In the past years, several authors have proposed theoretical models of faking at selection. Although these models greatly improved our understanding of applicant faking, they mostly offer static approaches. In contrast, we propose a model of applicant faking derived from signaling theory, which describes faking as a dynamic process driven by applicants’ and organizations’ adaptations in a competitive environment. We argue that faking depends on applicants’ motivation and capacity to fake, which are determined by individual differences in skills, abilities, and stable attitudes, as well as by perceptions of the competition, but also on applicants’ perceived opportunities versus risks to fake, which are contingent upon organizations’ measures to increase the costs of faking. We further explain how selection outcomes can trigger adaptations of applicants, such as faking in subsequent selection encounters, and of organizations, such as changes in measures making faking costly for applicants in the long term.

Nicolas Roulin

Franciska Krings

Steve Binggeli

Organizational Psychology Review

Organizational Psychology Review is a quarterly, peer-reviewed scholarly journal published by SAGE in partnership with the European Association of Work and Organizational Psychology.    Organizational Psychology Review’s unique aim is to publish original conceptual work and meta-analyses in the field of organizational psychology (broadly defined to include applied psychology, industrial psychology, occupational psychology, organizational behavior, personnel psychology, and work psychology).    Articles accepted for publication in Organizational Psychology Review will have the potential to have a major impact on research and practice in organizational psychology. They will offer analyses worth citing, worth following up on in primary research, and worth considering as a basis for applied managerial practice. As such, these should be contributions that move beyond straight forward reviews of the existing literature by developing new theory and insights. At the same time, however, they should be well-grounded in the state of the art and the empirical knowledge base, providing a good mix of a firm empirical and theoretical basis and exciting new ideas.

Organizational Psychology Review is a quarterly, peer-reviewed scholarly journal published by SAGE in partnership with the European Association of Work and Organizational Psychology. The unique aim of Organizational Psychology Review is to publish original conceptual work and meta-analyses in the field of organizational psychology, broadly defined to include applied psychology, industrial psychology, occupational psychology, organizational behavior, personnel psychology, and work psychology. Articles accepted for publication in Organizational Psychology Review should have the potential to significantly impact research and practice in organizational psychology. They will provide analyses that are worth citing, worth following up on in primary research, and worth considering as a basis for applied managerial practice. As such, these contributions should move beyond straightforward reviews of existing literature by developing new theories and insights. At the same time, however, they should be well-grounded in the state of the art and the empirical knowledge base, providing a good mix of a solid empirical and theoretical foundation along with exciting new ideas.

《Organizational Psychology Review》是一本季度出版的同行评审学术期刊，由SAGE与欧洲工作与组织心理学协会合作出版。该期刊的独特目标是发表组织心理学领域（广义上包括应用心理学、工业心理学、职业心理学、组织行为学、人事心理学和工作心理学）的原创概念性研究和元分析。被《Organizational Psychology Review》接受发表的文章应具有对组织心理学研究和实践产生重大影响的潜力。这些文章将提供值得引用、值得在基础研究中跟进以及值得作为应用管理实践基础进行考虑的分析。因此，这些贡献应超越对现有文献的简单回顾，发展新的理论和见解。同时，它们也应扎根于最新的实证知识基础，提供良好的实证与理论基础的结合，以及令人兴奋的新想法。

Category	Quartile
心理学	1
心理学, 心理学应用	2
心理学, 管理学	3

A dynamic model of applicant faking

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Journal Info

Category	Quartile
PSYCHOLOGY, APPLIED	1