A dual-process theory perspective to better understand judgments in assessment centers: The role of initial impressions for dimension ratings and validity.

Ingold, Pia V.; Dönni, Mirjam; Lievens, Filip

doi:10.1037/apl0000333

Cited by 20 publications

(42 citation statements)

References 51 publications

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“…Though some variance in first impression conceptualizations can be reasonably attributed to nuances across study contexts, there are also cases where researchers advance seemingly diametrically opposed beliefs in the same context. In selection, for instance, some see initial impressions as the first piece of useful information transmitted in what is expected to be a long journey of discovery (e.g., Ingold et al, 2018), whereas others argue they are distracting deviations on the way to an established, optimal final destination (e.g., Cable & Gilovich, 1998). The absence of a shared definition-the bedrock for the systematic study of any phenomenon-has impeded the development of a cohesive understanding of the processes by which initially encountered information influences attitudes, cognitions, and behaviors in work contexts.…”

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confidence: 99%

First impression effects in organizational psychology.

Swider¹,

Harris²,

Gong³

2022

Journal of Applied Psychology

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The study of first impressions, which consistently demonstrate meaningful and surprisingly durable impacts on attitudes, behaviors, and cognitions, is pervasive across psychological disciplines. In this integrative conceptual review, we focus on first impressions within the organizational psychology literature, which have been explored across an impressive variety of topical domains (e.g., selection, socialization, leader-subordinate relationships, job performance, and teams) though largely in fragmented ways. Our review attempts to resolve major differences in how researchers have approached first impression effects to build consensus on what first impression effects are, how they occur, and how long they take to develop. In synthesizing this seemingly disparate body of research, we develop an integrative framework of first impression effects comprising four fundamental elements-cues, motives, processes, and outcomes-that must be considered both individually and collectively to understand first impression effects in organizational settings in their entirety. Using this framework, we take stock of the existing literature and identify important through lines, including the focus on displayer-or perceiver-centric effects and whether first impression effects are presumed to be biased or valid. Our fundamental elements framework can be used to systematically catalog and reconcile prior work, as well as develop stronger, more theoretically cohesive studies in the future. We outline major implications for theory and practice on first impressions in the workplace.

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confidence: 99%

First impression effects in organizational psychology.

Swider¹,

Harris²,

Gong³

2022

Journal of Applied Psychology

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“…Finally, we answered a recent call for research examining the effects of applicant IM behavior on early impressions in selection procedures (albeit in the interview rather than assessment center, Ingold, Dönni, & Lievens, 2018). Counter to expectations, ingratiating IM in the rapport-building stage did not have consistent effects.…”

Section: Discussionmentioning

confidence: 94%

Liar at First Sight?

Wingate

Bourdage

2019

Journal of Personnel Psychology

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Abstract. Research suggests that early impressions influence employment interview outcomes. A highly controlled experiment examined the effects of pre-interview qualifications information and early applicant impression management behavior on interviewers’ early impressions and, in turn, applicant outcomes. Mock interviewers ( N = 247) judged the same applicant with a poorer pre-interview qualification ranking to be a poorer performer, but also perceived the applicant to have faked (deceived) more, and considered the applicant less likeable, less competent, less dedicated, and more conceited. Early applicant impression management behavior did not consistently contribute to interviewers’ early impressions, or to perceptions and judgments. Overall, these findings suggest that early applicant information can affect interviewer cognitions and judgments through the formation of early impressions.

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“…In contrast to classic ACs, multiple speed assessments revolve around a larger number of very short interpersonal simulations that elicit overt behavior in a standardized way. The basic idea behind multiple speed assessments is that (a) even brief behavioral observations provide assessors with enough information to make relatively accurate judgments (Breil, Osterholz, et al, 2021;Funder, 2012;Ingold et al, 2018) and (b) by increasing the number of situations/exercises (i.e., sampling behavior across a variety of contexts), the reliability and validity of the overall ratings increase (i.e., principle of aggregation; Epstein, 1983).…”

Section: Implications For Assessment Designsmentioning

confidence: 99%

Measuring Distinct Social Skills via Multiple Speed Assessments – A Behavior-Focused Personnel Selection Approach

Breil¹,

Forthmann²,

Back³

2021

Preprint

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Social skills (e.g., persuading others, showing compassion, staying calm) are of key importance in work and education settings. Accordingly, the goal of many selection processes is to identify candidates who excel in desired skills. For this, high-fidelity simulations such as assessment centers (ACs) are regarded as ideal procedures because they can be used to evoke, observe, and evaluate candidates’ actual behavior. However, research has repeatedly shown that observed performance differences in ACs are not sufficiently driven by the specific skill dimensions that are defined for assessment. Building on multiple speed assessments and incorporating insights from behavioral personality science, we offer an alternative approach for the reliable and valid assessment of distinct social skills. We hereby (a) selected skills on the basis of a bottom-up analysis of observable and distinguishable interpersonal behaviors and (b) specifically designed exercises around these skills (i.e., one skill per exercise, multiple exercises per skill). Here, we present initial results of this newly developed procedure across three samples in a high-stakes selection context (N = 589). Generalizability theory analyses showed that a substantial amount of variance in assessor ratings could be attributed to the selected skills. This underlines the importance of more behaviorally focused selection procedures.

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A dual-process theory perspective to better understand judgments in assessment centers: The role of initial impressions for dimension ratings and validity.

Cited by 20 publications

References 51 publications

First impression effects in organizational psychology.

First impression effects in organizational psychology.

Liar at First Sight?

Measuring Distinct Social Skills via Multiple Speed Assessments – A Behavior-Focused Personnel Selection Approach

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