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首页> 外文期刊>Frontiers in Psychology >Once an Impression Manager, Always an Impression Manager? Antecedents of Honest and Deceptive Impression Management Use and Variability across Multiple Job Interviews
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Once an Impression Manager, Always an Impression Manager? Antecedents of Honest and Deceptive Impression Management Use and Variability across Multiple Job Interviews

机译：曾经是印象管理者，永远是印象管理者？多次面试中诚实和欺骗性印象管理使用和可变性的前提

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Research has examined the antecedents of applicants' use of impression management (IM) tactics in employment interviews. All existing empirical studies have measured IM in one particular interview. Yet, applicants generally interview multiple times for different positions, and thus have multiple opportunities to engage in IM, before they can secure a job. Similarly, recent theoretical advances in personnel selection and IM research have suggested that applicant behaviors should be considered as dynamic and adaptive in nature. In line with this perspective, the present study is the first to examine the role of individual differences in both applicants' use of IM tactics and the variability in IM use across multiple interviews. It also highlights which honest and deceptive IM tactics remain stable vs. vary in consecutive interviews with different interviewers and organizations. Results suggest that applicants high in Extraversion or core self-evaluations tend to engage in more honest self-promotion but do not adapt their IM approach across interviews. In contrast, applicants who possess more undesirable personality traits (i.e., low on Honesty-Humility and Conscientiousness, but high on Machiavellianism, Narcissism, Psychopathy, or Competitive Worldviews) tend to use more deceptive IM (and especially image creation tactics) and are also more likely to adapt their IM strategy across interviews. Because deceptive IM users can obtain better evaluations from interviewers and the personality profile of those users is often associated with undesirable workplace outcomes, this study provides additional evidence for the claim that deceptive IM (or faking) is a potential threat for organizations.
机译：研究已经检查了申请人在面试中使用印象管理（IM）策略的先例。所有现有的经验研究均在一次特定访谈中测量了IM。但是，申请人通常会针对不同的职位进行多次面试，因此有很多机会可以从事IM，然后才能找到工作。同样，在人员选拔和IM研究方面的最新理论进展表明，应将申请人的行为视为具有动态和适应性。从这个角度出发，本研究是第一个检验个体差异在申请人使用IM策略中的作用以及在多次面试中IM使用差异性的研究。它还强调了诚实和欺骗性的即时消息策略在与不同访问者和组织进行的连续访问中保持稳定与变化。结果表明，外向性或核心自我评估能力强的申请人倾向于进行更诚实的自我提升，但没有在面试中采用即时消息方法。相比之下，拥有更多不良人格特质的申请人（例如，诚实谦卑和尽责程度低，但对马基雅维利主义，自恋，精神病或竞争性世界观则较高）倾向于使用更具欺骗性的IM（尤其是图像创作策略），并且更可能在面试中调整他们的即时消息策略。由于欺骗性IM用户可以从访调员那里获得更好的评估，并且这些用户的性格特征通常与不良的工作场所结果相关，因此本研究为欺骗性IM（或伪造）对组织构成潜在威胁的说法提供了更多证据。

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