Job interview - Knowledge

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note that when a non-visible disability is disclosed near the end of the interview, applicants were rated more negatively than early disclosing and non-disclosing applicants. Therefore, it is possible that interviewers feel individuals who delay disclosure may do so out of shame or embarrassment. In addition, if the disability is disclosed after being hired, employers may feel deceived by the new hire and reactions could be less positive than would have been in the interview. If applicants want to disclose their disability during the interview, research shows that a disclosure and/or discussion earlier in the interview approach may afford them some positive interview effects. The positive effects, however, are preceded by the interviewers perception of the applicants’ psychological well-being. That is, when the interviewer perceives the applicant is psychologically well and/or comfortable with his or her disability, there can be positive interviewer effects. In contrast, if the interviewer perceives the applicant as uncomfortable or anxious discussing the disability, this may either fail to garner positive effect or result in more negative interview ratings for the candidate. Caution must again be taken when applying these research findings to other types of disabilities not investigated in the studies discussed above. There are many factors that can influence the interview of an applicant with a disability, such as whether the disability is physical or psychological, visible or non-visible, or whether the applicant is perceived as responsible for the disability or not. Therefore, applicants should make their own conclusions about how to proceed in the interview after comparing their situations with those examined in the research discussed here.

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organization. Within the more formal coaching programs, there are two general types of coaching. One type of coaching is designed to teach interviewees how to perform better in the interview by focusing on how to behave and present themselves. This type of coaching is focused on improving aspects of the interview that are not necessarily related to the specific elements of performing the job tasks. This type of coaching could include how to dress, how to display nonverbal behaviors (head nods, smiling, eye contact), verbal cues (how fast to speak, speech volume, articulation, pitch), and impression management tactics. Another type of coaching is designed to focus interviewees on the content specifically relevant to describing one's qualifications for the job, in order to help improve their answers to interview questions. This coaching, therefore, focuses on improving the interviewee's understanding of the skills, abilities, and traits the interviewer is attempting to assess, and responding with relevant experience that demonstrates these skills. For example, this type of coaching might teach an interviewee to use the STAR approach for answering behavioral interview questions.

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information, in order to determine whether the applicant has the skills, abilities, and traits believed by the organization to be indicators of successful job performance. Research has shown that how well an applicant does in the interview can be enhanced with coaching. The effectiveness of coaching is due, in part, to increasing the interviewee's knowledge, which in turn results in better interview performance. Interviewee knowledge refers to knowledge about the interview, such as the types of questions that will be asked, and the content that the interviewer is attempting to assess. Research has also shown that coaching can increase the likelihood that interviewers using a structured interview will accurately choose those individuals who will ultimately be most successful on the job (i.e., increase reliability and validity of the structured interview). Additionally, research has shown that interviewees tend to have positive reactions to coaching, which is often an underlying goal of an interview. Based on research thus far, the effects of coaching tend to be positive for both interviewees and interviewers.

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disabilities for which the causes are perceived to be out of the individual's control (e.g., physical birth defect). A physical disability often results in higher interviewer ratings than psychological (e.g., mental illness) or sensory conditions (e.g., Tourette Syndrome). In addition, there are differences between the effects of disclosing disabilities that are visible (e.g., using a wheelchair) and non-visible (e.g., Epilepsy) during the interview. When applicants had a non-visible disability and disclosed their disability early in the interview they were not rated more negatively than applicants who did not disclose. In fact, they were liked more than the applicants who did not disclose their disability and were presumed not disabled. Interviewers tend to be impressed by the honesty of the disclosure. Strong caution needs to be taken with applying results from studies about specific disabilities, as these results may not apply to other types of disabilities. Not all disabilities are the same and more research is needed to find whether these results are relevant for other types of disabilities.

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often report that interviewers react nervously and insecurely, which leads such applicants to experience anxiety and tension themselves. The interview is felt to be the part of the selection process where covert discrimination against applicants with disabilities can occur. Many applicants with disabilities feel they cannot disclose (i.e., inform potential employer of disability) or discuss their disability because they want to demonstrate their abilities. If the disability is visible, then disclosure will inevitably occur when the applicant meets the interviewer, so the applicant can decide if they want to discuss their disability. If an applicant has a non-visible disability, however, then that applicant has more of a choice in disclosing and discussing. In addition, applicants who were aware that the recruiting employer already had employed people with disabilities felt they had a more positive interview experience. Applicants should consider if they are comfortable with talking about and answering questions about their disability before deciding how to approach the interview.

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regarded by others as being disabled, or has a physical or mental impairment that is not transitory (lasting or expected to last six months or less) and minor. In order to be covered under this Act, the individual must be qualified for the job. A qualified individual is "an individual with a disability who, with or without reasonable accommodation, can perform the essential functions of the employment position that such individual holds or desires." Unless the disability poses an "undue hardship," reasonable accommodations must be made by the organization. "In general, an accommodation is any change in the work environment or in the way things are customarily done that enables an individual with a disability to enjoy equal employment opportunities." Examples of reasonable accommodations are changing the workspace of an individual in a wheelchair to make it more wheelchair accessible, modifying work schedules, and/or modifying equipment. Employees are responsible for asking for accommodations to be made by their employer.

864:(IM; when you intend or do not intend to influence how favorably you are seen during interactions). Impression management can be either honest or deceptive. Honest IM tactics are used to frankly describe favorable experiences, achievements and job-related abilities. Deceptive IM tactics are used to embellish or create an ideal image for the job in question. Honest IM tactics such as self-promotion (positively highlighting past achievements and experiences) may be considered necessary by interviewers in the interview context. Consequently, candidates who do not use these tactics may be viewed as disinterested in the job. This can lead to less favorable ratings. Faking can then be defined as "deceptive impression management or the intentional distortion of answers in the interview in order to get better interview ratings and/or otherwise create favorable perceptions". Thus, faking in the employment interview is intentional, deceptive, and aimed at improving perceptions of performance. 799:

nonverbal behaviors may also affect interviewer judgments. Nonverbal behaviors can be divided into two main categories: vocal cues (e.g., articulation, pitch, fluency, frequency of pauses, speed, etc.) and visual cues (e.g., smiling, eye contact, body orientation and lean, hand movement, posture, etc.). Oftentimes physical attractiveness is included as part of nonverbal behavior as well. There is some debate about how large a role nonverbal behaviors may play in the interview. Some researchers maintain that nonverbal behaviors affect interview ratings a great deal, while others have found that they have a relatively small impact on interview outcomes, especially when considered with applicant qualifications presented in résumés. The relationship between nonverbal behavior and interview outcomes is also stronger in structured interviews than in unstructured interviews, and stronger when interviewees’ answers are of high quality.

401:: The pre-interview phase encompasses the information available to the interviewer beforehand (e.g., resumes, test scores, social networking site information) and the perceptions interviewers form about applicants from this information prior to the actual face-to-face interaction between the two individuals. In this phase, interviewers are likely to already have ideas about the characteristics that would make a person ideal or qualified for the position. Interviewers also have information about the applicant usually in the form of a resume, test scores, or prior contacts with the applicant. Interviewers then often integrate information that they have on an applicant with their ideas about the ideal employee to form a pre-interview evaluation of the candidate. In this way, interviewers typically have an impression even before the actual face-to-face interview interaction. Nowadays with 820:

how suitable an applicant is for the job. Once individuals are categorized as attractive or unattractive, interviewers may have expectations about physically attractive and physically unattractive individuals and then judge applicants based on how well they fit those expectations. As a result, it typically turns out that interviewers will judge attractive individuals more favorably on job-related factors than they judge unattractive individuals. People generally agree on who is and who is not attractive and attractive individuals are judged and treated more positively than unattractive individuals. For example, people who think another is physically attractive tend to have positive initial impressions of that person (even before formally meeting them), perceive the person to be smart, socially competent, and have good social skills and general mental health.

1086:, meta-analytic results have shown that when compared to unstructured interviews, structured interviews have higher validities, with values ranging from .20-.57 (on a scale from 0 to 1), with validity coefficients increasing with higher degrees of structure. That is, as the degree of structure in an interview increases, the more likely interviewers can successfully predict how well the person will do on the job, especially when compared to unstructured interviews. In fact, one structured interview that included a) a predetermined set of questions that interviewers were able to choose from, and b) interviewer scoring of applicant answers after each individual question using previously created benchmark answers, showed validity levels comparable to cognitive ability tests (traditionally one of the best predictors of job performance) for entry-level jobs. 405:, interviewers have an even larger amount of information available on some candidates. For example, interviewers can obtain information from search engines (e.g. Google, Bing, Yahoo), blogs, and even social networks (e.g. Linkedin, Facebook, Twitter). While some of this information may be job-related, some of it may not be. In some cases, a review of Facebook may reveal undesirable behaviors such as drunkenness or drug use. Despite the relevance of the information, any information interviewers obtain about the applicant before the interview is likely to influence their impression of the candidate. Furthermore, researchers have found that what interviewers think about the applicant before the interview (pre-interview phase) is related to how they evaluate the candidate after the interview, despite how the candidate may have performed during the interview. 781:

mediums. Thus, in the job interview context, a face-to-face interview would be more media-rich than a video interview due to the amount of data that can be more easily communicated. Verbal and nonverbal cues are read more in the moment and in relation to what else is happening in the interview. A video interview may have a lag between the two participants. Poor latency can influence the understanding of verbal and nonverbal behaviors, as small differences in the timing of behaviors can change their perception. Likewise, behaviors such as eye contact may not work as well. A video interview would be more media-rich than a telephone interview due to the inclusion of both visual and audio data. Thus, in a more media-rich interview, interviewers have more ways to gather, remember, and interpret the data they gain about the applicants.

