Game-related assessments for personnel selection: A systematic review.

Industrial development in recent decades has led to using information and communication technologies (ICT) to support personnel selection processes. One of the most notable examples is game-related assessments (GRA), supposedly as accurate as conventional tests but which generate better applicant reactions and reduce the likelihood of adverse impact and faking. However, such claims still lack scientific support. Given practitioners' increasing use of GRA, this article reviews the scientific literature on gamification applied to personnel selection to determine whether the current state of the art supports their use in professional practice and identify specific aspects on which future research should focus. Following the PRISMA model, a search was carried out in the Web of Science and Scopus databases, identifying 34 valid articles, of which 85.3% are empirical studies that analyze five areas: (1) validity; (2) applicant reactions; (3) design of GRA; (4) personal characteristics and GRA; and (5) adverse impact and faking. Together, these studies show that GRA can be used in personnel selection but that the supposed advantages of GRA over conventional tests are fewer than imagined. The results also suggest several aspects on which research should focus (e.g., construct validity, differences depending on the type of game, prediction of different job performance dimensions), which could help define the situations in which the use of GRA may be recommended.

Losing and regaining organizational attractiveness during the recruitment process: a multiple-degment factorial vignette study / Ganar y recuperar atractivo organizacional durante el proceso de reclutamiento: un estudio factorial multisegmentario con viñetas

How applicants’ perceptions of organizational attractiveness (OA) change over the recruitment process and whether OA, once lost, can ever be regained, has hardly been investigated. Therefore, drawing on organizational justice and signaling theories, we examined the effects of treatment (fair vs. unfair), re-evaluation (positive vs. negative), and outcome (offer vs. rejection) on OA. Results from a multiple-segment factorial vignette study (N = 193 employees) showed a reduction in OA (67%) after applicants were treated unfairly. Up to 24% of this loss was regained in subsequent stages through positive re-evaluation and by being offered a job. The results also showed a reduction in OA (52%) for applicants who were treated fairly but re-evaluated their experience negatively and received a rejection. Thus, one good experience may not be enough to attract applicants, and understanding the combined effect of experiences is even more important than understanding the effect of a single experience.(AU)

Apenas se ha indagado en cómo cambia la percepción del atractivo de la organización (AO) de los aspirantes a lo largo del proceso de reclutamiento y si puede recuperarse cuando se pierde. Así, partiendo de la justicia organizativa y de las teorías de la señalización analizamos el efecto del tratamiento (justo vs. injusto), reevaluación de las teorías de justicia organizacional (positiva vs. negativa) y resultados (oferta vs. rechazo) en el AO. Los resultados de un estudio factorial multisegmentario con viñetas (N = 193 empleados) mostraron una disminución del AO (67%) después de haber tratado a los aspirantes de modo injusto. Hasta un 24% de esta pérdida se recuperó en etapas posteriores gracias a una reevaluación positiva y a una oferta de trabajo. Los resultados igualmente mostraron una disminución del AO (52%) en los aspirantes a los que se trató de modo justo pero reevaluaron su experiencia negativamente y sufrieron rechazo. Así, una buena experiencia no garantiza que se atraiga a los aspirantes. Además, desentrañar el efecto combinado de las experiencias resulta aún más importante que explicar el efecto de una única experiencia.(AU)

What is the Role of Technology in Recruitment and Selection?

We explore a number of new developments in the field of employee recruitment and selection with a focus on recent technological developments. We discuss examples of technological developments across the four stages of the recruitment and selection process. In the attraction stage we discuss how on-line/internet recruitment and especially social networking websites have changed dramatically the focus of attracting candidates effectively. In the next stage of screening, we discuss how cybervetting and applicant tracking systems offer opportunities but also threats for recruiters and candidates. In the third stage of employee selection, we focus especially on two new selection methods; the asynchronous/digital interview and gamification/games-based assessment, along with the critical role and impact applicant reactions have on the selection process. Finally, we briefly discuss the main technological developments in on-boarding and socialization, and we conclude with a few suggestions for future research in this field.

It Takes More Than a Good Camera: Which Factors Contribute to Differences Between Face-to-Face Interviews and Videoconference Interviews Regarding Performance Ratings and Interviewee Perceptions?

