The document discusses factors that influence interviewer decision making such as information processing strategies and cognitive biases. It also summarizes research showing that structured interviews have higher validity than unstructured interviews. It provides recommendations for developing effective interview questions using techniques like critical incident analysis and behavior description interviews. Finally, it offers best practices for conducting valid interviews such as using a structured format, job-related questions, multiple interviewers, and training interviewers to reduce cognitive biases.

1. CH11 THE SELECTION INTERVIEW P. 501-523 98335011 心碩一 吳瑞珊

2. A MODEL OF INTERVIEWER DECISION MAKING

3. 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

4. VALIDITY OF THE INTERVIEW

5. 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

6. 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)

7. 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’t Developing appropriate interview questions-2

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

9. Restrict the scope of the interview Recruitment and selection should be systematically separated Using multiple-purpose(p.512, T11.6)

10. 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

11. Adopt a structured format A structured format should be formulated for each KSA

12. 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

13. USE MULTIPLE QUESTIONS FOR EACH KSA

14. 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！！

15. 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~!!

16. 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

17. 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

18. 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