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consistent with media richness theory. Applicants’ interview scores and hiring ratings have been found to be worse in phone and video interviews than in face-to-face interviews. Applicants are also seen as less likable and were less likely to be endorsed for jobs in interviews using video. Applicants have had a say too. They think that interviews using technology are less fair and less job-related. From the interviewers’ view, there are difficulties for the interviewer as well. Interviewers are seen as less friendly in video interviews. Furthermore, applicants are more likely to accept a job after a face-to-face interview than after a telephone or video interview. Due to these findings, companies should weigh the costs and benefits of using technology over face-to-face interviews when deciding on selection methods.

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fair. Men and women high in Machiavellianism may use different tactics to influence interviewers. In one study, which examined how much applicants allowed the interviewers to direct the topics covered during the interview, women high in Machiavellianism tended to allow interviewers more freedom to direct the content of the interview. Men high in Machiavellianism, on the other hand, gave interviewers the least amount of freedom in directing the content of the interview. Men high in Machiavellianism were also more likely to make up information about themselves or their experiences during job interviews. Thus, while individuals high in Machiavellianism may appear to do well in interviews, this seems to be largely because they give untrue responses and because they want to control interpersonal interactions.

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making it extremely difficult to tease out the specific constructs measured during the interview. Reducing the number of constructs the interview is intended to assess may help mitigate this issue. Moreover, of practical importance is whether the interview is a better measure of some constructs in comparison to paper and pencil tests of the same constructs. Indeed, certain constructs (mental ability and skills, experience) may be better measured with paper and pencil tests than during the interview, whereas personality-related constructs seem to be better measured during the interview in comparison to paper and pencil tests of the same personality constructs. In sum, the following is recommended: Interviews should be developed to assess the job-relevant constructs identified in the job analysis.

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and pencil test: It would be considered unfair if every test taker were given different questions and a different number of questions on an exam, or if their answers were each graded differently. Yet this is exactly what occurs in an unstructured interview; interviewers decide the number and content of questions, rate responses using whatever strategy they want (e.g., relying on intuition, or using overall ratings at the end of the interview rather than after each time the applicant responds), and may score some applicants more harshly than others. Thus, interviewers who do not consider at least a moderate amount of structure may make it hard for an organization's interview to effectively select candidates that best fit the work needs of the organization.

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attending to what applicants are saying and how they are acting, taking notes, rating applicant responses to questions, and managing what they say and how they act. Interviewing more than one applicant at a time makes it more challenging for the interviewer. This can negatively affect that interviewer and his/her job as an interviewer. Another problem with group interviews is that applicants who get questioned later in the interview have more of a chance to think about how to answer the questions already asked by the interviewer. This can give applicants questioned later in the interview an advantage over the earlier-questioned applicants. These problems can make it less likely for group interviews to accurately predict who will perform well on the job.

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Best practices include basing both types of questions on "critical incidents" that are required to perform the job but they differ in their focus (see below for descriptions). Critical incidents are relevant tasks that are required for the job and can be collected through interviews or surveys with current employees, managers, or subject matter experts. One of the first critical incidents techniques ever used in the United States Army asked combat veterans to report specific incidents of effective or ineffective behavior of a leader. The question posed to veterans was "Describe the officer's actions. What did he do?" Their responses were compiled to create a factual definition or "critical requirements" of what an effective combat leader is.

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included in that interview. Overall, the interview can be standardized both with regard to the content (i.e., what questions are asked) and to the evaluative process (i.e., how the applicants’ responses to the questions are scored). When an interview is standardized, it increases the likelihood that an interviewee's ratings are due to the quality of his/her responses instead of non-job-related and often distracting factors, such as appearance. Interview structure is more appropriately thought to be on a continuum, ranging from completely unstructured to fully structured. However, the structure is often treated as having only two categories (that is, structured vs. unstructured), which many researchers believe to be too simple of an approach.

426:: After the interview is conducted, the interviewer must form an evaluation of the interviewee's qualifications for the position. The interviewer most likely takes into consideration all the information, even from the pre-interview phase, and integrates it to form a post-interview evaluation of the applicant. In the final stage of the interview process, the interviewer uses his/her evaluation of the candidate (i.e., in the interview form ratings or judgment) to make a final decision. Sometimes other selection tools (e.g., work samples, cognitive ability tests, personality tests) are used in combination with the interview to make final hiring decisions; however, interviews remain the most commonly used selection device in North America. 387: 1450:

interviewer from a tight culture might view the normal behaviors of a loose cultured interviewee as signs of a poor moral character despite the behavior being normal. As such, differences between the tightness-looseness of the interviewer's and interviewee's home countries can introduce method bias, negatively affecting the interviewer's assessment of the interviewee's answers and behaviors. First construct bias must be measured by comparing groups of persons from distinct cultures and comparing if any real differences are discovered. The information on those differences can be used to make the adjustments needed to allow the construct to measure what it is intended to measure in people from different cultures.

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employers to discriminate against applicants based on the following: race, color, sex (including pregnancy), national origin, age (40 or over), disability, or genetic information (note: additional classes may be protected depending on state or local law). More specifically, an employer cannot legally "fail or refuse to hire or to discharge any individual, or otherwise discriminate against any individual with respect to his compensation, terms, conditions, or privilege of employment" or "to limit, segregate, or classify his employees or applicants for employment in any way which would deprive or tend to deprive any individual of employment opportunities or otherwise adversely affect his status as an employee."

170:: Interview questions are generally designed to tap applicant attributes that are specifically relevant to the job for which the person is applying. The job-relevant applicant attributes that the questions purportedly assess are thought to be necessary for successful performance on the job. The job-relevant constructs that have been assessed in the interview can be classified into three categories: general traits, experiential factors, and core job elements. The first category refers to relatively stable applicant traits. The second category refers to job knowledge that the applicant has acquired over time. The third category refers to the knowledge, skills, and abilities associated with the job. 1470:

divide a problem and analyze it piece by piece. Likewise, there are differences between individualist and collectivist cultures in the types of answers they chose. When given a series of options, individualists tend to choose the task-oriented option that involves direct communication with others. Yet collectivists choose the option that sees group harmony and protecting or saving face for others as more important. These differences can introduce method bias when interviewers evaluate or score how the applicant did in the interview. This is why it is important to understand how and why the best answer in one culture is not the best elsewhere. It might even be completely wrong.

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their answers, and trust their judgment about whether the person is a good candidate for the job. Unstructured interviews allow interviewers to do so more freely. Research suggests, however, that unstructured interviews are actually highly unreliable, or inconsistent between interviews. That means that two interviewers who conduct an interview with the same person may not agree and see the candidate the same way even if they were in the same interview with that applicant. Often interviewers who conduct unstructured interviews fail to identify the high-quality candidates for the job. See the section on interview structure issues for a more in-depth discussion.

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interview was fair. A 2006 study found conflicting findings. These include that applicants in a group interview who were questioned later in the interview gave more complete and higher quality responses and that group interviews were seen as not fair. They also found that group interviews were not as effective as one-on-one interviews. Further research needs to be conducted to more extensively evaluate the group interview's usefulness for various purposes. This research needs to be done across various domains outside of the education sector. Research also needs to clarify conflicting findings by determining in which situations study results can be applied.

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many structure elements must be included before the interview can be considered ‘structured.’ Some researchers argue that including at least some, but not all, elements into the interview should be considered “semi-structured.” Others have attempted to create levels of structure, such as Huffcutt, Culbertson, and Weyhrauch's four levels of structure, which point to varying degrees of standardization in each level. Despite being difficult to say exactly what a structured interview is, structured interviews are widely seen as more preferred over unstructured interviews by organizations if an accurate and consistent measure of an applicant is desired.

