MOS 3384 – Chapter 8.docx

6 Pages
Unlock Document

Western University
Management and Organizational Studies
Management and Organizational Studies 3384A/B
Cristin Keller

MOS 3384 – Chapter 8: Interviews and Reference Checks Mplovment interview: a formal, in-depth dialogue between applicant and one or more iterviewers who, based on the candidate’s interview performance, make judgments about the of the job of the job Dan the applicant do the job? How does he applicant compare with others who are applying for the job? Focuses on the specific job-related knowledge, skills and abilities (KSAs] Nterview formats can be adapted assesses the match between the applicant’s personality and organizational culture: sells the firm and aids future recruitment efforts ‘selling” the company to op candidates lighlight the employment policies, compensation, flexible work arrangements, career opportunities and overall quality of work life \t can improve public image: Interviewees can be potential consumers, clients, and voters. Facilitates two-way interaction: >ffers the organization an opportunity to answer the candidate’s questions garding the job, career opportunities, and company policies. Three hi factors affect interview outcomes, Focus of the interview and the constructs measured during the interview; situational factors affecting interviews; and the type of interviews employed FOCUS OF INTERVIEWS Even amongthe best planned and executed interviews, validities vary, depending oion the constructs being assessed. Iterviews can assess cognitive ability, motivation, social skills,6 and person- organization fit. Capacity to assess is based on structure. Itructured interviews, in which questions and their sequence predetermined, have been found to be qualitatively different from those from unstijtructured uSe interviews to assess job-related knowledge and skills irectly related to the job, and general mental capabilities Job knowledge and skill questions are perhaps the most straightforward questions in the interview, s: Interview techniques should be appropriate for type of job, representative of the skills necessary to complete job tasks (written answers for written communication, verbal communicated answers for social job positions) Areful attention to the choice of interview questions to ensure that they validly measure relevant job knowledge. The same construct may have different validity coefficients for differenttypes of jobs Interviewers attempt to measure mental capapabilities hrough interviews, such as general intelligence, applied mental skills, creatvity, anc movatioin Nterviewer ratings of general il intelligence do not tend to have strong relationship with actual mental ability. Interview ratings of mental ability di< not correlate strongly with job performance. Personal Relations Skills characteristics considered important for successful personal interaction, basic personality traits and tendencies, applied social skills such as communication skills, and job-related physical attributes, such as demeanour. Traits: Want big 5 personality factors: Extroversion, emotional stabiolity, agreeableness, openness to experience, conscientiousness (although traits may be differently named, but carry same meaning) Agreeableness, emotional stability most valid at predicting performcance. applied social skills, such as communication skills, I :erpersonal skills , leadership, and persuasion-negotiation skills, are considered very important eadership skills and interpersonal skills have respective validity Interview ratings of communication and persuasion skills have not shown great validity Job-related physical attributes Agility, physical ability, stamina, and even physical appearance O not violate the provisions of the human rights legislation Not highly valid Person-Organization Fit Ocus on the applicant’s general values, attitudes, career goals, and interests. Applicant’s core values relate to quality, appreciation for diversity, customer focus, Work-related attitudes: pride in the organization, work commitment, and willingness to be a good organizational citizen. Valid but questions have to be formulated appropriately, and verifiable so that interviewees cant just reproduce desired answers Applicant’s career and occupational interests and goals are of interest t because they help predict future contribution t Lave not shown great potential to alidly assess career goals and interests, because of the “impression management” efforts by the applicant. ITUATIONAL FACTORS AFFECTING INTERVIEW VALIDITY Four groups: interview questions, interviewer characteristics, applicant characteristics, and scoring/weighting Interview Questions [f the questions used are not consistent among interviewers, the responses cannot be properly compared, Unstructured interlews Interviewer stereotypes and halo effect Emember best the first and last job applicants. Jnfavourable information las a greater influence I than favourable information. Lake a decision to hire or not hire before completing the entire interview. Ask direct job related questions to assess knowledge level, because educational backgrounds/course work varies by profs and by programs, can they apply knowledge their education is supposed to have provided them with? Interviewer Characteristics Pre-interview impressions refer to applicant eval uations formed on the basis of information available to an interviewer before the interview begins. ] Susceptible to confirmatory bias, in hich interviewers seek information that supports or confirms viewpoints they already hold. I Cnowledge structures: beliefs (often erroneous) about what the job requires and who the appli cant is Stereotypes, c; personality traits as they relate to physical appearance, Halo effect: an error in which positive, limited information about n applicant biases the interviewer To believe other characteristics are Also positive Eading questions: questions that “telegraph” the desired answer to the applicant because of veak wording Interviewer domination: interviewer use of the interview to brag about their own successes, oversell the firm, or carry on a social job-relevant information from the job-relevant information from the alicant \ttribution of causes interviewer’s initial impressions affect the way he or she conducts tne inter?w. preconceptions guide the way he or she processes and uses all this information. Interviewe ith higher levels of general mental ability may be able to interpret complex social behave>urs more accurately. I Similarity to applicants I Interviewer Inflate the interview ratings of candidates with similar characteristics. Female interviewers tend to report better interv
More Less

Related notes for Management and Organizational Studies 3384A/B

Log In


Don't have an account?

Join OneClass

Access over 10 million pages of study
documents for 1.3 million courses.

Sign up

Join to view


By registering, I agree to the Terms and Privacy Policies
Already have an account?
Just a few more details

So we can recommend you notes for your school.

Reset Password

Please enter below the email address you registered with and we will send you a link to reset your password.

Add your courses

Get notes from the top students in your class.