Multisource Assessments of Behavioral Competencies and Selection Interview Performance

Darr, Wendy; Catano, Victor M.

doi:10.1111/j.1468-2389.2008.00410.x

Cited by 10 publications

(10 citation statements)

References 16 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…It may turn out that constructs tend to be somewhat variable and job specific. Conversely, it is possible that a general performance factor exists for interviewees, much like the one that has been found for employee performance (Darr & Catano, 2008; Viswesvaran, Schmidt, & Ones, 2005). However, to facilitate analysis of construct specificity, it would be helpful to understand the major sources of influence on interview constructs and their overall level of association across interviews.…”

Section: Interview Constructsmentioning

confidence: 99%

An Empirical Review of the Employment Interview Construct Literature

Huffcutt¹

2011

International Journal of Selection and Assessment

120

114

View full text Add to dashboard Cite

The purpose of this paper is to summarize available empirical research on the association between employment interview ratings and various construct measures using a theoretical model developed as part of the study. The model posits 3 main sources of construct‐related variance in interview ratings: job‐related interview content (e.g., job knowledge), interviewee performance (e.g., impression management tactics), and personal/demographic characteristics (e.g., candidate attractiveness). Results suggest some potentially important findings, including that the mean correlation with interview ratings is twice as large for constructs related to interviewee performance as it is for constructs pertaining to job‐related interview content. Directions for future construct research are also identified. For instance, despite being central to the interpersonal make‐up of the candidates, research regarding the influence of interests, goals, and values on interview ratings is almost nonexistent.

show abstract

Section: Interview Constructsmentioning

confidence: 99%

An Empirical Review of the Employment Interview Construct Literature

Huffcutt¹

2011

International Journal of Selection and Assessment

120

114

View full text Add to dashboard Cite

show abstract

“…Before great faith can be placed in multi‐source appraisals, it is important to determine whether these appraisals are prone to personal biases. Research on multi‐source ratings has found only modest agreement among sources in their appraisals of a focal person (Darr & Catano, 2008; Harris & Schaubroeck, 1988; Smither, London, & Reilly, 2005). Plus, differences in appraiser ratings have been found to be stable across time and across appraisal instruments (Nilsen & Campbell, 1993).…”

Section: Introductionmentioning

confidence: 99%

Agreement in Self–Other Ratings of Leader Effectiveness: The role of demographics and personality

Vecchio

Anderson²

2009

Int J Selection Assessment

View full text Add to dashboard Cite

Personality and demographic attributes for a set of 1221 focal managers were examined as correlates of leadership effectiveness evaluations that were obtained via a 3601 feedback program. Polynomial regression was used to study the congruence of selfratings provided by focal managers relative to the different evaluative perspectives (i.e., immediate superior, peer, and subordinate). Analyses supported the prediction that focal manager's sex and age would be associated with the ratings provided by themselves and others. Plus, the tendency to overestimate one's own leader effectiveness relative to evaluations provided by others was found to be greater for males and older managers. Focal managers who expressed greater social sensitivity were evaluated more favorably by subordinates and peers, although not by superiors. Ratings of leader effectiveness from immediate superiors were, instead, more readily predicted by judgments of the performance of the focal manager's organizational unit relative to comparable units. Results of polynomial regression analysis, however, indicated that self-other agreement was related to the focal's sex, social sensitivity, and social dominance. Implications for understanding obstacles to openness to change are discussed.

show abstract

“…In addition, both studies did not examine the prediction of supervisor ratings of OCB, but peer-ratings of OCB. In contrast to this approach, employees' performance in the selection context is most frequently assessed via supervisor ratings (Woehr and Roch, 2012), and supervisor ratings have shown to be the best single predictors of independent performance criteria when compared to self-and peer-ratings (Atkins & Wood, 2002;Darr & Catano, 2008).…”

Section: Structured Interviews As Predictor Methodsmentioning

confidence: 99%

Who will go the extra mile? Selecting organizational citizens with a personality-based structured job interview

et al. 2020

View full text Add to dashboard Cite

Employees’ organizational citizenship behaviors (OCB) are important drivers of organizational effectiveness. Yet, there exist no established tools for selecting employees with a propensity to engage in OCB. Given that personality traits describe typical behavioral tendencies and are established OCB predictors, we propose that personality assessment is a useful approach for selecting employees who are likely to exhibit OCB. To test this proposition, we developed a structured job interview measuring the Big Five traits and then compared this interview to a personality self-report measure to determine which method of personality assessment works best for selecting organizational citizens. Employees (N = 223) from various occupations participated in the structured job interview and completed the personality self-report in a simulated selection setting. We then obtained supervisor ratings of employees’ OCB. Results supported the assumption that structured job interviews can be specifically designed to assess the Big Five personality traits and, most importantly, to predict OCB. Interview ratings of specific personality traits differentially predicted different types of OCB (i.e., OCB-compliance, OCB-helping, and OCB-initiative) and explained incremental variance in OCB over and above personality self-reports and verbal cognitive ability. Taken together, these findings expand our knowledge about dispositional predictors of OCBs, personality assessment in selection, and the design of job interviews.

show abstract

Multisource Assessments of Behavioral Competencies and Selection Interview Performance

Cited by 10 publications

References 16 publications

An Empirical Review of the Employment Interview Construct Literature

An Empirical Review of the Employment Interview Construct Literature

Agreement in Self–Other Ratings of Leader Effectiveness: The role of demographics and personality

Who will go the extra mile? Selecting organizational citizens with a personality-based structured job interview

Contact Info

Product

Resources

About