Concerns about socially desirable responding on self-report personality tests are heightened in employment settings where motivation to fake is elevated. Building on prior faking models and the classical X = T + e measurement model, we offer a unique performance-based perspective, in which opportunity, ability, and motivation to fake are jointly critical (P = O × A × M). Trait activation theory is used to show how impression management and self-deception can express multiple abilities and traits beyond those targeted and how response biases might be reduced. Three sets of testable hypotheses are offered. That nontargeted traits (e.g., ambition) serving faking might contribute to the prediction of job performance supports the view that faking could benefit selection decisions. Several arguments against this perspective are proposed.