The employment interview: A review of current studies and directions for future research

Macan, Therese Hoff

doi:10.1016/j.hrmr.2009.03.006

Cited by 216 publications

(230 citation statements)

References 123 publications

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“…The interview is one of the most commonly used methods for assessing job candidates (Macan, 2009) and received a tremendous amount of research attention. Comprehensive reviews continue to be published regularly 57 and several meta-analyses have 56 Examples of previous biodata measures administered by the U.S. military include the History Opinion Inventory, Military Service Inventory, Recruit Background Questionnaire, Military Applicant Profile, Educational and Biographical Information Survey, and the Armed Services Adaptability Profile (Laurence and Means, 1985).…”

Section: Descriptionmentioning

confidence: 99%

Training Success for U.S. Air Force Special Operations and Combat Support Specialties: An Analysis of Recruiting, Screening, and Development Processes

Lytell¹,

Robson²,

Schulker³

et al. 2018

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This document and trademark(s) contained herein are protected by law. This representation of RAND intellectual property is provided for noncommercial use only. Unauthorized posting of this publication online is prohibited. Permission is given to duplicate this document for personal use only, as long as it is unaltered and complete. Permission is required from RAND to reproduce, or reuse in another form, any of its research documents for commercial use. For information on reprint and linking permissions, please visit www.rand.org/pubs/permissions.The RAND Corporation is a research organization that develops solutions to public policy challenges to help make communities throughout the world safer and more secure, healthier and more prosperous. RAND is nonprofit, nonpartisan, and committed to the public interest.RAND's publications do not necessarily reflect the opinions of its research clients and sponsors.Support RAND Make a tax-deductible charitable contribution at www.rand.org/giving/contribute www.rand.org Library of Congress Cataloging-in-Publication Data is available for this publication. For more information on this publication, visit www.rand.org/t/RR2002Published by the RAND Corporation, Santa Monica, Calif. © Copyright 2018 RAND CorporationR® is a registered trademark.iii PrefaceThe U.S. Air Force continues to seek ways to improve recruiting, screening, and development processes for entry into high-demand, high-attrition (HDHA) specialties, such as special operations and combat support (SO/CS) specialties. In fiscal year 2016, the Air Force asked RAND Project AIR FORCE to identify and recommend effective methods and tools for recruiting, screening, and developing candidates into HDHA specialties. This project focused on six enlisted HDHA specialties: Combat Control (CCT); Explosive Ordnance Disposal (EOD); Pararescue (PJ); Special Operations Weather Team (SOWT); Survival, Evasion, Resistance, and Escape (SERE); and Tactical Air Control Party (TACP). Previous efforts to implement new recruiting, screening, and development approaches for these specialties have yet to result in longlasting, significant changes to entry processes. We build on these other efforts by addressing the broader challenges for implementing new approaches to HDHA-specialty recruiting, screening, and development, and by taking a holistic approach to identifying methods and tools that could fill gaps in current processes.This report describes work that should be of interest to policy and research audiences with interests in recruiting, screening, and development processes for SO/CS specialties. The report assumes readers will have some familiarity with Air Force enlisted recruiting, screening, and development processes. The work in this report was sponsored by the Vice Commander, Air Education and Training Command (AETC/CV). This project was conducted within the Manpower, Personnel, and Training Program of RAND Project AIR FORCE. RAND Project AIR FORCERAND Project AIR FORCE (PAF), a division of the RAND Corporation, is the U.S. Air Fo...

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Section: Descriptionmentioning

confidence: 99%

Training Success for U.S. Air Force Special Operations and Combat Support Specialties: An Analysis of Recruiting, Screening, and Development Processes

Lytell¹,

Robson²,

Schulker³

et al. 2018

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“…Pewawancara yang berpengalaman dan jeli akan dapat menggali kemampuan seorang pelamar. Wawancara kerja telah menjadi salah satu metode seleksi yang paling banyak digunakan dalam 100 tahun terakhir (Macan, 2009). Menurut Huffcutt dan Culbertson (2010), wawancara kerja menjadi salah satu metode yang digunakan untuk menilai pelamar kerja serta langkah pengambilan keputusan dalam mendapatkan calon karyawan yang akan diperkerjakan.…”

Section: Pendahuluanunclassified

Bias Wawancara: Perbedaan Teknik Wawancara (Situational dan Behavioral) dalam Hal Penilaian Wawancara Kerja

Hermawati

Susilawati

Widyasari

2017

mps

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“…Within the selection literature, demographic similarity between hiring managers and applicants on the basis of race and ethnicity (e.g., Avery, McKay, & Wilson, 2008;Cunningham & Sagas, 2004;McCarthy et al, 2010;McFarland et al, 2004), gender (e.g., García et al, 2008;Goldberg, 2003Goldberg, , 2005Huffcutt, 2011), and age (e.g., García et al, 2008;Goldberg, 2003Goldberg, , 2005Macan, 2009) have been considered relevant to perceptions of applicant fit. However, research has yielded mixed findings.…”

Section: Hiring Manager and Applicant Social Class Similaritymentioning

confidence: 99%

The Impact of Social Class in the Hiring Process

Young

Reilly

2016

AMPROC

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Social class describes individuals' possession of economic, social, and cultural capital, and their subjective social rankings relative to others (Bourdieu, 1984). As social class can be easily detected, it is quite likely that it plays a significant role in many workplace processes, such as selection. By considering the context of the hiring process, my dissertation explores the impact of social class from the perspective of hiring managers. First, I conducted a construct clarity study to clarify the multidimensional nature of the construct of social class. Second, using the factors found from my construct clarity study, I developed applicant stimulus materials (e.g., referral email, resume, video interviews) representative of three stages of the hiring process (e.g., acquiring, screening, and interviewing). Stimulus materials were presented to 78 participants in the acquiring stage, 105 participants in the screening stage, and 220 participants in the interviewing stage. Results of this dissertation find that hiring managers' perceptions of applicant P-O fit are influenced by applicants' social class. These effects are found during the acquiring stage and decrease in significance and prevalence as the hiring process progresses. Implications to research and practice as well as future directions for continued research on social class in the management literature are presented.ii The Impact of Social Class in the Hiring Process

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The employment interview: A review of current studies and directions for future research

Cited by 216 publications

References 123 publications

Training Success for U.S. Air Force Special Operations and Combat Support Specialties: An Analysis of Recruiting, Screening, and Development Processes

Training Success for U.S. Air Force Special Operations and Combat Support Specialties: An Analysis of Recruiting, Screening, and Development Processes

Bias Wawancara: Perbedaan Teknik Wawancara (Situational dan Behavioral) dalam Hal Penilaian Wawancara Kerja

The Impact of Social Class in the Hiring Process

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