High stakes selection contexts often drive the provision of socially desirable responses from
job applicants. This can take the form of ‘faking good’ and can lead to inaccurate personality
assessments. This article reviews the extant research on the extent to which faking good
occurs, the psychological factors that may lead to faking good by job applicants, and how
faking good is measured. In particular, the review considers the role of moral hypocrisy in this
regard and considers how it can be minimised.