The advantage of being oneself: The role of applicant self-verification in organizational hiring decisions

• Published in: Journal of applied psychology Vol. 102; no. 11; p. 1493
• Main Authors: Moore, Celia, Lee, Sun Young, Kim, Kawon, Cable, Daniel M
• Format: Journal Article
• Language: English
• Published: United States 01.11.2017
• Subjects: Adult; Aged; Employee Performance Appraisal; Employment - psychology; Female; Humans; Male; Middle Aged; Personnel Selection; Self Concept
• ISSN: 1939-1854
• DOI: 10.1037/apl0000223

In this paper, we explore whether individuals who strive to self-verify flourish or flounder on the job market. Using placement data from 2 very different field samples, we found that individuals rated by the organization as being in the top 10% of candidates were significantly more likely to receive a job offer if they have a stronger drive to self-verify. A third study, using a quasi-experimental design, explored the mechanism behind this effect and tested whether individuals who are high and low on this disposition communicate differently in a structured mock job interview. Text analysis (LIWC) of interview transcripts revealed systematic differences in candidates' language use as a function of their self-verification drives. These differences led an expert rater to perceive candidates with a strong drive to self-verify as less inauthentic and less misrepresentative than their low self-verifying peers, making her more likely to recommend these candidates for a job. Taken together, our results suggest that authentic self-presentation is an unidentified route to success on the job market, amplifying the chances that high-quality candidates can convert organizations' positive evaluations into tangible job offers. We discuss implications for job applicants, organizations, and the labor market. (PsycINFO Database Record