THE JOB PITCH: HOW IT INFLUENCES SELECTION DECISIONS, AND HOW IT SHOULD

Applying the stereotype context model (SCM, Fiske, Cuddy, Glick, & 2002) to a job selection context, we propose that when recruiting managers aim to predict future job performance based on quick impressions about candidates, they rely mostly on attributions of competence when predicting task performance and on attributions of warmth when predicting contextual performance. We further suggest that managers would put higher emphasis on predicted task performance (derived from competence perceptions) compared to contextual performance (derived from warmth perceptions) when making selection decisions. However, we further suggest that predicted contextual performance is more likely be correlated with actual job performance compared to task performance, ultimately rendering the conclusion that managers rely on inaccurate cues when making selection choices following brief impressions from candidates. We generally find support for our predictions in a lab study that assessed real task and contextual (helping behavior) and a field study with both employees and hiring managers in the U.S. We discuss implications to literature on selection decisions, “thin slices” behavior, and contextual performance at the workplace.