title: Retesting personality in employee selection: implications of the context, sample, and setting.
abstract: The present study sought to assess when and how actual job applicants change their responses when filling out an unproctored personality selection assessment for a second time. It was predicted feedback would be a key contextual motivator associated with how much applicants change their answers during the second administration. Mediation results showed that individuals receiving feedback that showed a low score on the personality assessment was the reason they did not get the job were more likely to employ faking response strategies in the second testing session, predicting the highest change in scores between the first and second testing sessions. Individuals receiving no feedback and those not experimentally motivated to fake (i.e., a comparison group of students) showed less change in responses across administrations.
authors.affiliation: MD Anderson Cancer Center, University of Texas, USA. CLHolladay@mdanderson.org
authors.forename: Courtney L
authors.initials: CL
authors.lastname: Holladay
authors.forename: Emily
authors.initials: E
authors.lastname: David
authors.forename: Stefanie K
authors.initials: SK
authors.lastname: Johnson
mesh_terms: D000328:Adult; D008192:Deception; D030141:Feedback, Psychological; D005260:Female; D006801:Humans; D007586:Job Application; D008297:Male; D009042:Motivation; D010555:Personality Inventory / Q000706:statistics & numerical data*; D010560:Personnel Selection; D010564:Personnel, Hospital / Q000523:psychology*; D011594:Psychometrics / Q000706:statistics & numerical data; D015203:Reproducibility of Results; D012931:Social Environment