2. Applicant Faking Behavior Applicant Faking Behavior Dr. Richard Griffith, Director I/O Psychology Florida Tech Industrial Organizational Psychology 150 W. University Blvd. Melbourne, FL. 32901 (321) 674-8104

3. Personality Tests 1.I like using my imagination. 2.It is best to work step-by-step until the task is complete. 3.I enjoy working in teams. 4.Paying attention to minute details of work is important. 5.Working with data and figures is exciting. 6.A loose work structure without deadlines irritates me. 7.I never have read a dirty book or magazines 1 2 3 4 5

4. Personality Traits Personality traits are defined as “pervasive consistencies in thoughts, feelings, and behaviors,” (Costa and McCrae, 1992). Development of personality traits began with the “lexical hypothesis.” Galton used the dictionary to estimate the number of descriptive terms that could be used to describe individual differences 18,000 adjectives

5. Big Five Wide acceptance of the five-factor model, or the “Big Five” (Costa, 1996). Model assumes that five broad factors account for most of the common variance in virtually all personality traits. Some debate about the number of factors still exists Conscientiousness has overall received the greatest attention from personnel researchers.

6. T App Faking

7. Many factors may contribute to the elevation of applicant scores –Situational variance –Cognitive biases –Ability –Integrity –Motivation –Faking related constructs

8. Doesn’t make sense to lump “fakers” into a stereotyped category Faking behavior is dynamic May demonstrate considerable individual differences –Amount individuals “fake” –Why their applicant scores are elevated –Subsequent performance!!!

9. The Study Method Within Subjects design Over 1000 participants Students apply for consulting “position” –Deception was used to simulate an applicant environment Complete NEO-FFI & WPT Students then asked to respond honestly to measures –NEO-FFI –Integrity –Locus of Control –BIDR –SCS – past, present, future FOR

10. The Study This study utilized deception Deception can be used in psychology experiments if it does not harm the subject, and data can not be collected another way. Getting honest baseline results with real applicants may not be possible because they will still be cautious out of fear that their employer may see the results Study reviewed by IRB

11. Results People do in fact fake (roughly 30 %) Difference found between Honest (baseline) and Applicant scores How large are these differences?

12. Cognitive Biases Significant difference was found between the future, present, and past scores (F = 16.431; p<.001) MeasureMinMaxMeanSD Past SCS4.006.005.34.65 Present SCS4.007.005.59.67 Future SCS4.007.005.88.58 * Total score differences 106 < 112 < 117

13. Integrity Hypotheses were supported Correlations ranged from.20 (N) to -.31 (C) At least some of the variance in faking behavior is related to an individuals integrity Liars are liars Makes the effects of applicant faking even more problematic if employees engage in counter productive behaviors

14. Locus of Control Hypotheses supported Applicants with an external locus of control have higher amounts of applicant faking Correlations ranged from -.27 (N) to.29 (C) LOC related to academic dishonesty. –(Coleman and Mahaffey, 2000; Leming,1980)

15. Ability, SDE, & IM In the both conditions cognitive ability was not significantly correlated with the amount of applicant faking Neither SDE or IM was positively correlated with faking

16. New Studies Examining the influence of relative external need on the prediction of faking Faking & Gender Is faking just cheating? Academic Dishonesty

17. New Studies Situational determinants of faking Job conditions Selection ratio Type of job –Can assess whether job knowledge helps faking

18. Thank you! I would like to thank you for participating in our research study Your participation has helped graduate students to complete their theses and dissertations The knowledge we have gained here will allow us to improve personality measures and help organizations make better decisions when hiring employees