CH11 THE SELECTION INTERVIEWP. 501-523

98335011 心碩一 吳瑞珊

1

A MODEL OF INTERVIEWER DECISION MAKING

2

Information Processing and Decision-Making Factors

• 資訊處理的策略– Categorize– Characterization– Correction

• 面談時的捷思法– Anchor– Representativeness– Availability– Order or contrast effects– Primacy effect– Negative information– Recall

3

VALIDITY OF THE INTERVIEW

4

Validity of the interview

• Three meta-analytic studies point the validity coefficients for– structured interviews are 0.44, 0.57, and 0.62,– unstructured interviews are 0.20, 0.31, and 0.33

5

Developing appropriate interview questions-1

• The situational interview– Identify specific activities representative of the job

and then to use this information to form questions that ask applicants how they would behave in situation(p.508, T11.3)

– 步驟• Using the critical-incidents technique• Sorting incidents into groups of similar behaviors, called

behavioral dimensions• Select a small number of the most appropriate

incidents, and write interview questions• Scoring each question(5-point scale)

6

• The behavior description interview– Review behavioral dimensions as well as the

identification of each dimension as essentially describing either maximum or typical performance of the individual(p. 509, T11.4)• Maximum performance means applicant know or can

do critical job performance• Typical performance means applicant typically will do

critical job performance– Each question is formed with appropriate probes– This question can know applicants who have work

experience and who don’t7

Developing appropriate interview questions-2

RECOMMENDATIONS FOR USING THE INTERVIEW(P.510, T11.5)

8

Restrict the scope of the interview

• Recruitment and selection should be systematically separated

• Using multiple-purpose(p.512, T11.6)

9

Limit the use of preinterview data

• Complete data about any of KSAs to be covered in the interview

• Incomplete or contradictory statements presented on the application blank or other similar instruments

10

Adopt a structured format

• A structured format should be formulated for each KSA

11

Use job-related questions• Knowledge– The question should be important to overall

performance of the job– The question should not ask about material easily

learned on the job – It’s not useful to ask about a series of specific facts or

operations • Social interaction– Situational interview questions

• Personality or habitual behaviors– Have to avoid self-enhancement– Asking applicant to write answers to “experience

items” on form 12

USE MULTIPLE QUESTIONS FOR EACH KSA

13

Rely on multiple independent interviewers

• 研究指出，有 3 、 4 位面談者的非結構面談，它的預測效度比只有一為面談者的結構面談高！！

14

Apply a formal scoring format

• Just like T11.8• Sweet note: It’s not necessary to score each

question, just the KSAs that are measured by multiple questions~!!

15

Train the interviewer

• Receiving information– 教導範圍• Hearing what the respondent has said• Observing the applicant’s behavior• Remembering the information received

– Training interviewers can create a relaxed and comfortable situation, or reduce administrative errors

16

• Evaluation information– Training interviewers avoid have common errors

such as halo effect, distributional rating errors, similar-to-me effect, the contrast effect, and the first-impressions error

– The training often rely on videotapes or simulated interviews,and another type of training emphasizes weigh various pieces of information

17

• Interviewing behavior– Training session often address topics such as

techniques for questioning the candidate, and the role of interview structure on this interaction

• Results of training– Structured interview questions and systematic

scoring

18