دانلود رایگان مقاله لاتین پیدا کردن فرد مناسب برای کار با اثر مصاحبه از سایت الزویر
عنوان فارسی مقاله:
تاثیر بالای مصاحبه: پیدا کردن فرد مناسب برای این کار
عنوان انگلیسی مقاله:
High impact interviewing: Finding the right person for the job
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بخشی از مقاله انگلیسی:
Four theories explain the effectiveness of the situational interview in identifying the best candidate for a job. Goal setting theory states that setting specific goals leads to more effective performance than setting vague or no goals does. This is because intentions or goals guide a person’s behavior. In the situational interview, candidates are presented with a specific future situation and asked to describe how they would handle it. To answer the question well, a clear, specific description, much like a goal, is required. When individuals describe how they intend to handle a situation, they are setting a goal. This provides them with direction and clarity. Goal setting theory tells us that people are more likely to realize their behavior once it has been articulated into a specific goal. Thus, the response to the situation presented in the interview represents the person’s intention or goal, and the performance that is likely to follow. Social cognitive theory also explains why the situational interview is an effective technique for identifying those individuals who will perform the job effectively. This theory states that people think about outcomes they desire and what needs to be done to achieve those outcomes, and then they behave in a way that will lead to attaining those results. Their motivation to achieve the desired outcomes guides their behavior. Thus, asking individuals how they would handle a situation requires them to think about desired results and their actions that they believe will help them realize those results. Answering a situational interview question requires individuals to first think about actions that will lead to future results, and then to share them with the interviewer. Their desired outcomes and described actions are then compared to actions considered to be ideal for the job. Those whose actions most closely match the job requirements as defined in the scoring guide have been shown to be the best candidates. A third theory that explains the effectiveness of the situational interview is attribution theory. Attribution theory describes how people explain behaviors that they observe, often incorrectly. When we succeed at a task, we tend to explain our success in terms of an internal factor, such as our ability. When we fail, we tend to explain our lack of successin terms of poor luck or external factors over which we have no control. By comparison, when others succeed, we tend to explain their successes in terms of external factors that they do not control. We say they were lucky or just happened to be at the right place at the right time. When they fail, we often explain it in terms of factors that they control, concluding that they did not work hard enough or that they lacked the requisite ability. Attribution theory tells us that one reason we make attribution errors when we assess others’ behavior is because we have incomplete information with which to understand what we see and hear. In order to make sense of this information and understand what happened, we fill in the gaps. We often do this by explaining others’ failures in terms of internal factors, and their successes in terms of external factors. In an interview, managers rate interviewees based on successes and failures that are identified in the interview process. When the traditional interview method is used, the interviewer often asks different questions of each interviewee. When the responses are evaluated, the interviewer, who does not have all the necessary information, is likely to fill in the gaps incorrectly. By comparison, the situational interview minimizes the likelihood of attribution errors. Training interviewers how to use the situational interview leads them to ask job-related questions, and to evaluate the answers consistently in terms of a predetermined scoring guide. By training managers to use the situational interview, they learn to Furthermore, they are trained to evaluate the information gathered. This results in fewer gaps in the necessary information, less need to fill in the gaps, and more accurate information and decisions. A fourth theory that sheds light on the interview process focuses on the way in which people make decisions. The theory of bounded rationality states that we are unable to process large quantities of information. Thus, we tend to use shortcuts or biases to assist us in the decision-making process. In the traditional interview, an interviewer may gather a large quantity of information without clear direction as to how to use the information. When it is time to evaluate the information, the interviewer often finds it difficult to make sense of all the information, and consequently, invokes decision biases when evaluating a candidate. For example, the interviewer may have gone to the same school as the candidate, and taken courses with the same professors. The candidate appears to be similar to the interviewer, and is therefore considered to be an excellent candidate and consequently, a good match for the job in question. In comparison, the situational interview includes only questions that are relevant to the job, as well as a behavioral scoring guide that differentiates good from poor answers. In so doing, it minimizes the chances of gathering information that will inappropriately bias the interviewer. Similarly, by specifying those behaviors that constitute poor, moderately acceptable and excellent behavior, the scoring guide minimizes the likelihood that the interviewer will evaluate a candidate based on data that are irrelevant. In short, training in how to use the situational interview enables the interviewer to make better decisions regarding job candidates. Finally,the theory of judgment under uncertainty explains the effectiveness of training in the situational interview to hire people. People use heuristics or rules of thumb to help simplify the decision making process. Anchoring is one of these shortcuts. It refers to a comparison process whereby High impact interviewing 299 Jane is compared to the candidate interviewed before her. If the candidate has two years of experience and Jane has 3 years, Jane’s experience will be compared favorably to the candidate with two years of experience. That may not be a relevant factor for the job, but in the absence of better information, the interviewer will err, deciding that Jane’s experience is better. The interviewer who is trained in the situational interview will not use the anchoring shortcut. Rather, she will use the scoring guideline, which requires the interviewer to compare the candidates to the job criteria, and not to other candidates until all the candidates have been interviewed. As a result, the best person for the job is hired.
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کلمات کلیدی:
High-Impact Interview Questions: 701 Behavior-Based Questions to ... https://books.google.com/books?isbn=0814429114 Victoria A. Hoevemeyer - 2005 - Business & Economics Interviewing to make ''high probability'' hires (remember, no one's asking for ''guarantees'' when it comes to people forecasting) is a learnable skill. With just a ... FLY High Impact Interviewing | Future Leaders of Yale fly.yale.edu/events/fly-high-impact-interviewing FLY High Impact Interviewing. Date/Time: Wednesday, March 9, 2016 - 12:00pm to 1:00pm. Location: Beinecke Terrace Room, Evans Hall, School of ... High Impact Interviewing Part 1 - YouTube Video for High impact interviewing▶ 6:35 https://www.youtube.com/watch?v=5oWWcoUqmaI Jun 11, 2015 - Uploaded by Linfield College IDST 052 Career Planning High Impact Interviewing Part 3 - Duration: 11:25. Linfield College IDST 052 Career Planning 7 views. 11:25 ... High-Impact Interview Questions - Woman woman.thenest.com/highimpact-interview-questions-11776.html In her book "High Impact Interview Questions," author Victoria A. Hoevemeyer describes high-impact questions as "behavioral" interview questions -- or ... Searches related to High impact interviewing high impact interview questions pdf high-impact interview questions 701 behavior-based questions pdf victoria a. hoevemeyer behavioral interview questions book amazon behavioral interview questions leadership interview questions behavioral interview questions and answers situational interview questions