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could happen is if the behaviors a person displays, that go with that construct, are viewed differently in different cultures. It could also be the extent to which the construct even exists in their country. For example, the Multidimensional Work Ethic Profile (MWEP), is a scale demonstrated to work across many countries. However, in China the MWEP concept/dimension of Leisure has been shown to have poor equivalence with other countries, and may be a culturally inappropriate assessment due to the Confucian concept of hard work without leisure. Research has shown that differences in the levels of established cross-cultural constructs such as

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agree with all questions with a positive meaning. People also have been found to show different attitudes towards answers on the extreme high and low end of a set of options (extremely agree or extremely disagree). In some cases, people from different cultures may just be unfamiliar with a word (term, concept, context) or with a type of question. Another research study found that self and other reports of conscientiousness failed to relate with expected job behaviors across cultures, demonstrating that one of the most predictive constructs in the USA is tied to aspects of USA culture that may not be present in a different type of culture.

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For example, some research has found a leniency effect (i.e., applicants with disabilities receive higher ratings than equally qualified non-disabled applicants) in ratings of applicants with disabilities Other research, however, has found there is a disconnect between the interview score and the hiring recommendation for applicants with disabilities. That is, even though applicants with disabilities may have received a high interview score, they are still not recommended for employment. The difference between ratings and hiring could be detrimental to a company because they may be missing an opportunity to hire a qualified applicant.

411:: The interview phase entails the actual conduct of the interview, the interaction between the interviewer and the applicant. Initial interviewer impressions about the applicant before the interview may influence the amount of time an interviewer spends in the interview with the applicant, the interviewer's behavior and questioning of the applicant, and the interviewer's post-interview evaluations. Pre-interview impressions also can affect what the interviewer notices about the interviewee, recalls from the interview, and how an interviewer interprets what the applicant says and does in the interview. 1345:

companies consider hiring applicants with criminal history a liability. For instance, if a company hired someone with an assault charge and that person later assaulted another employee or vendor, some people would say that the company was liable or legally responsible for not maintaining a safe work environment. Although the legalities are more complex, this potential responsibility an organization may carry often is a reason why many companies conduct criminal background checks. When making hiring decisions that somewhat depend on one's criminal background, employers must consider the following:

432:: Although the description of the interview process above focuses on the perspective of the interviewer, job applicants also gather information on the job and/or organization and form impressions prior to the interview. The interview is a two-way exchange and applicants are also making decisions about whether the company is a good fit for them. Essentially, the process model illustrates that the interview is not an isolated interaction, but rather a complex process that begins with two parties forming judgments and gathering information, and ends with a final interviewer decision. 987:

displaying likable cues, which lead to more positive first impressions, regardless of their long-term likability or job performance. Upon first meeting narcissists, people often rate them as more agreeable, competent, open, entertaining, and well-adjusted. Narcissists also tend to be neater and flashier dressers, display friendlier facial expressions, and exhibit more self-assured body movements. Importantly, while narcissistic individuals may rate their own job performance more favorably, studies show that narcissism is not related to job performance.

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attractive to those in charge of hiring staff within organizations. Unlike narcissists, psychopaths are better able to create long-lasting favorable first impressions, though people may still eventually see through their facades. Psychopaths’ undesirable personality traits may be easily misperceived by even skilled interviewers. For instance, their irresponsibility may be misconstrued by interviewers as risk-taking or entrepreneurial spirit. Their thrill-seeking tendencies may be conveyed as high energy and enthusiasm for the job or work. Their

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the United States and internationally. Research shows that pregnant applicants compared to non-pregnant applicants are less likely to be recommended for hire. Interviewers appear concerned that pregnant applicants are more likely than non-pregnant applicants to miss work and even quit. Organizations who wish to reduce potential discrimination against pregnant applicants should consider implementing structured interviews, although some theoretical work suggests interviewers may still show biases even in these types of interviews.

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situation, such as a job interview, which requires quick thinking and responding. Similarly, someone with strong social skills may perform better in a job interview, as well as in other social situations, because they understand how to act correctly. Thus, when an applicant performs well in an interview due to higher general mental abilities or better social skills, it is not necessarily undesirable, because they may also perform better when they are faced with situations on the job in which those skills would be valuable.

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individuals' suitability, applicants reactions are important as those who react negatively to the selection process are more likely to withdraw from the selection process. They are less likely to accept a job offer, apply on future occasions, or to speak highly of the organization to others and to be a customer of that business. Compared to other selection methods, such as personality or cognitive ability tests, applicants, from different cultures may have positive opinions about interviews.

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interviews. In some cases, prior experience as an interviewer leads them to use more of the information provided by the applicant to decide if an applicant is right for the job intelligence. In other cases, the experience of the interviewer did not help them make more accurate decisions. One reason for the different results could be the type of experience the interviewer had. Also, other differences in the interviewer, such as personality or intelligence, could be a reason why results vary.

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several researchers, attractiveness may not be the most influential determinant of personnel decisions but may be a deciding factor when applicants possess similar levels of qualifications. In addition, attractiveness does not provide an advantage if the applicants in the pool are of high quality, but it does provide an advantage in increased hiring rates and more positive job-related outcomes for attractive individuals when applicant quality is low and average.

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interviewer. Alternatively, interviewees who perceive an interviewer believes they are qualified for the job may feel more at ease and comfortable during the exchange, and consequently, actually perform better in the interview. Because of the dynamic nature of the interview, the interaction between the behaviors and thoughts of both parties is a continuous process whereby information is processed and informs subsequent behavior, thoughts, and evaluations.

295:), thus, their influence on interview ratings should be minimized or excluded. In fact, there are laws in many countries that prohibit consideration of many of these protected classes of people when making selection decisions. Using structured interviews with multiple interviewers coupled with training may help reduce the effect of the following characteristics on interview ratings. The list of job-irrelevant interviewer biases is presented below. 674:

assertiveness because in such a group setting the applicant will be surrounded by other applicants who also want to get the job. Group interviews can be less costly than one-on-one or panel interviews, especially when many applicants need to be interviewed in a short amount of time. In addition, because fewer interviewers are needed, fewer interviewers need to be trained. These positive qualities of the group interview have made them more popular.

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and eye contact. Interviewers who display warm behaviors, such as smiling and leaning toward the applicant, are rated more positively than those who do not act this way or show cold behaviors. Interviewers who prefer to engage with others also tend to judge applicants more accurately. It is likely that these people are using information from their own personalities as well as how they see people in general to help them be more accurate.

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reducing the chance of a second interview compared to less anxious individuals. Speaking slowly and low assertiveness have the strongest negative impact on perceptions of interview anxiety. Thus, candidates who experience anxiety in interviews should try to display assertive behaviors such as being dominant, professional, optimistic, attentive and confident In addition, they should speak at a consistent pace that is not unusually slow.

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to increase the number of applicants with criminal histories in the workplace. The campaign focuses on how discrimination in the recruiting phase of selection makes it harder for people with criminal convictions to obtain employment. Not having employment makes it harder for people with criminal histories to support their families, and a lack of a job can lead to an increased chance of the person becoming a repeat offender.

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interviewee's nonverbal behavior make a difference with regard to which question type is the best. It is recommended to incorporate both situational and behavioral questions into the interview to get the best of both question types. The use of high-quality questions represents an element of structure and is essential to ensure that candidates provide meaningful responses reflective of their capability to perform on the job.

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countries. Applicants can be surprised by questions interviewers ask them that are not appropriate or consistent with their own cultures. For example, in Belgium and Russia, interviewers are unlikely to ask about an applicant's personal values, opinions and beliefs. Thus, USA interviewers who do ask applicants about their values can make non-USA applicants uneasy or misinterpret the reason they are not prepared.

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and lack self-discipline. Underweight individuals may also be subject to appearance-related negative treatment. Underweight, overweight and obese applicants are not protected from discrimination by any current United States laws. However, some individuals who are morbidly obese and whose obesity is due to a physiological disorder may be protected against discrimination under the Americans with Disabilities Act.

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willing to discuss his/her job related knowledge. Applicants also had an increased chance of being hired if they discussed what they learned from their experience in the justice system, as well as how they were rehabilitated, during the interview. This study found that employers preferred applicants that revealed their criminal records upfront and were willing to take responsibility for their actions.

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Bamberger, Peter; Bertolino, Marilena; Mariani, Marco; Fraccaroli, Franco; Sekiguchi, Tomoki; Onyura, Betty; Yang, Hyuckseung; Anderson, Neil; Evers, Arne; Chernyshenko, Oleksandr; Englert, Paul; Kriek, Hennie J.; Joubert, Tina; Salgado, Jesús F.; König, Cornelius J.; Thommen, Larissa A.; Chuang, Aichia; Sinangil, Handan Kepir; Bayazit, Mahmut; Cook, Mark; Shen, Winny; Sackett, Paul R. (June 2008).

