The Impact of Applicant Faking on Selection Measures, Hiring Decisions, and Employee Performance

Purpose The purpose of this study was to examine the prevalence of applicant faking and its impact on the psychometric properties of the selection measure, the quality of hiring decisions, and employee performance. Design/Methodology/Approach This study utilized a within-subjects design where responses on a self-report measure were obtained for 162 individuals both when they applied for a pharmaceutical sales position, and after they were hired. Training performance data was collected at the completion of sales training and sales data was collected 5 months later. Findings Applicant faking was a common occurrence, with approximately half of the individuals being classified as a faker on at least one of the dimensions contained in the self-report measure. In addition, faking was found to negatively impact the psychometric properties of the selection measure, as well as the quality of potential hiring decisions made by the organization. Further, fakers exhibited lower levels of performance than non-fakers. Implications These findings indicate that past conclusions that applicant faking is either uncommon or does not negatively impact the selection system and/or organizational performance may be unwarranted. Originality/Value Remarkably few studies have examined applicant faking using a within-subjects design using actual job applicants, which has limited our understanding of applicant faking. Even fewer studies have attempted to link faking to criterion data to evaluate the impact of faking on employee performance. By utilizing this design and setting, the present study provides a unique glimpse into both the prevalence of faking and the significant impact faking can have on organizations.