Week 3 - Activity
Organizational Behavior (BADM-532)
By: Preksha Shah
Submission Date: 07/21/2023
[Link] job interview process is where decision-making and perceptual biases can often come
into play. Consider your own interview when you took the job and describe:
• What may have been the influences of the length of the interview?
The length of the interview can influence the perception of the candidate and the
interviewer in several ways. A longer interview helps assessing the candidate's skills,
qualifications, and fit for the role better. It provides an opportunity for the candidate to
showcase their expertise and delve deeper into their experiences and accomplishments.
On the other hand, a shorter interview may leave both the candidate and the interviewer
with a limited understanding of each other, potentially resulting in incomplete or biased
evaluations.
The job interview process is a critical stage where biases can come into play. Reflecting
on my experience for a business analyst role, the length of the interview can be
influenced by factors such as the urgency of hiring and time constraints of the
interviewer. While most interviews last around 45-60 minutes, my interview with the
hiring manager was relatively brief, lasting 30 minutes due to the need for prompt hiring.
However, the interview with the Team was more extended and engaging. Research
suggests that interview length can impact familiarity and likability, affecting the
perception of both the candidate and the firm (Condon, 2015; Smith et al., 2006).
• What may have been the influence of the length of time it took for the
interviewer to make the hiring decision on both the perception of the firm toward
the individual and the individual toward the firm?
Experienced interviewers who possess confidence in their judgment often exhibit a
tendency to make swift assessments. Conversely, interviewers who adopt structured
interview methodologies, incorporating inquiries about previous behavioral experiences,
intricate scenarios, and job-specific situations, tend to invest additional time in their
decision-making process. Moreover, the urgency of filling a vacant position significantly
impacts the speed at which a decision is reached. In my personal experience, the
company faced an immediate need for a replacement, prompting them to communicate
their decision within a matter of days. Generally, organizations strive to conclude the
hiring process within a three-week timeframe to avoid potential candidates seeking
alternative opportunities elsewhere. Lengthy decision-making processes could deter
applicants from expressing interest in employment with organizations perceived as slow
to act.
• What biases may have been involved in your own hire? Consider your own
biases regarding the firm as well as theirs toward you.
Biases can arise during the hiring process. In my case, being a candidate with limited
experience in business analytics, biases against hiring me could have emerged. However,
the hiring managers recognized my accomplishments in previous roles and initially
offered a position at a lower level, showcasing their openness to potential beyond
traditional qualifications.
• What can the company do to reduce the negative effects of bias in the job
interview process?
Companies can implement several measures. First, they can provide training and
guidelines to interviewers to ensure they are aware of and minimize their biases.
Structured interview processes with standardized questions and evaluation criteria can
also help create consistency and reduce bias. Additionally, utilizing diverse interview
panels can provide different perspectives and minimize individual biases. Regularly
reviewing and analyzing hiring data can help identify patterns of bias and prompt
corrective actions.
2. After reviewing all of the motivational theories of this chapter, select the one you believe
to be the most accurate in describing human behavior. Justify your selection and describe
how the motivational theory would explain the actions you have taken in your own life.
Among the motivational theories discussed in the chapter, it is subjective to determine the most
accurate one as different theories offer insights into different aspects of human behavior.
However, one theory that has gained significant recognition is Self-Determination Theory
(SDT). SDT posits that individuals have innate psychological needs for autonomy, competence,
and relatedness, and when these needs are satisfied, they are motivated intrinsically (Simply
Psychology).
I believe SDT is accurate in describing human behavior as it acknowledges the importance of
intrinsic motivation and the role of satisfying psychological needs. In my own life, SDT explains
my actions by recognizing the desire for autonomy in decision-making, the pursuit of
competence by seeking growth opportunities, and the need for relatedness through interpersonal
connections and collaboration.
3. Think back to the job or activity that you found to be the most motivational in your life.
Describe the aspects of the job that made it so exciting for you. What type, or types, of
motivational techniques were used in that job or activity? If you are the manager in your
current job, how could you apply those techniques in that environment?
Something exciting and motivational activity that happened was when I had the opportunity to
lead a cross-functional analytics team. What made it exciting for me was the sense of autonomy
and responsibility in driving the project's success, the challenging nature of the work that
stimulated my problem-solving skills, and the collaborative environment that gave me a sense of
achievement.
The motivational techniques applied in that job included providing autonomy and decision-
making authority, setting challenging goals, fostering a supportive team culture, and recognizing
and rewarding individual and team accomplishments.
As a manager in my current position, I can apply these techniques by empowering team
members, encouraging collaboration, recognizing achievements, and promoting a flexible work
environment that values work-life balance.
References:
Condon, E. (2015). The Effects of Interview Length on Gender and Personality Related Bias in
Job Interviews.
Robbins, S. P., & Judge, T. (2021). Essentials of Organizational Behavior.
Simply Psychology SDT Article ([Link]
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