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answered the interviewer's questions to the level the interviewer wanted. Interviewer behaviors that encourage fit perceptions in applicants include complimenting applicants on their resumes and thanking them for traveling to the interview. Applicants like the interviewer giving contact information if follow-up information is needed, making eye contact, and asking if the applicant was comfortable.

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out potentially unqualified candidates. Thus, more questions are devoted to Person-job fit during the initial interview stages. Once applicants have passed the initial stages, more questions are used for Person-organization fit in the final interview stages. Although there is more focus on Person-organization fit in these later stages, Person-job fit is still considered to be of greater importance.

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than describe experiences unique to them from their past. Another advantage is that situational questions allow respondents who have had no direct job experience relevant to a particular question to provide a hypothetical response. Two core aspects of the SI are the development of situational dilemmas that employees encounter on the job, and a scoring guide to evaluate responses to each dilemma.

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they do not agree on other anxiety indicators such as frequent pauses and biting or licking of lips. Trait judgments are also related to interview anxiety and can affect interviewer perceptions of anxiety. Low assertiveness has been identified as the key trait related to interview anxiety. Thus, the most important indicators of interview anxiety are slow speech rate and low assertiveness.

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Applicants may subconsciously engage in a number of behaviors that influence ratings of their performance. The applicant may have acquired these behaviors during training or from previous interview experience. These interviewee performance constructs can also be classified into three categories: social effectiveness skills, interpersonal presentation, and personal/contextual factors.

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interviews, advantages of structured interviews). It could also include a section designed to provide feedback to help the interviewee to improve their performance in the interview, as well as a section involving practice answering example interview questions. An additional section providing general interview tips about how to behave and present oneself could also be included.

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the evaluation (how the applicant is scored) the same no matter for every interviewed applicant. Specifically, researchers commonly address 15 elements that can be used to make the interview's content and evaluation process similar. An interview's degree of structure is often thought of as the extent to which these elements are included when conducting interviews.

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experiment performed in the US by Marianne Bertrand and Sendhil Mullainathan, it was noted that job applicants "with white-sounding names got 50 percent more callbacks for interviews than those with African-American-sounding names" This shows that something as simple as a person's name could be the reason they do or do not get a chance to have a job interview.

694:) whose mission is to intimidate the candidate and keep him/her off-balance. The ostensible purpose of this interview is to find out how the candidate handles stress. Stress interviews might involve testing an applicant's behavior in a busy environment. Questions about handling work overload, dealing with multiple projects, and handling conflict are typical. 739:

presentation to both the selection panel and other candidates for the same job. This is obviously highly stressful and is therefore useful as a predictor of how the candidate will perform under similar circumstances on the job. Selection processes in academic, training, airline, legal, and teaching circles frequently involve presentations of this sort.

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may not rate or score applicant responses in the same way. There are also no directions put in place regarding how the interviewer and the interviewee should interact before, during, or after the interview. Unstructured interviews essentially allow the interviewer to conduct the interview however he or she thinks is best.

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shorter and less in-depth. An increasingly common initial interview approach is the telephone interview. This is especially common when the candidates do not live near the employer and has the advantage of keeping costs low for both sides. Since 2003, interviews have been held through video conferencing software, such as

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Kashima, Y.; Kim, K.; Lempereur, A.; Marquez, P.; Othman, R.; Overlaet, B.; Panagiotopoulou, P.; Peltzer, K.; Perez-Florizno, L. R.; Ponomarenko, L.; Realo, A.; Schei, V.; Schmitt, M.; Smith, P. B.; Soomro, N.; Szabo, E.; Taveesin, N.; Toyama, M.; Van de Vliert, E.; Vohra, N.; Ward, C.; Yamaguchi, S. (27 May 2011).

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example, some research suggests that an applicant's cognitive ability, education, training, and work experiences may be better captured in unstructured interviews, whereas an applicant's job knowledge, organizational fit, interpersonal skills, and applied knowledge may be better captured in a structured interview.

143:. The job interview is considered one of the most useful tools for evaluating potential employees. It also demands significant resources from the employer, yet has been demonstrated to be notoriously unreliable in identifying the optimal person for the job. An interview also allows the candidate to assess the 1465:

is a tendency to give a socially acceptable answer, even if it is a lie because we want to look good. Giving socially acceptable, but partly or completely false, answers can inflate interview scores. One simple example of socially acceptable answers is called acquiescence bias, which is a tendency to

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There are a few ways that cross-cultural differences can mess up the results of our attempts to predict job performance. The first source of error is construct bias, the possibility that the construct being measured is viewed differently by those from another culture if it exists at all. One way this

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can do less well on the job in European workplaces. But those high in Agreeableness in the USA or Japan will do better on the job as measured on the same criteria. In some cases the structured Behavior Description Interview (BDI) that predicts who will do well on the job in some countries, from their

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Discrimination against pregnant applicants is illegal under the Pregnancy Discrimination Act of 1978, which views pregnancy as a temporary disability and requires employers to treat pregnant applicants the same as all other applicants. Yet, discrimination against pregnant applicants continues both in

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Job applicants who are underweight (to the point of emaciation), overweight or obese may face discrimination in the interview. The negative treatment of overweight and obese individuals may stem from beliefs that weight is controllable and those who fail to control their weight are lazy, unmotivated,

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is a campaign to remove the question about criminal history from job applications as an opportunity to give people with criminal histories a reasonable chance in the employment selection process. By allowing applicants to be interviewed before disclosing their criminal histories, this campaign seeks

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Some practical implications for job interviews for applicants with disabilities include research findings that show there are no differences in interviewer responses to a brief, shorter discussion or a detailed, longer discussion about the disability during the interview. Applicants, however, should

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Another issue in interview anxiety is gender differences. Although females report being more anxious than males in interviews, their anxiety is not as readily detected as that for males. This can be explained by the Sex-Linked Anxiety Coping Theory (SCT). This theory suggests that females cope better

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Research has identified five dimensions of interview anxiety: communication anxiety, social anxiety, performance anxiety, behavioral anxiety and appearance anxiety. Further research shows that both the interviewer and applicant agree that speaking slowly is a clear sign of interview anxiety. However,

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The 'friendliness' of the interviewer may be equated to fairness of the process and improve the likelihood of accepting a job offer, and face-to-face interviews compared to video conferencing and telephone interviews. In video conferencing interviews the perception of the interviewer may be viewed as

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Interview design can influence applicants' positive and negative reactions, though research findings on applicants preferences for structured compared to unstructured interviews appear contradictory. Applicants' negative reactions to structured interviews may be reduced by providing information about

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is moderately related to structured interview ratings and strongly related to structured interviews using behavioral description and situational judgment interview questions, because they are more cognitively intensive interview types. Other individual differences between people, such as extraversion

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As important as it is to understand how physical attractiveness can influence the judgments, behaviors, and final decisions of interviewers, finding ways to decrease potential bias in the job interview is equally important. Conducting structured interview with elements is one possible way to decrease

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as part of the selection process. One stress technique is to tell the applicant that they have 20 minutes to prepare a presentation, and then come back to the room five minutes later and demand that the presentation be given immediately. The "Platform Test" method involves having the candidate make a

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Another type of stress interview may involve only a single interviewer who behaves in an uninterested or hostile manner. For example, the interviewer may not make eye contact, may roll his eyes or sigh at the candidate's answers, interrupt, turn his back, take phone calls during the interview, or ask

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The unstructured interview, or one that does not include a good number of standardization elements, is the most common interview form today. Unstructured interviews are typically seen as free-flowing; the interviewer can swap out or change questions as he/she feels is best, and different interviewers

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The Interviewer can discourage fit perceptions by how they act during an interview as well. The biggest negative behavior for applicants was the interviewer not knowing information about their organization. Without information about the organization, applicants cannot judge how well they fit. Another

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In a single-stage interview, both fits are assessed during a single interview. Interviewers still put more weight on Person-job fit questions over the Person-organization questions in these situations as well. Again, Person-job fit questions are used to screen out and reduce the number of applicants.

