Chapter 5: Sensitive or Senseless: On the Use of Social Desirability Measures in Selection and Assessment

Although the use of personality tests to facilitate hiring decisions has increased over the past 2 decades, considerable skepticism still exists in the business world regarding the use of self-report measures in the areas of selection and assessment (Cook, 1993; Hoffman, 2001). In particular, the belief that personality measures can be easily faked remains the most widespread criticism of organizational personality assessment (e.g., Hogan & Hogan, 1992; Hogan, Hogan, & Roberts, 1996). Unlike ability or skill tests where there are verifiably correct answers, personality tests are self-descriptions in which it may be possible to choose a response calculated to obtain a valued outcome. Given this, it is hardly surprising that strategies aimed at combating applicant faking on personality tests continue to be developed and embraced by those who use personality tests for personnel decision making.