Faking Personality Tests – Coursework Example

Faking Personality Tests There are a number of costs and benefits attached to using personality tests as hiring tools. Employers are able to know whether the candidate possesses more than the basic knowledge required for the job. Personality tests enable the employer to come to know the personality traits of the candidate; for example, conscientiousness relates with all job performance criteria for all occupational groups (Barrick & Mount, 1991, p.1). However, the con is that people can fake scores by giving wrong responses. It cannot be said that the scores of the personality test are always directly proportional to job performance (Barrett et al., 2003), since performance depends on many other factors too, like workplace environment and work stress.
One consequence of faking a personality test is that the candidate may get selected for the wrong job that he either does not have the competence for. Secondly, if at any point in time, he gets exposed, then he may get a demotion or even get fired. Hence, faking personality tests may have adverse impacts upon the job performance and reputation of the person at the workplace. However, “faking has little impact on criterion-related validity” (Hough, as cited in Borman et al., 2003, p.87).
I consider faking personality tests as a very serious issue, since a person will be expected to do the kind of job that best matches his personality test scores; and, this will affect his overall reputation when he will not be able to come at par with the expectations. Also, faking personality tests is a fraudulent activity, for which the person should be penalized, since it not only harms the reputation of the company but is also a pitfall to the entire hiring process.
References
Barrett, G., Miguel, R., Hurd, J., Lueke, S., & Tan, J. (2003). Practical issues in the use of personality tests in police selection. Public Personnel Management, 32(4), 497-517.
Barrick, M. R., & Mount, M. K. (1991). The big five personality dimensions and job performance: A meta-analysis. Personnel Psychology, 44(1), 1-26.
Borman, W. C., Ilgen, D. R., Klimoski, R. J, & Weiner, I. B. (Eds.). (2003). Handbook of psychology: vol. 12. Industrial and Organizational Psychology. Hoboken, NJ: John Wiley & Sons, Inc.