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A job interview is a type of employment test that involves a conversation between a job applicant and representative of the employing organization.〔Dipboye, R. L., Macan, T., & Shahani-Denning, C. (2012). The selection interview from the interviewer and applicant perspectives: Can't have one without the other. In N. Schmitt (Ed.), The Oxford handbook of personnel assessment and selection (pp. 323-352). New York City: Oxford University.〕 Interviews are one of the most popularly used devices for employee selection.〔Dipboye et al〕 Interviews vary in the extent to which the questions are structured, from totally unstructured and free-wheeling conversation, to a set list of questions each applicant is asked.〔Dipboye et al.〕 Research has shown that structured interviews are more valid than unstructured, that is, they are more accurate in predicting which applicants will make good employees.〔Wiesner, W. H., & Cronshaw, S. F. (1988). A meta-analytic investigation of the impact of interview format and degree of structure on the validity of the employment interview. Journal of Occupational Psychology, 61(4), 275-290.〕 A job interview typically precedes the hiring decision, and is used to evaluate the candidate. The interview is usually preceded by the evaluation of submitted résumés from interested candidates, then selecting a small number of candidates for interviews. Potential job interview opportunities also include networking events and career fairs. The job interview is considered one of the most useful tools for evaluating potential employees.〔(【引用サイトリンク】title=The Value or Importance of a Job Interview )〕 It also demands significant resources from the employer, yet has been demonstrated to be notoriously unreliable in identifying the optimal person for the job.〔 An interview also allows the candidate to assess the corporate culture and demands of the job. Multiple rounds of job interviews and/or other candidate selection methods may be used where there are many candidates or the job is particularly challenging or desirable. Earlier rounds sometimes called 'screening interviews' may involve fewer staff from the employers and will typically be much shorter and less in-depth. An increasingly common initial interview approach is the telephone interview. This is especially common when the candidates do not live near the employer and has the advantage of keeping costs low for both sides. Since 2003, interviews have been held through video conferencing software, such as Skype.〔(【引用サイトリンク】title=INTRODUCTION TO INTERVIEWING )〕 Once all candidates have been interviewed, the employer typically selects the most desirable candidate(s) and begins the negotiation of a job offer. ==Interview constructs== In light of its popularity, a stream of research has attempted to identify the constructs (ideas or concepts) that are measured during the interview to understand why interviews might help to pick the right people for the job. Several reviews of the research on interview constructs revealed that the interview captures a wide variety of applicant attributes.〔Huffcutt, A. I. (2011). An empirical review of the employment interview construct literature. International Journal of Selection and Assessment, 19(1), 62–81.〕〔Huffcutt, A. I., Conway, J. M., Roth, P. L., & Stone, N. J. (2001). Identification and meta-analytic assessment of psychological constructs measured in employment interviews. Journal of Applied Psychology, 86, 897–913.〕〔Salgado, J. F., & Moscoso, S. (2002). Comprehensive meta-analysis of the construct validity of the employment interview. European Journal of Work and Organizational Psychology, 11, 299–324.〕 These constructs can be classified into three categories: job-relevant interview content (constructs interview questions are designed to assess), interviewee performance (applicant behaviors unrelated to the applicant characteristics the interview questions are designed to assess but nevertheless influence interviewer evaluations of interviewee responses), and potentially job-irrelevant interviewer biases (personal and demographic characteristics of applicants that may influence interviewer evaluations of interviewee responses in an illegal, discriminatory way). Job-relevant interview content Interview questions are generally designed to tap applicant attributes that are specifically relevant to the job for which the person is applying. The job-relevant applicant attributes that the questions purportedly assess are thought to be necessary for one to successfully perform on the job. The job-relevant constructs that have been assessed in the interview can be classified into three categories: general traits, experiential factors, and core job elements. The first category refers to relatively stable applicant traits. The second category refers to job knowledge that the applicant has acquired over time. The third category refers to the knowledge, skills, and abilities associated with the job. General traits: * Mental ability: Applicants' capacity