Communication apprehension and employment interviews

Ayres, Joe; Keereetaweep, Tanichya; Chen, Pao En; Edwards, Patricia A.

doi:10.1080/03634529809379106

Cited by 43 publications

(30 citation statements)

References 32 publications

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“…While prior work has recognized that emotional experiences, such as anxiety, nervousness, and enthusiasm, can influence applicant judgments and behavior during the selection process (ayres, Keereetaweep, chen, & edwards, 1998;Turban, lee, veiga, haggard, & Wu, 2013), to what extent have discrete emotions, either directly or indirectly, been considered in selection and assessment contexts? parke and seo (2017) discuss that the practices implemented by organizations may lead to the selection of individuals with certain affective tendencies (e.g., positive affect).…”

Section: Hrm Practices and Discrete Emotionsmentioning

confidence: 99%

The Relevance of Discrete Emotional Experiences for Human Resource Management: Connecting Positive and Negative Emotions to HRM

Connelly¹,

Torrence²

2018

Research in Personnel and Human Resources Management

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Organizational behavior scholars have long recognized the importance of a variety of emotion-related phenomena in everyday work life. Indeed, after three decades, the span of research on emotions in the workplace encompasses a wide variety of affective variables such as emotional climate, emotional labor, emotion regulation, positive and negative affect, empathy, and more recently, specific emotions. Emotions operate in complex ways across multiple levels of analysis (i.e., within-person, between-person, interpersonal, group, and organizational) to exert influence on work behavior and outcomes, but their linkages to human resource management (HRM) policies and practices have not always been explicit or well understood. This chapter offers a review and integration of the bourgeoning research on discrete positive and negative emotions, offering insights about why these emotions are relevant to HRM policies and practices. We review some of the dominant theories that have emerged out of functionalist perspectives on emotions, connecting these to a strategic HRM framework. We then define and describe four discrete positive and negative emotions (fear, pride, guilt, and interest) highlighting

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Section: Hrm Practices and Discrete Emotionsmentioning

confidence: 99%

The Relevance of Discrete Emotional Experiences for Human Resource Management: Connecting Positive and Negative Emotions to HRM

Connelly¹,

Torrence²

2018

Research in Personnel and Human Resources Management

View full text Add to dashboard Cite

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“…For example, the measurement of anxiety in interview contexts has simply been based on unidimensional scales assessing general anxiety (Barber, Hollenbeck, Tower, & Phillips, 1994;Cook, Vance, & Spector, 2000;Heimberg et al, 1986; Keenan, 1978) or communication anxiety (Ayres, Ayres, & Sharp, 1993; Ayres & Crosby, 1995; Ayres et al, 1998; Daly, Richmond, & Leth, 1979; Delery & Kacmar, 1998). Second, the generalizability of many of these investigations was limited because they were based on artificial interview scenarios (i.e., Ayres & Crosby, 1995; Ayres et al, 1993; Ayres et al, 1998; Daly et al, 1979; Heimberg et al, 1986). Third, three of the extant interview anxiety investigations (Ayres & Crosby, 1995; Ayres et al, 1998; Delery & Kacmar, 1998) were based on relatively small samples sizes ( N ranged from 28 to 70).…”

Section: Existing Research On Job Interview Anxietymentioning

confidence: 99%

Measuring Job Interview Anxiety: Beyond Weak Knees and Sweaty Palms

McCarthy

Goffin²

2004

Personnel Psychology

197

266

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A multidimensional measure of interview anxiety, called the Measure of Anxiety in Selection Interviews (MASI), was developed using a student sample (N= 212) and tested using a sample of job applicants in a field setting (N= 276). The MASI goes beyond the measurement of “weak knees” and “sweaty palms” by providing an assessment of 5 interview anxiety dimensions: Communication, Appearance, Social, Performance, and Behavioral. The psychometric properties of the scales were strong and confirmatory factor analyses supported the a priori structure. In addition, substantial evidence for the concurrent, discriminant, criterion‐related, and incremental validity of the MASI was obtained. Moreover, a multiple correlation of .34 was found for the 5 MASI scales in the prediction of interview performance. The development of the MASI has important implications for the field, as it may provide the foundation for future research on job interview anxiety, guide interview anxiety treatment programs, and promote the enhancement of job interview validity.

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“…In terms of applicant characteristics, applicants high in communication apprehension who used more nonverbal avoidance behavior (i.e., less talking, less eye contact, less fluent talking) were less effective in mock job interviews and were perceived as less suitable for the job than applicants with low levels of communication apprehension (Ayres, Keereetaweep, Chen, & Edwards, 1998). And, applicant gazing had a reversed effect for male compared to female applicants (Levine & Feldman, 2002): The more the male Nonverbal behavior in the job interview 6 applicant maintained eye contact with the recruiter the less he was liked, whereas the more the female applicant gazed at the recruiter the more she was liked.…”

Section: The Applicant's Nonverbal Behavior and Job Interview Outcomesmentioning

confidence: 99%