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For example, in the West, applicants prefer to eliminate details and focus on the larger issue, tending towards a comprehensive evaluation starting from individual elements and then moving towards the whole. In Japan, a respondent would go from the general to the specific in answering, preferring to

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Employers are using social networking sites like Facebook and LinkedIn to obtain additional information about job applicants. While these sites may be useful to verify resume information, profiles with pictures also may reveal much more information about the applicant, including issues pertaining to

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The type of questions asked can affect applicant reactions. General questions are viewed more positively than situational or behavioral questions and 'puzzle' interview questions may be perceived as negative being perceived unrelated to the job, unfair, or unclear how to answer. Using questions that

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The personality of the interviewer may also affect the ratings they give applicants. There are many ways that personality and social skills can impact one's ability to be a good judge or interviewer. Some of the specific social skills good judges display are warmth, interest in engaging with others,

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There are many differences among interviewers that may affect how well they conduct an interview and make decisions about applicants. A few of them are how much experience they have as an interviewer, their personality, and intelligence. To date, it is not clear how experience affects the results of

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may be more willing and more skilled at faking and less likely to give honest answers during interviews. Individuals high in Machiavellianism have stronger intentions to use faking in interviews compared to psychopaths or narcissists and are also more likely to see the use of faking in interviews as

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Applicants’ verbal responses and their nonverbal behavior may convey some of the same information about the applicant. However, despite any shared information between content and nonverbal behavior, it is clear that nonverbal behaviors do predict interview ratings to an extent beyond the content of

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This kind of interview focuses on problem solving and creativity. The questions aim at the interviewee's problem-solving skills and likely show their ability in solving the challenges faced in the job through creativity. Technical interviews are being conducted online at progressive companies before

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Situational interview questions ask job applicants to imagine a set of circumstances and then indicate how they would respond in that situation; hence, the questions are future-oriented. One advantage of situational questions is that all interviewees respond to the same hypothetical situation rather

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Multiple research studies have shown that using these elements to design the interview increases the interview's ability to identify high-performing individuals. As mentioned, the structure of an interview is on a scale that ranges from unstructured to structured, but it remains unclear which or how

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Interview structure is the degree to which interviews are identical and conducted the same across applicants. Also known as guided, systematic, or patterned interviews, structured interviews aim to make both the content (the information addressed as well as the administration of the interaction) and

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effect. For example, interviewees who feel the interviewer does not think they are qualified may be more anxious and feel they need to prove they are qualified. Such anxiety may hamper how well they actually perform and present themselves during the interview, fulfilling the original thoughts of the

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Despite fit being a concern among organizations, how to determine fit and the types of questions to use varies. When interview fit questions were examined, only 4% of the questions used in interviews were similar across the majority of organizations. 22% of questions were commonly used by recruiters

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One cultural difference in the job interview is in the type of questions applicants will expect and not expect to be asked. Interviewers outside the USA often ask about family, marital status, and children. These types of questions are usually not allowed by USA job laws but are acceptable in other

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Another note to add to this article, is the idea of how discrimination within a workplace/job interview can affect a person's health and wellbeing. A person that is looking to find a job, no matter the industry, should not have to worry about whether or not they are a good candidate because of what

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The job interview is a tool used to measure constructs or overall characteristics that are relevant for the job. Oftentimes, applicants will receive a score based on their performance during the interview. Research has found different findings based on interviewers’ perceptions of the disability.

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Given these laws, organizations are limited in the types of questions they legally are allowed to ask applicants in a job interview. Asking these questions may cause discrimination against protected classes, unless the information is considered a Bona Fide Occupational Qualification. For example,

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As discussed previously, interviews with more structure are considered best practice, as they tend to result in much better decisions about who will be a good performing employee than interviews with less structure. Structure in an interview can be compared to the standardization of a typical paper

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There is extant data which puts into question the value of job interviews as a tool for selecting employees. Where the aim of a job interview is ostensibly to choose a candidate who will perform well in the job role, other methods of selection provide greater predictive power and often lower costs.

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In recent years, companies in other sectors like Design, Architecture, Marketing, Advertising, Finance, and Strategy have adopted a similar approach to interviewing candidates. Technology has transformed the Case-based and Technical interview process from a purely private in-person experience to an

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Regardless of the interview structure, there are several types of questions interviewers ask applicants. Two major types that are used frequently and that have extensive empirical support are situational questions and behavioral questions (also known as patterned behavioral description interviews).

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Person-job fit and Person-organization fit have different levels of importance at different stages of a multi-stage interview proves. Despite this, Person-job fit is considered of the highest importance throughout the entire process. Organizations focus more on job-related skills early on to screen

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are the most commonly measured variables when interviewers assess Person-job fit. In one survey, all interviewers reported that their organization measures KSAOs to determine Person-job fit. The same study found that all interviewers used personality traits and 65% of the interviewers used personal

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Further, interviews are typically designed to assess a number of constructs. Given the social nature of the interview, applicant responses to interview questions and interviewer evaluations of those responses are sometimes influenced by constructs beyond those the questions were intended to assess,

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Gelfand, M. J.; Raver, J. L.; Nishii, L.; Leslie, L. M.; Lun, J.; Lim, B. C.; Duan, L.; Almaliach, A.; Ang, S.; Arnadottir, J.; Aycan, Z.; Boehnke, K.; Boski, P.; Cabecinhas, R.; Chan, D.; Chhokar, J.; D'Amato, A.; Ferrer, M.; Fischlmayr, I. C.; Fischer, R.; Fulop, M.; Georgas, J.; Kashima, E. S.;

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Although this article does discuss some issues of job applicant discrimination, there could be many more types and factors of discrimination in the workplace than noted here. The most common types of discrimination within the workplace are ethnic and gender/sexual orientation discrimination. In an

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Although not much research has been conducted to examine whether applicants should talk about their criminal histories or not, a 2012 study found that employers were more likely to hire someone with a criminal record if the applicant made face-to-face contact with the employer and was prepared and

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A second issue in interview research deals with the applicants’ with disabilities reactions to the interview and applicant perceptions of the interviewers. Applicants with disabilities and able-bodied applicants report similar feelings of anxiety towards an interview. Applicants with disabilities

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The mental ability of interviewers may play a role in how good they are as interviewers. Higher mental ability is important because, during the interview, a lot of information needs to be processed – what the applicant said, what they meant, what it means for how they can do the job, etc. Research

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A coaching program might include several sections focusing on various aspects of the interview. It could include a section designed to introduce interviewees to the interview process, and explain how this process works (e.g., administration of interview, interview day logistics, different types of

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Within the business domain, physically attractive individuals have been shown to have an advantage over unattractive individuals in numerous ways, that include, but are not limited to, perceived job qualifications, hiring recommendations, predicted job success, and compensation levels. As noted by

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To hire the best applicants for the job, interviewers form judgments, sometimes using applicants’ physical attractiveness. That is, physical attractiveness is usually not necessarily related to how well one can do the job, yet has been found to influence interviewer evaluations and judgments about

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There are many types of interviews that organizations can conduct. What is the same across all interview types, however, is the idea of interview structure. How much an interview is structured, or developed and conducted the same way across all applicants, depends on the number of certain elements

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As interviews are typically conducted face-to-face, over the phone, or through video conferencing (e.g. Skype), they are a social interaction between at least two individuals. Thus, the behavior of the interviewer during the interview likely "leaks" information to the interviewee. That is, you can

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There is also item bias introduced by the actual items or questions in an interview. Poor item translation can be a problem. This might be incorrectly translating the same item to another language such as in an organization that hires both English and Spanish-speaking employees. Or it might be in

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Applicants with disabilities may be concerned with the effect that their disability has on both interview and employment outcomes. Research has concentrated on four key issues: how interviewers rate applicants with disabilities, the reactions of applicants with disabilities to the interview, the

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protects qualified individuals who currently have or in the past have had a physical or mental disability (current users of illegal drugs are not covered under this Act). A person is covered if he has a disability that substantially limits a major life activity, has a history of a disability, is

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Interview anxiety refers to having unpleasant feelings before or during a job interview. It also reflects the fear of partaking in an interview. Job candidates may feel this increased sense of anxiety because they have little to no control over the interview process. It could also be because they

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typically perform well at job interviews, with narcissists receiving more favorable hiring ratings from interviewers than individuals who are not narcissists. Even more experienced and trained raters evaluate narcissists more favorably. This is perhaps because interviews are one of the few social

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An abundance of information is available to instruct interviewees on strategies for improving their performance in a job interview. Information used by interviewees comes from a variety of sources ranging from popular how-to books to formal coaching programs, sometimes even provided by the hiring

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states that more detailed forms of communication will be able to better convey complex information. The ability to convey this complexity allows more media-rich forms of communication to better handle uncertainty (like what can occur in an interview) than shallower and less detailed communication

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and heart rate in study subjects. The key to success for the candidate is to de-personalize the process. The interviewer is acting a role, deliberately and calculatedly trying to "rattle the cage". Once the candidate realizes that there is nothing personal behind the interviewer's approach, it is

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Previous research has found mixed results regarding whether behavioral or situational questions will best predict the future job performance of an applicant. It is likely that variables unique to each situation, such as the specific criteria being examined, the applicant's work experience, or the

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Given unstructured interviews can change based on who the interviewer might be, it is not surprising that unstructured interviews are typically preferred by interviewers. Interviewers tend to develop confidence in their ability to accurately rate interviewees, detect whether applicants are faking

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Interviewer evaluations of applicant responses also tend to be colored by how an applicant behaves in the interview. These behaviors may not be directly related to the constructs the interview questions were designed to assess, but can be related to aspects of the job for which they are applying.

