Considering organizations as a unique interpersonal context for deception detection: A meta‐analytic review

Abstract

This article challenges current interpersonal deception literature by summarizing seven studies that examined the ability of members to detect deception in the context of organizational processes. The combined effect (r = .472) indicated that organizational members are able to differentiate honest from dishonest communicators. According to the Binomial Effect Size Display, observers correctly classified honest or dishonest communication in approximately three of four circumstances (73.6%). This finding is important for situations such as employment interviews or other circumstances when organizational members or constituents need to assess the accuracy of information provided by current or potential members. The theoretical implications for interpersonal and organizational deception research are discussed along with the practical ramifications of this study for employment interviewing, manager/employee communication, and retail sales.