Studies of the structured behavioral interview

Revista de Psicología del Trabajo y de las Organizaciones, 2017

This research examined three issues: (1) the degree to which interviewers feel confident about their decisions when they use a specific type of interview (behavioral vs. conventional), (2) what interview type shows better capacity for identifying candidates' suitability for a job, and (3) the effect of two biases on interview ratings: a) the sex similarity between candidate and interviewer and b) having prior information about the candidate. The results showed that the SBI made raters feel more confident and their appraisals were more accurate, that prior information negatively affects the interview outcomes, and that sex similarity showed inconclusive results. Implications for theory and practice of personnel interview are discussed.

The current research investigated questions that persist regarding the criterion-related and construct validity of situational (SI) versus past-behaviour (PBI) structured interview formats in predicting the job performance of managers. Analyses of data collected from 157 applicants to managerial positions showed that the PBI format significantly predicted job performance ratings (r = .32, p <.01), whereas the SI format did not (r = .09, ns). Investigation of potential construct differences between the SI and PBI formats showed that the PBI was more highly related to manager-relevant cognitive ability measures, assessment centre exercises and personality traits, as compared with the SI. Such differences help to explain the predictive validity differences between the SI and PBI observed in current and previous research.

2015

Using interview as one of the selection methods for recruitment, organizations not only aim to select the best candidates for the job but also want to attract them to work in their organizations. This suggests applicants‟ reactions to job interview do matter. Objective: This study sought to examine applicant reactions to different types of structured interview content by comparing between Situational Interview (SI) and Patterned Behavior Description Interview (PBDI). Method: Forty six job incumbents, as samples, were given transcripts of interview content for SI and PBDI which were counterbalanced in the order of their presentation. After completing them, the participants were asked to answer a short questionnaire on applicant reactions to the two types of structured interview content. Results: The results demonstrated a significant effect of structured interview content on applicants‟ fairness or procedural justice perception, with the mean for PBDI is significantly greater than th...

This paper explains the advantages of behavioral interviewing as a method of employee selection. It reports on a survey of UK organizations' use of behavioral interviewing in selection. Both interviewers and candidates were positive about the technique. Benefits identified were better quality information gathering leading to improved selection decisions, more consistency and improved skills of interviewers, as well providing candidates with better opportunities to explain their skills. Concerns were raised regarding the training, practice and time required, scoring procedures and possible limitations in respect of certain candidates. Links with wider use of competencies in HRM are examined as well as links with other selection methods. It is concluded that behavioral interviewing has significant benefits in improving selection and can also be applied to other interviewing situations such as discipline and grievance. Implications for interviewers, candidates and trainers are discussed Issues for further research are outlined.

Companies that conduct behavioral interviewing has predetermined set of skills, expertise and experience, essential for a particular position. These capabilities may consists of: analytical skills, initiative skills, decision making, leader's qualities, time management communication, , planning and organization, critical thinking and problem solving skills, team spirit, interpersonal skills and the ability to influence others. Recruiters are most impressed with candidates who express leader's quality, team spirit, good communication skills and those who constantly retain good grades. Employment interviews are the most prevalent and standard selection method from many perspective. In organizations all over the globe, job interviews is the most constantly used technique to evaluate candidates for employment. In corporation decision-makers, interviews are considered to be the most preferred evaluation technique by supervisors and human resources (HR) practitioners. Furthermore, applicants rate and consider interviews as one of the trustworthy, impartial and the best method in contrast to other selection methods and applicants always suppose interviews as segment of a selection process. In fact, from an applicant's aspect, getting a job interview is fundamental to job search success.

Journal of Occupational Psychology, 1988

A meta-analysis of the employment interview was carried out to investigate the impact of interview format (individual vs. board interviews) and interview structure (unstructured vs. structured) on the validity of interviews. A thorough review of the unpublished and published literature worldwide yielded 150 usable validity coefficients for the meta-analysis. Contrary to the predominantly pessimistic views of previous researchers, the interview was found to be a generally good selection instrument. These findings suggest that the ' received doctrine' of interview invalidity is false. However, interview structure moderated predictive validity coefficients to a considerable extent. In fact, structured interviews produced mean validity coefficients twice as high as unstructured interviews. Although considerable variance in structured interviews remained unaccounted for after adjustment for statistical artifacts, all of the variation in observed validity coefficients for unstructured interviews was accounted for. It was concluded that a number of social psychological processes examined in previous interview research would have little effect in moderating the validity coefficients of the unstructured interview. The results also suggest that higher validity coefficients are associated with more reliable interviews and the use of formal job-analytic information in developing interview questions. Implications for research and practice in personnel psychology are explored.

Personnel Psychology, 2013

In the 20 years since frameworks of employment interview structure have been developed, a considerable body of empirical research has accumulated. We summarize and critically examine this literature by focusing on the 8 main topics that have been the focus of attention: (a) the definition of structure; (b) reducing bias through structure; (c) impression management in structured interviews; (d) measuring personality via structured interviews; (e) comparing situational versus past-behavior questions; (f) developing rating scales; (g) probing, follow-up, prompting, and elaboration on questions; and (h) reactions to structure. For each topic, we review and critique research and identify promising directions for future research. When possible, we augment the traditional narrative review with meta-analytic review and content analysis. We concluded that much is known about structured interviews, but there are still many unanswered questions. We provide 12 propositions and 19 research questions to stimulate further research on this important topic.

1992

Journal of Applied Psychology, 2005

The purpose of this article is to present a theoretical model of interviewee performance in selection interviews. Our model positions the construct of interviewee performance as a central mediating variable between candidate attributes and interviewer ratings. The model includes six sets of factors that may influence interviewee performance, interviewer ratings, or both (e.g., interviewer-interviewee dynamics). This model promotes a fundamental shift in the way we think about employment interviews, from a focus on interviewer ratings to a focus on interviewee performance. Factors like culture and interview specific self-efficacy, while receiving little attention in current literature, take on greater significance when viewed through the lens of interviewee performance. A number of avenues for future research are developed and presented, which we hope will encourage future research in this area.