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Researchers have attempted to identify interview strategies or "constructs" that can help interviewers choose the best candidate. Research suggests that interviews capture a wide variety of applicant attributes. Constructs can be classified into three categories: job-relevant content, interviewer

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Myors, Brett; Lievens, Filip; Schollaert, Eveline; Van Hoye, Greet; Cronshaw, Steven F.; Mladinic, Antonio; Rodríguez, Viviana; Aguinis, Herman; Steiner, Dirk D.; Rolland, Florence; Schuler, Heinz; Frintrup, Andreas; Nikolaou, Ioannis; Tomprou, Maria; Subramony, S.; Raj, Shabu B.; Tzafrir, Shay;

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Applicants who view the selection process more favorably tend to be more positive about the organization, and are likely to influence an organization's reputation. whereas, in contrast, anxious or uncomfortable during their interview may view an organization less favorably, causing the otherwise

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actually create a positive impression, though favorable impressions of narcissists are often short-lived. Interviewers’ initial impressions of narcissistic applicants are formed primarily on the basis of highly visible cues, which makes them susceptible to biases. Narcissists are more skilled at

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Of all of the various faking behaviors listed, ingratiation tactics were found to be the most prevalent in the employment interview, while flat out making up answers or claiming others’ experiences as one's own is the least common. However, fabricating true skills appears to be at least somewhat

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Despite the potential benefits to the group interview, there are problems with this interview format. In group interviews, the interviewer has to multitask more than when interviewing one applicant at a time. Interviewers in one-on-one interviews are already busy doing many things. These include

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The extent to which ratings of interviewee performance reflect certain constructs varies widely depending on the level of structure of the interview, the kind of questions asked, interviewer or applicant biases, applicant professional dress or nonverbal behavior, and a host of other factors. For

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In many countries laws are put into place to prevent organizations from engaging in discriminatory practices against protected classes when selecting individuals for jobs. In the United States, it is unlawful for private employers with 15 or more employees along with state and local government

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Just as physical attractiveness is a visual cue, vocal attractiveness is an auditory cue and can lead to differing interviewer evaluations in the interview as well. Vocal attractiveness, defined as an appealing mix of speech rate, loudness, pitch, and variability, has been found to be favorably

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Group interviews have not been studied as much as one-on-one interviews, but the research that has been done suggests that in the field of education group interviews can be an effective method of selection. For example, a 2016 study found that applicants for teaching jobs thought that the group

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Potential applicants also use job interviews to assess their fit within an organization. This can determine if an applicant will take a job offer when one is offered. When applicants assess their fit with an organization the experience they have during the job interview is the most influential.

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is often measured by organizations when hiring new employees. There are many types of Person-environment fit with the two most relevant for interviews being Person-job and Person-organization fit. Interviewers usually emphasize Person-job fit and ask twice as many questions about Person-job fit

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Multiple rounds of job interviews and/or other candidate selection methods may be used where there are many candidates or the job is particularly challenging or desirable. Earlier rounds sometimes called 'screening interviews' may involve less staff from the employers and will typically be much

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Treating job applicants with criminal histories differently based on their race or national origin is a disparate treatment liability. Disparate treatment is defined as intentional discrimination If employers ask about criminal convictions in the interview process, the interviewer must ask all

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Although it is illegal for employers to ask about applicants’ arrest record during an interview as a deciding factor in applicant hiring decisions, employers do have the right to obtain information about applicants’ criminal convictions before hiring, including during the interview phase. Many

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Whether anxieties come from individual differences or from the interview setting, they have important costs for job candidates. These include: limiting effective communication and display of future potential, reducing interview performance and evaluation despite potential fit for the job, and

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Applicant reactions to the interview process include specific factors such as; fairness, emotional responses, and attitudes toward the interviewer or the organization. Though the applicant's perception of the interview process may not influence the interviewer(s) ability to distinguish between

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It may not only be what you say in an interview that matters, but also how you say it (e.g., how fast you speak) and how you behave during the interview (e.g., hand gestures, eye contact). In other words, although applicants’ responses to interview questions influence interview ratings, their

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Behavioral (experience-based or patterned behavioral) interviews are past-oriented in that they ask respondents to relate what they did in past jobs or life situations that are relevant to the particular job-relevant knowledge, skills, and abilities required for success. The idea is that past

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Because of these cultural differences, more businesses are adding cross-cultural training to their HR training. The goal of cross-cultural training is to improve one's ability to adapt and judge people from other cultures. This training is a first step in ensuring the process of using the job

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Research has also demonstrated that different types of disabilities have different effects on interview outcomes. Disabilities with a negative stigma and that are perceived as resulting from the actions of the person (e.g., HIV-Positive, substance abuse) result in lower interview scores than

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Many individual difference variables may be linked to interview performance because they reflect applicants’ genuine ability to perform better in cognitively and socially demanding situations. For instance, someone with high general mental ability may perform better in a cognitively demanding

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Applicants’ nonverbal behaviors may sway interview ratings through the inferences interviewers make about the applicant based on their behavior. For instance, applicants who engage in positive nonverbal behaviors such as smiling and leaning forward are perceived as more likable, trustworthy,

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So are these new types of technology interviews better? Research on different interview methods has examined this question using media richness theory. According to the theory, interviews with more richness are expected to result in a better outcome. In general, studies have found results are

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One way to think about the interview process is as three separate, albeit related, phases: (1) the pre-interview phase which occurs before the interviewer and candidate meet, (2) the interview phase where the interview is conducted, and (3) the post-interview phase where the interviewer forms

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Applicants felt that they had the highest fit with an organization when they could add information not covered during the interview that they wanted to share. Applicants also liked when they could ask questions about the organization, and when they could ask follow-up questions to ensure they

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assessed by the interview have been found to differ across the world. For example, studies of the United States of America (USA) to Canada have found conflicting results in average levels of agreeableness in each country. People tend to use social comparison when reporting their own level of

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may be misinterpreted by interviewers as charisma. It is worth noting that psychopaths are not only accomplished liars, but they are also more likely to lie in interviews. For instance, psychopaths may create fictitious work experiences or resumes. They may also fabricate credentials such as

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Different interview characteristics also seem to impact the likelihood of faking. Faking behavior is less prevalent, for instance, in past behavioral interviews than in situational interviews, although follow-up questions increased faking behaviors in both types of interviews. Therefore, if

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A case interview is an interview form used mostly by management consulting firms and investment banks in which the job applicant is given a question, situation, problem or challenge and asked to resolve the situation. The case problem is often a business situation or a business case that the

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done by the applicants. Interviewers skew their Person-organization fit scores the more ingratiation applicants do during an interview. Applicants emphasizing similarities between them and their interviewers leads to higher Person-organization fit perceptions by the interviewers. This higher

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are readily recruited into organizations because they make a distinctly positive impression at interviews. They appear to be alert, friendly, and easy to get along with and talk to. They look like they are of good ability, emotionally well adjusted and reasonable, and these traits make them

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increase or decrease the effect of the Five Factor Model personality traits. Tight cultures have strong social norms and adherence coupled with low tolerance for behavior that deviates from those norms, and loose cultures are the opposite with weak norms and high tolerance for deviance. An

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It is useful to consider coaching in the context of the competing goals of the interviewer and interviewee. The interviewee's goal is typically to perform well (i.e. obtain high interview ratings), in order to get hired. On the other hand, the interviewer's goal is to obtain job-relevant

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Interviewees may differ on any number of dimensions commonly assessed by job interviews and evidence suggests that these differences affect interview ratings. Many interviews are designed to measure some specific differences between applicants, or individual difference variables, such as

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In the group interview, multiple applicants are interviewed at one time by one or more interviewers. This type of interview can be used for selection, promotion, or assessment of team skills. Interviewers may also use a group interview to assess an applicant's stress management skills or

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Background questions include a focus on work experience, education, and other qualifications. For instance, an interviewer may ask "What experience have you had with direct sales phone calls?" Interviews composed primarily of these types of questions are often labeled "conventional

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Job knowledge questions may ask candidates to describe or demonstrate knowledge, skills, and abilities (KSAs) relevant to the job. These are typically highly specific questions. For example, one question may be "What steps would you take to conduct a manager training session on

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This is not meant to be a complete explanation of employment law or should it be construed as legal advice. This merely attempts to explain certain laws that are applicable to the employment interview. Please seek legal counsel before taking action based on the content of this

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Thus, while narcissists may seem to perform better and even be rated as performing better in interviews, these more favorable interview ratings are not predictive of favorable job performance, as narcissists do not actually perform better in their jobs than non-narcissists.

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Also, technology enables a company to recruit more applicants from further away. Although they are being utilized more, it is still not fully understood how technology may affect how well interviewers select the best person for the job when compared to in-person interviews.

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behavior is the best predictor of future performance in similar situations. By asking questions about how job applicants have handled situations in the past that are similar to those they will face on the job, employers can gauge how they might perform in future situations.