to learn and process information〔 * Personality: Conscientiousness, agreeableness, emotional stability, extroversion, openness to new experiences〔〔〔 * Interest, goals, and values: Applicant motives, goals, and person-organization fit〔 Experiential factors: * Experience: Job-relevant knowledge derived from prior experience〔〔 * Education: Job-relevant knowledge derived from prior education * Training: Job-relevant knowledge derived from prior training Core job elements: * Declarative knowledge: Applicants' learned knowledge〔 * Procedural skills and abilities: Applicants' ability to complete the tasks required to do the job〔Morgeson, R. P., Reider, M. H., & Campion, M. A. (2005). Selecting individual in team settings: The importance of social skills, personality characteristics, and teamwork knowledge. Personnel Psychology, 58, 583–611.〕 * Motivation: Applicants' willingness to exert the effort required to do the job〔Campbell, J. P., McCloy, R. A., Oppler, S. H., & Sager, C. E. (1993). A theory of performance. In N. Schmitt & W. C. Borman (Eds.), Personnel selection in organizations (pp. 35–70). San Francisco: Jossey-Bass.〕 Interviewee performance Interviewer evaluations of applicant responses also tend to be colored by how an applicant behaves in the interview. These behaviors may not be directly related to the constructs the interview questions were designed to assess, but can be related to aspects of the job for which they are applying. Applicants without realizing it may engage in a number of behaviors that influence ratings of their performance. The applicant may have acquired these behaviors during training or from previous interview experience. These interviewee performance constructs can also be classified into three categories: social effectiveness skills, interpersonal presentation, and personal/contextual factors. Social effectiveness skills: * Impression management: Applicants' attempt to make sure the interviewer forms a positive impression of them〔Schlenker, B. R. 1980. Impression management: The self-concept, social identity, and interpersonal relations. Monterey, CA: Brooks/Cole.〕〔Kacmar, K. M., Delery, J. E., & Ferris, G. R. 1992. Differential effectiveness of applicant impression management tactics on employment interview decisions. Journal of Applied Social Psychology, 22, 1250–1272.〕 * Social skills: Applicants' ability to adapt his/her behavior according to the demands of the situation to positively influence the interviewer〔Ferris, G. R., Witt, L. A., & Hochwarter, W. A. (2001). Interaction of social skill and general mental ability on job performance and salary. Journal of Applied Psychology, 86, 1075–1082.〕 * Self-monitoring: Applicants' regulation of behaviors to control the image presented to the interviewer〔Snyder, M. (1974). Self-monitoring of expressive behavior. Journal of Personality and Social Psychology, 30, 526–537.〕 * Relational control: Applicants' attempt to control the flow of the conversation〔Tuller, W. L. (1989). Relational control in the employment interview. Journal of Applied Psychology, 74, 971–977.〕 Interpersonal Presentation: * Verbal expression: Pitch, rate, pauses〔DeGroot, T., & Motowidlo, S. J. (1999). Why visual and vocal interview cues can affect interviewers' judgments and predict job performance. Journal of Applied Psychology, 84, 986–993.〕 * Nonverbal behavior: Gaze, smile, hand movement, body orientation〔Burnett, J. R., & Motowidlo, S. J. (1998). Relations between different sources of information in the structured interview. Personnel Psychology, 51, 963–983.〕 Personal/contextual factors: * Interview training: Coaching, mock interviews with feedback〔Maurer, T. J., Solamon, J. M., & Lippstreu, M. (2008). How does coaching interviewees affect the validity of a structured interview? Journal of Organizational Behavior, 29, 355–371.〕 * Interview experience: Number of prior interviews〔Levashina, J., & Campion, M. A. (2007). Measuring faking in the employment interview: Development and validation of an interview faking behavior scale. Journal of Applied Psychology, 92, 1638–1656.〕 * Interview self-efficacy: Applicants' perceived ability to do well in the interview〔Tay, C., Ang, S., & Van Dyne, L. (2006). Personality, biographical characteristics, and job interview success: A longitudinal study of the mediating effects of interviewing self-efficacy and the moderating effects of internal locus of causality. Journal of Applied Psychology, 91, 446–454.〕 * Interview motivation: Applicants' motivation to succeed in an interview〔Becton, J. B., Field, H. S., Giles, W. F., & Jones-Farmer, A. (2008). Racial differences in promotion candidate performance and reactions to selection procedures: a field study in a diverse top-management context. Journal of Organizational Behavior, 29, 265–285.