A Review of a Telephone-Administered Behavior-Based Interview Technique

Oliphant, Gary C.; Hansen, Katharine; Oliphant, Becky J.

doi:10.1177/1080569908321429

Cited by 6 publications

(3 citation statements)

References 6 publications

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“…Self-leadership skills training may be included as part of employee orientation programs. Alternatively, organizations may use behavior-based interviews (Oliphant et al , 2008) to identify and hire candidates with self-leading tendencies, knowing these individuals will be more proactive and thus will be more likely to become socialized and committed. In short, organizations might be well-advised to combine both selection processes and self-leadership training to enhance employees’ commitment.…”

Section: Discussionmentioning

confidence: 99%

I’ll do it myself: self-leadership, proactivity, and socialization

Cranmer

Goldman

Houghton

2019

LODJ

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Purpose The purpose of this paper is to explore newcomers as active participants within their own socialization, through the influence of self-leadership on proactivity and subsequently organizational socialization and organizational commitment. Design/methodology/approach Data collected from 193 organizational newcomers (i.e. individuals within their first year at an organization) working in a variety of industries were examined within three serial mediation models in PROCESS. Findings The results of these analyses suggest that self-leadership influences organizational newcomers’ adjustment and subsequent commitment by assisting them in seeking organizational resources. Research limitations/implications This study answers calls to explore both the mediating mechanisms through which self-leadership processes influence organizational outcomes and the complex relationships between human workplace interactions and the proximal and distal outcomes of socialization. Practical implications The findings indicate that organizational stakeholders should enhance the self-leadership abilities of newcomer, thereby easing the socialization burden on organizations. Originality/value This paper offers a novel framework (i.e. self-leadership) for understanding newcomer socialization and provides an encompassing model that recognizes individual capacities, communicative behaviors, adjustment and subsequent organizational attitudes.

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Section: Discussionmentioning

confidence: 99%

I’ll do it myself: self-leadership, proactivity, and socialization

Cranmer

Goldman

Houghton

2019

LODJ

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“…The advancement of technology has led to changes in the media for conducting interviews. Today, the employment interview is no longer limited to face‐to‐face interaction, having been expanded to other media, including telephone (Oliphant, Hansen, & Oliphant, ) and computer‐mediated video chat (Chapman & Rowe, ). Because interpersonal interaction is a central component of the employment interview, we define the employment interview as a personally interactive process of one or more people asking questions orally to another person and evaluating the answers for the purpose of determining the qualifications of that person in order to make employment decisions .…”

Section: Definition Of the Employment Interviewmentioning

confidence: 99%

The Structured Employment Interview: Narrative and Quantitative Review of the Research Literature

Levashina

Hartwell

Morgeson

et al. 2013

Personnel Psychology

354

433

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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.

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“…Traditional employment interviews generally consist of one or more interviewers asking questions to, and judging responses from, one or more job applicants. While interviews are typically conducted face to face, phone interviews are also used as a less expensive alternative to an in-person interview or as a prescreen to reduce the number of applicants brought in for face-to-face interviews (Oliphant et al, 2008). Fueled in part by the COVID-19 pandemic when meeting face to face was often not advisable (Rubinstein, 2020), video-based interviewing is an interview modality that is rapidly gaining popularity.…”

mentioning

confidence: 99%

Psychometric properties of automated video interview competency assessments.

Liff,

Mondragon,

Gardner

et al. 2024

Journal of Applied Psychology

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Interviews are one of the most widely used selection methods, but their reliability and validity can vary substantially. Further, using human evaluators to rate an interview can be expensive and time consuming. Interview scoring models have been proposed as a mechanism for reliably, accurately, and efficiently scoring video-based interviews. Yet, there is a lack of clarity and consensus around their psychometric characteristics, primarily driven by a dearth of published empirical research. The goal of this study was to examine the psychometric properties of automated video interview competency assessments (AVI-CAs), which were designed to be highly generalizable (i.e., apply across job roles and organizations). The AVI-CAs developed demonstrated high levels of convergent validity (average r value of .66), moderate discriminant relationships (average r value of .58), good test-retest reliability (average r value of .72), and minimal levels of subgroup differences (Cohen's ds ≥ −.14). Further, criterion-related validity (uncorrected sample-weighted r = .24) was demonstrated by applying these AVI-CAs to five organizational samples. Strengths, weaknesses, and future directions for building interview scoring models are also discussed.

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A Review of a Telephone-Administered Behavior-Based Interview Technique

Cited by 6 publications

References 6 publications

I’ll do it myself: self-leadership, proactivity, and socialization

I’ll do it myself: self-leadership, proactivity, and socialization

The Structured Employment Interview: Narrative and Quantitative Review of the Research Literature

Psychometric properties of automated video interview competency assessments.

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