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have to speak with a stranger. Due to this fear, anxious candidates display certain behaviors or traits that signal to the interviewer that they are anxious. Examples of such behaviors include frequent pauses, speaking more slowly than usual, and biting or licking of lips.

1257:(Title VII) were passed into law to prevent the discrimination of individuals due to race, color, religion, sex, or national origin. The Pregnancy Discrimination Act was added as an amendment and protects women if they are pregnant or have a pregnancy-related condition. 1089:

Honesty and integrity are attributes that can be very hard to determine using a formal job interview process: the competitive environment of the job interview may in fact promote dishonesty. Some experts on job interviews express a degree of cynicism towards the process.

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Bauer, Talya N.; Truxillo, Donald M.; Paronto, Matthew E.; Weekley, Jeff A.; Campion, Michael A. (March 2004). "Applicant Reactions to Different Selection Technology: Face-to-Face, Interactive Voice Response, and Computer-Assisted Telephone Screening Interviews".

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Searcy, C. A., Woods, P. N., Gatewood, R., & Lance, C. (1993). The validity of structured interviews: A meta-analytical search for moderators. Paper presented at the Annual Conference of the Society for Industrial and Organizational Psychology, San Francisco,

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The first involves the interviewee portraying him or herself as an ideal job candidate by exaggerating true skills, tailoring answers to better fit the job, and/or creating the impression that personal beliefs, values, and attitudes are similar to those of the

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someone not understanding the wording of an item because they are not native to that country's language. Similar to construct bias, the wording of an item can result in measuring different traits because of different meanings in the two different cultures.

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Thirdly, faking might also be aimed at protecting the applicant's image. This can be accomplished through omitting certain negative experiences, concealing negatively perceived aspects of the applicant's background, and by separating oneself from negative

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The second aspect of faking is inventing or completely fabricating one's image by piecing distinct work experiences together to create better answers, inventing untrue experiences or skills, and portraying others’ experiences or accomplishments as one's

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Role format – Each panelist is tasked with asking questions related to a specific role of the position. For example, one panelist may ask technical questions, another may ask management questions, another may ask customer service-related questions

646:. In this type of interview, the candidate is interviewed by a group of panelists representing the various stakeholders in the hiring process. Within this format there are several approaches to conducting the interview. Example formats include; 290:

The following are personal and demographic characteristics that can potentially influence interviewer evaluations of interviewee responses. These factors are typically not relevant to whether the individual can do the job (that is, not related to

1287:, that is, if it is a "qualification reasonably necessary to the normal operation of the particular business." For example, a movie studio may base a hiring decision on age if the actor they are hiring will play a youthful character in a film. 831:

related to interview ratings and job performance. In addition, the personality traits of agreeableness and conscientiousness predict performance more strongly for people with more attractive voices compared to those with less attractive voices.

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agreeableness. Even though Canadians are likely to be more agreeable, they might score similarly to those individuals from the USA. In situations where social comparison is a factor, an honest answer could result in under- or over-estimation.

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of 1967 prohibits discriminatory practice directed against individuals who are 40 years of age and older. Although some states (e.g. New York) do have laws preventing the discrimination of individuals younger than 40, no federal law exists.

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Conway, J. M., & Huffcutt, A. I. (1997). Effects of reliability, constructs, and job on structured interview validity. Paper presented at the 12th Annual Conference of the Society for Industrial and Organizational Psychology, St Louis,

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Other possible types of questions that may be asked alongside structured interview questions or in a separate interview include background questions, job knowledge questions, and puzzle-type questions. A brief explanation of each follows.

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Huffcutt, Allen I.; Culbertson, Satoris S.; Weyhrauch, William S. (September 2014). "Moving Forward Indirectly: Reanalyzing the validity of employment interviews with indirect range restriction methodology: Employment Interview Validity".

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prevalent in employment interviews. One study found that over 80% of participants lied about job-related skills in the interview, presumably to compensate for a lack of job-required skills/traits and further their chances for employment.

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qualified candidates not accepting a job offer. If an applicant is nervous, they might not act the same way they would on the job, making it harder for organizations to use the interview for predicting someone's future job performance.

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in some organizations. In contrast, 74% of the questions had no commonality between organizations. Although the idea of fit is similar in many organizations, the questions used and how that information is judged may be very different.

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in which an applicant is asked a predetermined list of questions in a specified order; structured interviews are usually more accurate predictors of which applicants will make suitable employees, according to research studies.

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practitioners are interested in decreasing faking behaviors among job candidates in employment interview settings, they should utilize structured, past behavioral interviews and avoid the use of probes or follow-up questions.

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Hollandsworth, James G.; Kazelskis, Richard; Stevens, Joanne; Dressel, Mary Edith (June 1979). "Relative contributions of verbal, articulate, and nonverbal communication to employment decisions in the job interview setting".

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seem to do a better job of understanding how an applicant behaves in an interview and what that means for how they will act once on the job. These abilities do not appear to be enough on their own to make accurate judgments.

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needed to do the job well. Other individual differences can affect how interviewers rate the applicants even if that characteristic is not meant to be assessed by the interview questions. For instance, General Mental Ability

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Dipboye, R. L., & Macan, T. (1988). A process view of the selection-recruitment interview. In R.Schuler, V.Huber, & S.Youngblood (Eds.), Readings in personnel and human resource management (pp. 217–232). New York:

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judgments of candidate qualifications and makes final decisions. Although separate, these three phases are related. That is, impressions interviewers form early on may affect how they view the person in a later phase.

7003:

Nordstrom, Cynthia R.; Huffaker, Bill J.; Williams, Karen B. (February 1998). "When Physical Disabilities Are Not Liabilities: The Role of Applicant and Interviewer Characteristics on Employment Interview Outcomes".

895:

Most importantly, faking behaviors have been shown to affect the outcomes of employment interviews. For example, the probability of getting another interview or job offer increases when interviewees make up answers.

111:

which is conducted to assess whether the applicant should be hired. Interviews are one of the most common methods of employee selection. Interviews vary in the extent to which the questions are structured, from an

2372:

McFarland, Lynn A.; Ryan, Ann Marie; Sacco, Joshua M.; Kriska, S. David (August 2004). "Examination of Structured Interview Ratings Across Time: The Effects of Applicant Race, Rater Race, and Panel Composition".

1356:

Excluding applicants with certain criminal records may end up overly excluding groups of individuals protected under Title VII which is a disparate impact liability. Disparate impact is defined as unintentional

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what was said, and thus it is essential that applicants and interviewers alike are aware of their impact. You may want to be careful of what you may be communicating through the nonverbal behaviors you display.

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Tsai, Wei-Chi; HsinHung Chen, Forrence; Chen, Hao-Yi; Tseng, Ko-Yao (March 2016). "When Will Interviewers Be Willing to Use High-structured Job Interviews? The role of personality: High-structured Interviews".

1839:

Morgeson, Frederick P.; Reider, Matthew H.; Campion, Michael A. (September 2005). "Selecting Individuals in Team Settings: The Importance of Social Skills, Personality Characteristics, and Teamwork Knowledge".

6660:

Feeney, Justin R.; McCarthy, Julie M.; Goffin, Richard (September 2015). "Applicant Anxiety: Examining the sex-linked anxiety coping theory in job interview contexts: Interview Anxiety and Sex-linked Coping".

1015:

diplomas, certifications, or awards. Thus, in addition to seeming competent and likable in interviews, psychopaths are also more likely to outright make up information during interviews than non-psychopaths.

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questions in a demeaning or challenging style. The goal is to assess how the interviewee handles pressure or to purposely evoke emotional responses. This technique was also used in research protocols studying

8265:

Lim, Doo H.; Woehr, David J.; You, Yeong Mahn; Allen Gorman, C. (September 2007). "The translation and development of a short form of the Korean language version of the multidimensional work ethic profile".

2137:

Maurer, Todd J.; Solamon, Jerry M.; Lippstreu, Michael (April 2008). "How does coaching interviewees affect the validity of a structured interview?: PREDICTIVE VALIDITY: COACHED AND UNCOACHED INTERVIEWEES".

6388:

Wright, Chris W.; Sablynski, Chris J.; Manson, Todd M.; Oshiro, Steven (November 2012). "Why Are Manhole Covers Round? A Laboratory Study of Reactions to Puzzle Interviews: Reactions to Puzzle Interviews".

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negative behavior is not knowing applicants’ background information during the interview. Interviewers can also hurt fit perception by being inattentive during the interview and not greeting the applicant.

5707:

Christiansen, Neil D.; Wolcott-Burnam, Shaina; Janovics, Jay E.; Burns, Gary N.; Quirk, Stuart W. (April 2005). "The Good Judge Revisited: Individual Differences in the Accuracy of Personality Judgments".