〕 Job-irrelevant interviewer biases The following are personal and demographic characteristics that can potentially influence interviewer evaluations of interviewee responses. These factors are typically not relevant to whether the individual can do the job (that is, not related to job performance), thus, their influence on interview ratings should be minimized or excluded. In fact, there are laws in many countries that prohibit consideration of many of these protected classes of people when making selection decisions. Using structured interviews with multiple interviewers coupled with training may help reduce the effect of the following characteristics on interview ratings.〔McCarthy, J. M., Van Iddekinge, C. H., & Campion, M. A. (2010). Are highly structured job interviews resistant to demographic similarity effects? Personnel Psychology, 63, 325–359.〕 The list of job-irrelevant interviewer biases is presented below. * Attractiveness: Applicant physical attractiveness can influence interviewer's evaluation of one's interview performance〔 * Race: Whites tend to score higher than Blacks and Hispanics;〔Huffcutt, A. I., & Roth, P. L. (1998). Racial group differences in employment interview evaluations. Journal of Applied Psychology, 83, 179–189.〕 racial similarity between interviewer and applicant, on the other hand, has not been found to influence interview ratings〔〔McFarland, L. A., Ryan, A. M., Sacco, J. M., & Kriska, S. D. (2004). Examination of structured interview ratings across time: The effects of applicant race, rater race, and panel composition. Journal of Management, 30, 435–452.〕 * Gender: Females tend to receive slightly higher interview scores than their male counterparts;〔 gender similarity does not seem to influence interview ratings〔 * Similarities in background and attitudes: Interviewers perceived interpersonal attraction was found to influence interview ratings〔Wade, K. J., & Kinicki, A. J. (1997). Subjective applicant qualifications and interpersonal attraction as mediators within a process model of interview selection decisions. Journal of Vocational Behavior, 50, 23–40.〕 * Culture: Applicants with an ethnic name and a foreign accent were viewed less favorably than applicants with just an ethnic name and no accent or an applicant with a traditional name with or without an accent〔Purkiss, S. L. S., Perrewé, P. L., Gillespie, T. L., Mayes, B. T., & Ferris, G. R. (2006). Implicit sources of bias in employment interview judgments and decisions. ''Organizational Behavior and Human Decision Processes'', 101, 152–167.〕 The extent to which ratings of interviewee performance reflect certain constructs varies widely depending on the level of structure of the interview, the kind of questions asked, interviewer or applicant biases, applicant professional dress or nonverbal behavior, and a host of other factors. For example, some research suggests that applicant's cognitive ability, education, training, and work experiences may be better captured in unstructured interviews, whereas applicant's job knowledge, organizational fit, interpersonal skills, and applied knowledge may be better captured in a structured interview.〔 Further, interviews are typically designed to assess a number of constructs. Given the social nature of the interview, applicant responses to interview questions and interviewer evaluations of those responses are sometimes influenced by constructs beyond those the questions were intended to assess, making it extremely difficult to tease out the specific constructs measured during the interview.〔Roth, P. L., Van Iddekinge, C. H., Huffcutt, A. I., Eidson, C E. Jr., & Schmit, M. J. (2005). Personality saturation in structured interviews. International Journal of Selection and Assessment, 13, 261–273.〕 Reducing the number of constructs the interview is intended to assess may help mitigate this issue. Moreover, of practical importance is whether the interview is a better measure of some constructs in comparison to paper and pencil tests of the same constructs. Indeed, certain constructs (mental ability and skills, experience) may be better measured with paper and pencil tests than during the interview, whereas personality-related constructs seem to be better measured during the interview in comparison to paper and pencil tests of the same personality constructs.〔Dipboye, R. L., Macan, T., & Shahani-Denning, C. (in press). The selection interview from the interviewer and applicant perspectives: Can't have one without the other. The Oxford Handbook of Personnel Assessment and Selection.〕 In sum, the following is recommended: Interviews should be developed to assess the job relevant constructs identified in the job analysis.〔Van Iddekinge, C. H., Raymark, P. H., & Roth, P. L. (2005). Assessing personality with a structured employment interview: Construct-related validity and susceptibility to response inflation. Journal of Applied Psychology, 90(3), 536–552.〕〔Klehe, U. C., & Latham, G. P. (2005). The predictive and incremental validity of the situational and patterned behavior description interviews for teamplaying behavior. International Journal of Selection and Assessment, 13(2), 108–115.〕 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「Job interview」の詳細全文を読む スポンサード リンク
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