Although for much of its history of the personnel selection literature has taken the organization’s perspective, the last 25 years has seen an increasing interest in how applicants themselves perceive the hiring process. The primary theoretical basis of the applicant reactions literature has been organizational justice theory, that is, the perceived fairness of selection systems. In this chapter, we review the dominant models of selection fairness and subsequent research on them, including the effects of selection fairness on attitudinal and behavioral outcomes. We discuss key research design issues in this literature, potential differences in how applicants react to selection in different cultures, and provide recommendations for organizations. We conclude with recommended research paths forward for this evolving area of study.