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Can explanations improve applicant reactions towards gamified assessment methods?
Author(s) -
Georgiou Konstantina
Publication year - 2021
Publication title -
international journal of selection and assessment
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.812
H-Index - 61
eISSN - 1468-2389
pISSN - 0965-075X
DOI - 10.1111/ijsa.12329
Subject(s) - psychology , attractiveness , situational ethics , perception , context (archaeology) , procedural justice , organizational justice , social psychology , economic justice , selection (genetic algorithm) , applied psychology , organizational commitment , computer science , paleontology , neoclassical economics , neuroscience , artificial intelligence , economics , psychoanalysis , biology
Gamification is increasingly being used by organizations in hiring decisions. However, the use of gamification in assessment has advanced quicker than corresponding research. One area in need of research is how applicants' perceptions of fairness are formed when gamified assessments are used in employee selection. Therefore, two studies were conducted to explore the impact of using gamified assessments to applicants' justice perceptions and the role of providing explanations to applicants. Adopting an experimental design to explore organizational justice model in the context of gamified assessments, results indicated that individuals' perceptions of job relatedness are higher when a situational judgment tests (SJT) is used rather than a gamified version, leading to more positive perceptions of procedural fairness and organizational attractiveness (Study 1). The mediating effects of the procedural rules of ease of faking and opportunity to perform were not supported. Subsequently, a 2 × 2 design was used (Study 2) to explore the role of providing explanations. It seems that the provision of explanations on the assessment's faking difficulty generates more positive reactions towards gamified SJTs than text‐based SJTs, in relation to ease of faking and procedural justice, and a spillover effect, invoking favorable reactions to the recruiting organization as well (Study 2).