Effects of Screener Self-Monitoring on the Relationships Among Applicant Positive Self-Presentation, Objective Credentials, and Employability Ratings

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This paper aims to investigate associations between self-rated employability (SRE) and affective organizational commitment and performance to probe the so-called management paradox, namely the idea that SRE relates to performance, but also to reduced commitment. SRE concerns the workers' perception about all available (quantitative SRE) or instead better (qualitative SRE) job opportunities on the internal (internal SRE) and/or the external (external SRE) labour market. This leads to four types of SRE: internal quantitative SRE; internal qualitative SRE; external quantitative SRE; and external qualitative SRE. Design/methodology/approach -Analyses were based on a sample of 551 workers from nine organizations: a large Belgian organization providing human resource services, and eight schools. Hypotheses were tested with structural equation modeling, accounting also for sector differences. Findings -Internal quantitative SRE associated positively with affective organizational commitment -directly as well as indirectly -through internal qualitative SRE. External quantitative SRE associated negatively with affective organizational commitment through external qualitative SRE. However, a direct and positive relationship was established between external quantitative SRE and affective organizational commitment. Finally, affective organizational commitment associated positively with performance. Originality/value -This study is among the first to empirically test and prove false the management paradox. Another strength is that this study advanced SRE as a multi-dimensional construct.

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“…Hazer and Jacobson, 2003) for two distinct reasons. First, SRE has particular resonance in this study.…”

Section: The Management Paradoxmentioning

confidence: 99%

The management paradox

2011

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“…During the interview, interviewers receive, interpret, and evaluate information about applicants in order to assess their credentials and performance. As such, their perceptions of applicants IM, which may or may not correspond to applicants' actual behavior, could be what actually matters in interview ratings and, ultimately, hiring decisions (Hazer and Jacobson, 2003). But existing research has failed to consider the active role of interviewers.…”

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confidence: 99%

Interviewers' perceptions of impression management in employment interviews

Roulin

Bangerter

Levashina

2014

Journal of Managerial Psychology

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Structured Abstract:Purpose -Applicants often use impression management (IM) in employment interviews, and such tactics can considerably influence interviewers' evaluations of their performance. Yet, little research has examined interviewers' perceptions of such behaviors. This paper aims to examine if interviewers' perceptions of various IM behaviors converge with applicants' selfreports and the impact of interviewers' IM perceptions on interview outcomes.Design/methodology/approach -Findings are based on data from a field study of 164 real employment interviews conducted in recruiting agencies in Switzerland. Findings -Interviewers' perceptions do not converge with self-reported applicant IM.Interviewers' perceptions of self-promotion and perceived applicant transparency are positively related to interview evaluations, while perceptions of slight image creation tactics are negatively related to interview evaluations. Perceptions of deceptive ingratiation, image protection, and extensive image creation were not related to evaluations.Practical implications -It may not be that easy for interviewers to identify when applicants use IM, partly because they may be prone to overconfidence in their judgments and may (wrongly) believe they can "see through the applicant". Also, what may actually matter in interviews is not the impression applicants think they are making, but interviewers' perceptions of applicant IM.Originality/value -This study investigates interviewers' perceptions in addition to applicants' self-reports of five types of IM in real employment interviews, and how such perceptions are related to interview outcome.

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“…Specifically, Howard and Ferris (1996) found that applicant self‐promotion IM tactics were less effective in influencing well‐trained interviewers than untrained interviewers. The results of Hazer and Jacobson's study (2003) also showed that interviewers' self‐monitoring traits would strengthen the relationship between applicant self‐presentation IM tactics and interviewers' perceived employability of the applicants. In addition, Tsai et al (2005) found that interview structure, customer‐contact requirement, and interview length, would moderate the effects of IM tactics.…”

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confidence: 83%

“…However, findings pertaining to the effects of influential IM tactics on interview outcomes remain varied, and factors that may explain such inconsistencies are still less explored. To our knowledge, only three studies have touched on this issue by testing the boundary conditions of the effects of the use of IM tactics within the selection interview context (i.e., Hazer & Jacobson, 2003; Howard & Ferris, 1996; Tsai, Chen, & Chiu, 2005). Specifically, Howard and Ferris (1996) found that applicant self‐promotion IM tactics were less effective in influencing well‐trained interviewers than untrained interviewers.…”

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confidence: 99%

“…The present study extends previous research in the following three ways. First, in contrast to the work of Hazer and Jacobson (2003) and that of Howard and Ferris's (1996), where laboratory context was used for data collection, the present study was conducted in actual interview settings (similar to Tsai et al , 2005). Thus, our research design has the advantage of reflecting ‘the physical, emotional, and cognitive fidelity of interviews where there are real outcomes for both interviewer and applicant’ (Posthuma, Morgeson, & Campion, 2002, p. 41).…”

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confidence: 99%

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Applicant impression management in job interview: The moderating role of interviewer affectivity

Chen

Yang

Lin

2010

J Occupat & Organ Psyc

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In light of the organizational need to obtain talented personnel, an appropriate evaluation of applicant behaviour in the selection interview is crucial. Extending past research on applicant use of impression management (IM) tactics, this study examines the effects of a broad set of IM tactics in a field setting, and also investigates the moderating roles of two rarely tested interviewer characteristics: interviewer positive affectivity (PA) and negative affectivity (NA). Due to the nested nature of the data, consisting of 142 job applicants and 33 interviewers, we adopt hierarchical linear modelling (HLM) to examine the proposed hypotheses. The results indicate that three IM tactics (self‐focused IM, SFIM; other‐focused IM, OFIM; and non‐verbal IM, NVIM) are significantly positively related to interviewer evaluations. Furthermore, interviewer PA appears to strengthen the positive effects of SFIM tactics on interviewer evaluations, while the effects of NVIM tactics may be weaker when interviewers are high in NA. In addition, these findings suggest the importance of interviewer trait affectivity in explaining interviewer's decision‐making variability, which may lead to low inter‐rater reliability and in turn restrict the level of achievable validity.

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Effects of Screener Self-Monitoring on the Relationships Among Applicant Positive Self-Presentation, Objective Credentials, and Employability Ratings

Cited by 25 publications

References 20 publications

The management paradox

The management paradox

Interviewers' perceptions of impression management in employment interviews

Applicant impression management in job interview: The moderating role of interviewer affectivity

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