Due to technological progress, videoconference interviews have become more and more common in personnel selection. Nevertheless, even in recent studies, interviewees received lower performance ratings in videoconference interviews than in face-to-face (FTF) interviews and interviewees held more negative perceptions of these interviews. However, the reasons for these differences are unclear. Therefore, we conducted an experiment with 114 participants to compare FTF and videoconference interviews regarding interview performance and fairness perceptions and we investigated the role of social presence, eye contact, and impression management for these differences. As in other studies, ratings of interviewees' performance were lower in the videoconference interview. Differences in perceived social presence, perceived eye contact, and impression management contributed to these effects. Furthermore, live ratings of interviewees' performance were higher than ratings based on recordings. Additionally, videoconference interviews induced more privacy concerns but were perceived as more flexible. Organizations should take the present results into account and should not use both types of interviews in the same selection stage.

Selling and Smooth-Talking: Effects of Interviewer Impression Management from a Signaling Perspective.

Prior research suggests that interviewers play an important role in representing their organization and in making the interview a pleasant experience for applicants. This study examined whether impression management used by interviewers (organization-enhancement and applicant-enhancement) is perceived by applicants, and how it influences applicants' attitudes, intentions, and emotions. Adopting a signaling perspective, this article argues that applicants' positive attitudes and intentions toward the organization increase if interviewers not only enhance the organization, but if the signals they sent (i.e., organization-enhancement) are actually received by the applicant. Similarly, applicants' positive emotions should increase if interviewers not only enhance the applicant, but if the signals they send (i.e., applicant-enhancement) are actually received by the applicant. A field study that involved video coding interviewers' impression management behavior during 153 selection interviews and pre- and post-interview applicant surveys showed that the signals sent by interviewers during the interview were received by applicants. In addition, applicants rated the organization's prestige and their own positive affect after the interview more positively when they perceived higher levels of organization-enhancement during the interview. Furthermore, applicants reported more positive affect and interview self-efficacy after the interview when they perceived higher levels of interviewer applicant-enhancement. We also found an indirect effect of interviewers' organization-enhancement on organizational prestige through applicants' perceptions of organization-enhancement as well as indirect effects of interviewers' applicant-enhancement on applicants' positive affect and interview self-efficacy through applicants' perceptions of applicant-enhancement. Our findings contribute to an integrated understanding of the effects of interviewer impression management and point out both risks and chances in selling and smooth-talking toward applicants.

Applicant Personality and Procedural Justice Perceptions of Group Selection Interviews.

PURPOSE: We investigated how job applicants' personalities influence perceptions of the structural and social procedural justice of group selection interviews (i.e., a group of several applicants being evaluated simultaneously). We especially addressed trait interactions between neuroticism and extraversion (the affective plane) and extraversion and agreeableness (the interpersonal plane). DESIGN/METHODOLOGY/APPROACH: Data on personality (pre-interview) and justice perceptions (post-interview) were collected in a field study among job applicants (N = 97) attending group selection interviews for positions as teachers in a Norwegian high school. FINDINGS: Interaction effects in hierarchical regression analyses showed that perceptions of social and structural justice increased with levels of extraversion among high scorers on neuroticism. Among emotionally stable applicants, however, being introverted or extraverted did not matter to justice perceptions. Extraversion did not impact on the perception of social justice for applicants low in agreeableness. Agreeable applicants, however, experienced the group interview as more socially fair when they were also extraverted. IMPLICATIONS: The impact of applicant personality on justice perceptions may be underestimated if traits interactions are not considered. Procedural fairness ratings for the group selection interview were high, contrary to the negative reactions predicted by other researchers. There was no indication that applicants with desirable traits (i.e., traits predictive of job performance) reacted negatively to this selection tool. ORIGINALITY/VALUE: Despite the widespread use of interviews in selection, previous studies of applicant personality and fairness reactions have not included interviews. The study demonstrates the importance of previously ignored trait interactions in understanding applicant reactions.

Asynchronous Video Interviewing as a New Technology in Personnel Selection: The Applicant's Point of View.

The present study aimed to integrate findings from technology acceptance research with research on applicant reactions to new technology for the emerging selection procedure of asynchronous video interviewing. One hundred six volunteers experienced asynchronous video interviewing and filled out several questionnaires including one on the applicants' personalities. In line with previous technology acceptance research, the data revealed that perceived usefulness and perceived ease of use predicted attitudes toward asynchronous video interviewing. Furthermore, openness revealed to moderate the relation between perceived usefulness and attitudes toward this particular selection technology. No significant effects emerged for computer self-efficacy, job interview self-efficacy, extraversion, neuroticism, and conscientiousness. Theoretical and practical implications are discussed.