviour during social interaction, including answering questions. An applicant can control his/her behaviour while answering questions to portray a personality he/she may not have. It takes a well-structured personality test to minimise faking.
References
Donovan, J., Dwight, S. and Schneider, D. (2013). The Impact of Applicant Faking on
Selection Measures, Hiring Decisions, and Employee Performance. J Bus Psychol, 29(3), pp.479-493.
Hogan, J., Barrett, P. and Hogan, R. (2007). Personality measurement, faking, and
employment selection. Journal of Applied Psychology, 92(5), pp.1270-1285.
