individual to hire for a job position. Due to its direct relationship to job satisfaction and job performance, it seems logical that core self-evaluations should be included in personnel selection methods. In fact, researchers do support this idea to an extent. Below are advantages and disadvantages of using core self-evaluations in selection as suggested by Judge, Erez, & Bono (1998). Advantages Provided that all facets of core self-evaluations (i.e., locus of control, emotional stability, generalized self-efficacy, and self-esteem) are included, the measure will remain a valid predictor of job satisfaction and performance. Measures of each core self-evaluation facet are primarily accessible to the public, as opposed to proprietary like the Big Five personality measures. Research reveals no adverse impact of core self-evaluations against minorities or older employees. Adverse impact describes a practice that disproportionally affects members of a minority group. These research findings suggest that core self-evaluation levels do not differ disproportionally in older employees or minority groups, and, thus, will not prevent members of these groups from being selected for a job. Disadvantages Core self-evaluations demonstrate slight to moderate adverse impact against women. The majority of research suggests that applicants do not believe personality measures are relevant for selection. Thus, applicants may not perceive a fair selection system if a personality measure is included. Similar to other personality measures, social desirability, where participants attempt to "fake" or respond with answers which will be viewed favorably by others as opposed to answering honestly, is a disadvantage of using core self-evaluations in selection. Due to the advantages for employers in employing individuals with high core self-evaluations, more research is necessary to determine the practicality of the core self-evaluation measure as part of a selection method. Drawbacks of hyper-CSE Although CSE is generally thought to be a positive trait, hyper-CSE (i.e., very high levels of core self-evaluations) can lead to negative outcomes. Hiller and Hambrick (2005) suggest that hyper-CSE, common in executives, can lead to tainted decision making (e.g., less comprehensive and more centralized strategic decision-making process, greater organizational persistence in pursuing strategies launched by the executive). Additionally, because those with high core self-evaluations are likely to have more confidence in themselves and believe that they control their own environment, hyper-CSE may also result in overconfidence effect and/or illusion of control. Criticisms As research increases on the construct of core self-evaluations, two major criticisms of the trait have developed. Theoretical support The