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Despite its controversial status, the lie detection test is still a popular  organizational instrument for credibility assessment. Due to its popularity, we examined the effect of the lie-detection test feedback on subsequent moral behavior. In three studies, participants could cheat to increase their monetary payoff in two consecutive phases. Between these two phases the participants underwent a mock polygraph test and were randomly given Deception Indicated (DI) or No Deception Indicated (NDI) assigned feedback. Then, participants engaged in the second phase of the task and their level of dishonesty was measured. Study 1 showed that both NDI and DI feedback (but not the control) reduced cheating behavior on the subsequent task. However, Study 2 showed that the mere presence of the lie-detection test (without feedback) did not produce the same effect. When the role of the lie detector as a moral reminder was offset in Study 3, feedback had no effect on the magnitude of cheating behavior. However, cheaters who were given NDI feedback exhibited a lower level of physiological arousal than cheaters who were given DI feedback. These results suggest that lie detection tests can be used to promote honesty in the field, and that while feedback type does not affect the magnitude of cheating, NDI may allow people to feel better about cheating.

The present study summarizes the validity of a multi-method integrity test developed to measure integrity and counterproductive work behaviors (CWB) in personnel selection of a Peruvian sample. This instrument has been thoroughly studied in other cultural contexts, establishing its validity in predicting counter-productive behaviors. In order to study external validity, two criteria were used: (a) The Counterproductive Work Behavior Checklist (CWB-C) and (b) a supervisor evaluation questionnaire. The criterion validity of the Peruvian Spanish version was studied with a sample of 194 employed students, 86 male (44.3%) and 108 (55.7%) female. Participants were recruited from a large private Peruvian university. The instrument’s overall score correlated with self-reported CWB (r= -.62, p < .05). Female participants reported higher scores than male participants on the Attitudes (U (193) = 3842.5, p

Promotion decisions focus primarily on the successes of those selected, with surprisingly little attention given to the outcomes of those rejected. Negative emotional reactions among rejected candidates, for example, may motivate retaliations against the organization in the form of counterproductive work behaviors (CWBs). Indeed, in a sample of 568 military officer training candidates, we found a greater incidence of CWB among rejected versus accepted candidates, which peaked within 6 months after promotion decisions were made (d = .44) and gradually decreased thereafter. We also found that overt integrity moderated the relationship between promotion decisions and CWB, whereby rejected candidates with high levels of integrity engaged in less CWB than did rejected candidates with low integrity. Practical implications for mitigating CWB in cases of nonpromotion and considerations for more accurately evaluating the utility of promotion decisions are discussed. (PsycINFO Database Record.

On behalf of the International Test Commission and the European Federation of Psychologists’ Associations a world-wide survey on the opinions of professional psychologists on testing practices was carried out. The main objective of this study was to collect data for a better understanding of the state of psychological testing worldwide. These data could guide the actions and measures taken by ITC, EFPA, and other stakeholders. A questionnaire was administered to 20,467 professional psychologists from 29 countries. Five scales were constructed relating to: concern over incorrect test use, regulations on tests and testing, internet and computerized testing, appreciation of tests, and knowledge and training relating to test use. Equivalence across countries was evaluated using the alignment method, four scales demonstrated acceptable levels of invariance. Multilevel analysis was used to determine how scores were related to age, gender, and specialization, as well as how scores varied between countries. Although the results show a high appreciation of tests in general, the appreciation of internet and computerized testing is much lower. These scales show low variability over countries, whereas differences between countries on the other reported scales are much greater. This implies the need for some overarching improvements as well as country-specific actions.

Purpose Item response time (RT) latencies offer a potentially promising approach for measuring faking in personnel testing, but have been studied almost exclusively as either long or short RTs relative to group norms. As such, the ability to reliably assess faking RTs at the individual level remains a challenge. To address this issue, the present study set out to examine the usefulness of a within-person difference score index (DSI) method for measuring faking, in which «control question» (baseline) RTs were compared to «target question» RTs, within single test administrations. Design/Methodology/Approach Two hundred six participants were randomly selected to simulated faking or honest testing conditions, and were administered two types of integrity test items (overt and personality), whereby group classification (faking/honest) served as the main dependent variable. Findings Faking condition RDs were longer than honest condition RDs for both item types (overt: d = .43; personality: d = .47), and overt item RTs were slightly shorter than personality item RTs in both testing conditions (honest: d = .34; faking: d = .41). Finally, using a sample cut score, the DSI correctly classified an average of 26% more cases of faking, and 53% less false positives, compared to the traditional normative method. Implications The results suggest that the DSI can be an advantageous method for identifying faking in personnel testing scenarios. Originality/Value This is the one of the first studies to propose a practical method for identifying individual-level faking RTs within single test administrations. Keywords Faking – Reaction time – Within person – Integrity – Selection

Tziner, Fine, and Birati (2014) recognize the imperative need for utility models to help organizations realize the economic impact of human resource management (HRM) practices. They correctly note, however, that recent advancements in HRM practices, such as those designed to develop employee well-being and its metrics, have not been readily integrated into utility models. Along a similar vein, another metric that has become ubiquitous in recent years, but which has also not been well integrated into utility models, is employee integrity.

Tziner, Fine, and Birati (2014) recognize the imperative need for utility models to help organizations realize the economic impact of human resource management (HRM) practices. They correctly note, however, that recent advancements in HRM practices, such as those designed to develop employee well-being and its metrics, have not been readily integrated into utility models. Along a similar vein, another metric that has become ubiquitous in recent years, but which has also not been well integrated into utility models, is employee integrity.

שאלוני אישיות מהווים אחד הכלים הרווחים ביותר במיון עובדים ברחבי העולם )1999., al et Ryan ,)וקיים מערך רחב ומבוסס של מחקרי תוקף מטה-אנליטיים התומך בכלים אלה ובפופולריות הרבה שלהם )2005, Mount & Barrick .)אף על פי כן, הפוטנציאל לזיוף בשאלוני אישיות נותר בעינו והוא מהווה בעיה מרכזית עבור חוקרים ויועצים בתחום.

While counterproductive work behaviors (CWB) are considered to be associated with both personal and situational antecedents, the relationship between these two factors is not entirely understood. Toward a better understanding of this issue, the present study examined the moderating effects of personality traits on the relationship between a specific situational stressor, abusive supervision, and organization-targeted counterproductive behaviors (CWB-O). The results found significant main effects for both abusive supervision and personality, as expected, as well as a significant interaction between them, whereby employees with low scores in conscientiousness, agreeableness, and/or emotional stability were more likely to engage in CWB-O in response to abusive behaviors from their supervisors.