Smile for the camera! The role of social presence and impression management in perceptions of technology-mediated interviews

Abstract

Purpose

Videoconference interviews and asynchronous interviews are increasingly used to select applicants. However, recent research has found that technology-mediated interviews are less accepted by applicants compared to face-to-face (FTF) interviews. The reasons for these differences have not yet been clarified. Therefore, the purpose of this paper is to take a closer look at potential reasons that have been suggested in previous research.

Design/methodology/approach

The present study surveyed 154 working individuals who answered questions concerning their perceptions of FTF, videoconference and asynchronous interviews in terms of perceived fairness, social presence and the potential use of impression management (IM) tactics. Furthermore, potential attitudinal and personality correlates were also measured.

Findings

Technology-mediated interviews were perceived as less fair than FTF interviews and this difference was stronger for asynchronous interviews than for videoconference interviews. The perceived social presence and the possible use of IM followed the same pattern. Furthermore, differences in fairness perceptions were mediated by perceived social presence and the possible use of IM tactics. Additionally, affinity for technology and core self-evaluations correlated positively with perceptions of videoconference interviews but not with those of FTF and asynchronous interviews.

Originality/value

This is the first study to compare fairness perceptions of FTF, videoconference and asynchronous interviews and to confirm previous assumptions that potential applicants perceive technology-mediated interviews as less favorable because of impairments in social presence and the potential use of IM.

Citation

Basch, J.M., Melchers, K.G., Kegelmann, J. and Lieb, L. (2020), "Smile for the camera! The role of social presence and impression management in perceptions of technology-mediated interviews", Journal of Managerial Psychology, Vol. 35 No. 4, pp. 285-299. https://doi.org/10.1108/JMP-09-2018-0398