Structured Interviewing Simplified

Daniel, Christopher; València, S.

doi:10.1177/009102609102000202

Cited by 9 publications

(8 citation statements)

References 12 publications

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“…In short, throughout the many decisions associated with the interview, analysis can go astray long before ever engaging with the data. Daniel and Valencia (1991) show that interviews tend to fail due to the low skills of the interviewer, or due to various variables related to communication barriers, and the limited knowledge of the persons being interviewed.…”

Section: Interviewing Policy Actors Disclosing Hidden Agendasmentioning

confidence: 99%

The power in the interview: A practical guide for identifying the critical role of actor interests in environment research

Maryudi

Fisher

2020

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In policy discussions of sensitive and complex issues, particularly in the field of forestry and natural resources, interests play an integral role, but are often a challenging component to contextualize, understand, and study. For various reasons related to factors of influence and authority, actors often do not want their interests uncovered by either competitors or even by non-partisan researchers. Nevertheless, identifying such interests continue to be a critical task for the research community, particularly if we are to better understand the broader effects, effectiveness, or shortcomings of policy. In this short policy brief, we provide a practical guide for researchers to capture and incorporate actor interests as part of their empirical evidence through the interview process. Following an empirical-analytical approach, we first distinguish interests of two different types, the formal and informal. Thereafter, our guide lays out an approach consisting of four distinct phases, namely: i) deciding on the interview format, ii) creating situational settings for the interview, iii) preparing interview guides; and iv) triangulating the interview. In each phase, we underline the importance of a culture of generosity and positivity directed toward the interviewees, comfortably engaging them to describe factors and scenarios in rich detail, while also encouraging respondents to express their values and feelings toward both the area of study and other actors across policy networks.Actor interests are always a sensitive issue in policies related to the environment, which are often purposefully hidden by actors, and commonly overlooked by research;We develop a practical guide based on a set of principles for researchers to use when approaching interviews, which will help to more effectively understand and contextualize actor interests, and can ensure more robust findings about policies related to the environment and natural resources;This guide lays out four distinct phases for approaching the complex and sensitive issue of actor interests for data collection using interviews, namely through the way researchers i) structure interview formats, ii) set up situational settings, iii) approach the preparation and delivery of guiding questions, and iv) triangulate the interview.

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Section: Interviewing Policy Actors Disclosing Hidden Agendasmentioning

confidence: 99%

The power in the interview: A practical guide for identifying the critical role of actor interests in environment research

Maryudi

Fisher

2020

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“…While the implementation of these "enlightened techniques" may appear on the surface to be progressive, you should utilize great care before using such procedures. Daniel and Valencia (1991), report that some applicants view certain written and personality tests as demeaning. Rynes (1993), reports that some of the more unconventional practices such as honesty testing, handwriting assessments and drug screening have an adverse public relations value, even though they are generally used to improve hiring decisions.…”

Section: The Interview Processmentioning

confidence: 99%

“…One of the most successful approaches to achieving these ends is to adopt structured interviews, where hiring committee members ask the same battery of questions of each of the short-listed candidates. Several authors have reported that unfairness is minimized and bias reduced by using this technique (Cesare, 1996;Daniel & Valencia, 1991).…”

Section: The Interview Processmentioning

confidence: 99%

Employee-Selection Practices and Public Relations

Boucher

Morese²,

Chant

2001

Recreational Sports Journal

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The recruitment and selection of employees is an important human resource component of the management of intramural recreation departments across North America. While much is written about the mechanics of the hiring process, little attention has been paid to the public relations aspects of this activity. As Currie (1997) suggests, the employee-selection process has the potential to create favorable impressions of an organization on job applicants.This article explores a number of activities that are usually part of hiring of new employees with a view to determining the negative or positive outcomes from a public relations standpoint. The “recruitment phase” of the process is extremely important when leaving applicants with a favorable impression of an organization. Keep in mind that numerous individuals who do not ultimately secure a position, are subject to forming impressions by being exposed to advertisements, job descriptions, Websites and various other forms of communication.The second important phase of hiring that has potential for the creation of impressions is the “interview process.” While the interview is the most widely employed yet least understood, techniques used in the hiring process (Boucher, 1991), there is no question that indelible impressions are formed during this phase. Both employer and candidates for positions invariably “exchange impressions” during an interview to the extent that initial (and in some cases lasting) attitudes are formed. It is also apparent from the literature that “extra-viewing” techniques such as panel interviews, drug testing, and personality tests, often are viewed as demeaning by applicants.The last, but certainly no less important, area of concern is the “post-selection” activities. Several authors cite a number of practices that treat unsuccessful candidates very disrespectfully. A more enlightened approach would be to treat unsuccessful candidates as potential hires in subsequent job searches. Even if these individuals never apply for positions in the future, the objective should be to have them treated with the utmost attention to human dignity. As such, countless individuals who apply for positions within organizations will form positive impressions of that organization consistent with comprehensive public relations policies.The hiring process should be considered as just one of the efforts of creating, communicating, enhancing, and maintaining a corporate image that is critical to an organization's success (Brendsel, 1993).

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“…To be sure, it is unlikely that any manager would knowingly recruit an agent who possessed undesirable interpersonal skills. Still, interviewees have a tendency to accentuate positive personal traits while, at the same time, conceal undesirable ones (Daniel and Valencia 1991). As a result, it is possible for a manager to recruit a less-than-qualified agent.…”

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confidence: 99%

The Relative Influence of Achievement Motivation and Irritability-Impatience on the Selling Performance of Travel Agents: Implications of the Type A Behavior Pattern

Bartkus

Howell

1999

Journal of Travel Research

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Travel managers are interested in recruiting agents who have both the motivation to work hard and the ability to get along well with others. In this regard, the Type A Behavior Pattern (TABP) may have important implications. Specifically, its achievement motivation component should result in higher levels of selling performance, while its impatience-irritability component should result in lower levels of selling performance. In addition, since prior research has shown that achievement motivation and impatience-irritability are correlated, the TABP can be problematic. This study reviews the theoretical foundation of the TABP as it relates to personal selling and provides an empirical test of the relationships in a travel service selling context. The results show that (1) achievement motivation and impatience-irritability are correlated, (2) achievement motivation has a positive influence on travel selling performance, and (3) impatience-irritability has a negative influence on travel selling performance. Managerial implications are also provided.

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Structured Interviewing Simplified

Cited by 9 publications

References 12 publications

The power in the interview: A practical guide for identifying the critical role of actor interests in environment research

The power in the interview: A practical guide for identifying the critical role of actor interests in environment research

Employee-Selection Practices and Public Relations

The Relative Influence of Achievement Motivation and Irritability-Impatience on the Selling Performance of Travel Agents: Implications of the Type A Behavior Pattern

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