Due to the nature of the employment interview applicants utilize impression management (IM) to bolster their chances of success. IM is a “desire to create particular impressions in others’ minds” (Leary and Kowalski, 1990, p. 35). IM theories suggest that interviewers may not be able to detect IM tactics (Liden and Mitchell, 1988; Wortman and Linsenmeier, 1977; Erdogan and Linden, 2006). Theories on deception, such as interpersonal deception theory (IDT), suggest that deception detection is a complicated task and requires cognitive resources that are already being utilized conducting the interpersonal interactions within the interview (Buller and Burgoon, 1996).
Empirical research on deception has shown that people can compellingly fake feelings, personalities, and attitudes (DePaulo, 1992) but perceivers typically are not capable of recognizing the deception (Barrick and Mount, 1996; McFarland and Ryan, 2000; Furnahm, 1986; Sackett and Wanek, 1996; Torisand DePaulo, 1984). In fact it ...
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... It stands to reason that the type of questions asked in the interview would be dependent on whether the goal was to reduce the use of deceptive IM or increase the interviewers’ likelihood of accurately detecting deceptive IM tactics.
Another facet of the interviewing process and IM detection studied by Roulin, Bangerter, and Levashina (2015) was the affect interviewer experience may have on deception detection. It would be reasonable to assume that a more seasoned interviewer would be better equipped to correctly identify deceptive IM tactics. However, the experienced interviewed tends to be overconfident in their judgment ability (Dunning, Heath & Suls, 2004). Thus causing interviewers to depend on their intuition (Highhouse, 2002, 2008) because of their belief that they can easily assess applicants. However, experts are no better at deception detection than a
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