Open AccessThe Effect of Organizational Culture on Faking in the Job Interview
Author(s) -
Damian Canagasuriam,
Nicolas Roulin
Publication year - 2021
Publication title -
personnel assessment and decisions
Language(s) - English
Resource type - Journals
ISSN - 2377-8822
DOI - 10.25035/pad.2021.01.008
Subject(s) - psychology , social psychology , agreeableness , organizational culture , personality , situational ethics , honesty , job performance , perception , personnel selection , impression management , big five personality traits , applied psychology , extraversion and introversion , job satisfaction , public relations , management , neuroscience , political science , economics
Deceptive impression management (i.e., faking) may alter interviewers’ perceptions of applicants’ qualifications and, consequently, decrease the predictive validity of the job interview. In examining faking antecedents, research has given little attention to situational variables. Using a between-subjects experiment, this research addressed that gap by examining whether organizational culture impacted both the extent to which applicants faked and the manner in which they faked during a job interview. Analyses of variance revealed that organizational culture did not affect the extent to which applicants faked. However, when taking into account applicants’ perceptions of the ideal candidate, organizational culture was found to indirectly impact the manner in which applicants faked their personality (agreeableness and honesty-humility). Overall, the findings suggest that applicants may be able to fake their personality traits during job interviews to increase their person–organization fit.