What you see may not be what you get: relationships among self-presentation tactics and ratings of interview and job performance.
The image candidates portray in the interview, via appearance, impression management, and verbal and nonverbal behavior, has been hypothesized to influence interviewer ratings. Through the lenses of social influence and interdependence theories, this meta-analysis investigated (a) the magnitude of the relationship between these 3 self-presentation tactics and interviewer ratings, (b) whether these tactics also are correlated with later job performance, and (c) whether important theoretical moderators (e.g., the level of interview structure, the rating source, the use of field or experimental designs) affect these relationships. Results reveal that what you see in the interview may not be what you get on the job and that the unstructured interview is particularly impacted by these self-presentation tactics. Additionally and surprisingly, moderator analyses of these relationships found that the type of research design (experimental vs. field) does not moderate these findings.
Barrick
Murray R
MR
Mays Business School, Texas A&M University, College Station, TX 77843-4221, USA. mbarrick@mays.tamu.edu
Shaffer
Jonathan A
JA
DeGrassi
Sandra W
SW
D004650:Employee Performance Appraisal; D006801:Humans; D007407:Interviews as Topic; D007586:Job Application; D009633:Nonverbal Communication / Q000523:psychology; D015588:Observer Variation; D010560:Personnel Selection; D012919:Social Behavior; D014705:Verbal Behavior