Abstract
Interviews are a popular method of selection. They allow a two-way exchange between the organisation and the candidate so that both can gather and give information. As such, the emphasis is on gaining ‘evidence’ about whether the candidate is suitable for the job and whether the job is suitable for the candidate. The type of interview is also important as structured interviews, using pre-planned job-related questions, are better predictors of a candidate’s subsequent behaviour than those which are ad hoc or have little structure (Cooper and Robertson, 1995). An interview can also act as a public relations exercise for the organisation, as candidates will form an impression of the organisation from such interactions. Both parties usually want and expect some form of interview so that they can meet each other face to face. They feel that it brings a personal element to the selection process (Anderson and Shackleton, 1993).
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References and Further Reading
Anderson, N. and Shackleton, V. (1993) Successful Selection Interviewing. Blackwell, Oxford.
Cooper, C. and Robertson, I.T. (1995) The Psychology of Personnel Selection: A Quality Approach. Routledge, London.
Fletcher, C. (1981) Facing the Interview: A Guide to Self-Preparation and Presentation. Unwin Paperbacks, London.
Rae, L. (1988) The Skills of Interviewing: A Guide for Managers and Trainers. Gower, Aldershot.
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© 1999 Carolyn Axtell
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Axtell, C. (1999). Interviewing. In: The Experience of Managing. Palgrave Macmillan, London. https://doi.org/10.1007/978-1-349-27328-7_14
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DOI: https://doi.org/10.1007/978-1-349-27328-7_14
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