2229:"Personality, biographical characteristics, and job interview success: A longitudinal study of the mediating effects of interviewing self-efficacy and the moderating effects of internal locus of causality" 1876:

Campbell, J. P., McCloy, R. A., Oppler, S. H., & Sager, C. E. (1993). A theory of performance. In N. Schmitt & W. C. Borman (Eds.), Personnel selection in organizations (pp. 35–70). San Francisco:

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On the other hand, not all individual difference variables that lead to higher interview performance would be desirable on the job. Some individual difference variables, such as those that are part of the

7610:

Bellizzi, Joseph A.; Hasty, Ronald W. (1 January 1998). "Territory Assignment Decisions and Supervising Unethical Selling Behavior: The Effects of Obesity and Gender as Moderated by Job-Related Factors".

3192:

Levashina, Julia; Hartwell, Christopher J.; Morgeson, Frederick P.; Campion, Michael A. (March 2014). "The Structured Employment Interview: Narrative and Quantitative Review of the Research Literature".

2898:

Straus, Susan G.; Miles, Jeffrey A.; Levesque, Laurie L. (June 2001). "The effects of videoconference, telephone, and face-to-face media on interviewer and applicant judgments in employment interviews".

5045:

Van Iddekinge, Chad H.; Raymark, Patrick H.; Attenweiler, William J. (January 2004). "What Do Structured Selection Interviews Really Measure? The Construct Validity of Behavior Description Interviews".

2747:

Vivian Chen, Chun-Hsi; Lee, Hsu-Mei; Yvonne Yeh, Ying-Jung (September 2008). "The Antecedent and Consequence of Person-Organization Fit: Ingratiation, similarity, hiring recommendations and job offer".

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Culture: Applicants with an ethnic name and a foreign accent were viewed less favorably than applicants with just an ethnic name and no accent or an applicant with a traditional name with or without an

6282:

Chapman, Derek S.; Rowe, Patricia M. (September 2002). "The Influence of Videoconference Technology and Interview Structure on the Recruiting Function of the Employment Interview: A Field Experiment".

5086:"Interviewee Selection Test and Evaluator Assessments of General Mental Ability, Emotional Intelligence and Extraversion: Relationships with Structured Behavioral and Situational Interview Performance" 1426:

Another difference is in the consistency with which common constructs, even those that generalize across cultures, predict across different countries and cultures. For example, those who seem high in

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discrimination might be placed against them. "Perceived discrimination can cause a lot of stress to an individual" which in turn could make it more difficult for a person to get job/job interview.

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Interviewers should be aware that applicants can fake their responses during the job interview. Such applicant faking can influence interview outcomes when present. One concept related to faking is

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The benefits of the panel approach to interviewing include time savings over serial interviewing, more focused interviews as there is often less time spent building rapport with small talk, and an "

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compared to Person-organization fit. Interviewers are more likely to give applicants with a good Person-job fit a hiring recommendation compared to an applicant with good a Person-organization fit.

2668:

Kutcher, Eugene J.; Bragger, Jennifer D.; Masco, Jamie L. (September 2013). "How Interviewees Consider Content and Context Cues to Person-Organization Fit: Interviewee Person-Organization Fit".

3552:

Culbertson, Satoris S.; Weyhrauch, William S.; Huffcutt, Allen I. (March 2017). "A tale of two formats: Direct comparison of matching situational and behavior description interview questions".

3103:

Kausel, Edgar E.; Culbertson, Satoris S.; Madrid, Hector P. (November 2016). "Overconfidence in personnel selection: When and why unstructured interview information can hurt hiring decisions".

7330:"Enforcement Guidance on the Consideration of Arrest and Conviction Records in Employment Decisions under Title VII of the Civil Rights Act | U.S. Equal Employment Opportunity Commission" 1567:

Wiesner, Willi H.; Cronshaw, Steven F. (December 1988). "A meta-analytic investigation of the impact of interview format and degree of structure on the validity of the employment interview*".

7936: 415:

sometimes tell during the interview whether the interviewer thinks positively or negatively about you. Knowing this information can actually affect how the applicant behaves, resulting in a

4773:"Interviewee coaching, preparation strategies, and response strategies in relation to performance in situational employment interviews: An extension of Maurer, Solamon, and Troxtel (1998)" 2408:

Wade, Kim J.; Kinicki, Angelo J. (February 1997). "Subjective Applicant Qualifications and Interpersonal Attraction as Mediators within a Process Model of Interview Selection Decisions".

6495:

J. Sears, Greg; Zhang, Haiyan; H. Wiesner, Willi; D. Hackett, Rick; Yuan, Yufei (2 September 2013). "A comparative assessment of videoconference and face-to-face employment interviews".

4162:

Sears, J. Greg; Zhang, Haiyan; Wiesner, H. Willi; Hackett, D. Rick; Yuan, Yufei (1 January 2013). "A comparative assessment of videoconference and face-to-face employment interviews".

2540:

Klehe, Ute-Christine; Latham, Gary P. (June 2005). "The Predictive and Incremental Validity of the Situational and Patterned Behavior Description Interviews for Teamplaying Behavior".

8599: 605:

The puzzle interview was popularized by Microsoft in the 1990s and is now used in other organizations. The most common types of questions either ask the applicant to solve puzzles or

8118:"Predicting cross-cultural training performance: The validity of personality, cognitive ability, and dimensions measured by an assessment center and a behavior description interview" 302:

Race: Whites tend to score higher than Blacks and Hispanics; racial similarity between interviewer and applicant, on the other hand, has not been found to influence interview ratings

6758:

Macan, Therese Hoff; Avedon, Marcia J.; Paese, Matthew; Smith, David E. (December 1994). "The effects of applicants' reactions to cognitive ability tests and an assessment center".

6148:

Chapman, Derek S.; Zweig, David I. (September 2005). "Developing a nomological network for interview structure: Antecedents and consequences of the structured selection interview".

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oneself to the interviewer by conforming personal opinions to align with those of the organization, as well as insincerely praising or complimenting the interviewer or organization.

7762:

Bragger, Jennifer DeNicolis; Kutcher, Eugene; Morgan, John; Firth, Patricia (2002). "The Effects of the Structured Interview on Reducing Biases Against Pregnant Job Applicants".

1912:

Kacmar, K. Michele; Delery, John E.; Ferris, Gerald R. (August 1992). "Differential Effectiveness of Applicant Impression Management Tactics on Employment Interview Decisions1".

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from interested candidates, possibly by examining job applications or reading many resumes. Next, after this screening, a small number of candidates for interviews is selected.

6318:

Day, Arla L.; Carroll, Sarah A. (January 2003). "Situational and Patterned Behavior Description Interviews: A Comparison of Their Validity, Correlates, and Perceived Fairness".

1078:

In terms of reliability, meta-analytic results provided evidence that interviews can have acceptable levels of interrater reliability, or consistent ratings across interviewers

5258:

Lopes, Joana; Fletcher, Clive (1 January 2004). "Fairness of impression management in employment interviews: A cross-country study of the role of equity and Machiavellianism".

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applicant weight and pregnancy. Some employers are also asking potential job candidates for their social media logins which has alarmed many privacy watch dogs and regulators.

4607:

DeGroot, Timothy; Kluemper, Donald (March 2007). "Evidence of Predictive and Incremental Validity of Personality Factors, Vocal Attractiveness and the Situational Interview".

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the job and organization. Providing interview questions to applicants before the interview, or telling them how their answers will be evaluated, are also received positively.

4493:

Hosoda, Megumi; Stone-Romero, Eugene F.; Coats, Gwen (June 2003). "The effects of physical attractiveness on job-related outcomes: A meta-analysis of experimental studies".

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Ryan, Ann Marie; McFarland, Lynn; Baron, Helen (June 1999). "An international look at selection practices: Nation and culture as explanations for variability in practice".

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of 2008. In essence, this law prohibits the discrimination of employees or applicants due to an individual's genetic information and family medical history information.

1360:

Some states have different laws about how arrest and conviction records can be used in hiring decisions and when employers can obtain information about criminal records.

5209:"Once an Impression Manager, Always an Impression Manager? Antecedents of Honest and Deceptive Impression Management Use and Variability across Multiple Job Interviews" 4852:

Tross, Stuart A.; Maurer, Todd J. (December 2008). "The effect of coaching interviewees on subsequent interview performance in structured experience-based interviews".

8066:

Heine, Steven J.; Buchtel, Emma E.; Norenzayan, Ara (April 2008). "What Do Cross-National Comparisons of Personality Traits Tell Us?: The Case of Conscientiousness".

6965:

Brecher, Ellyn; Bragger, Jennifer; Kutcher, Eugene (28 November 2006). "The Structured Interview: Reducing Biases Toward Job Applicants with Physical Disabilities".

7548:

Swami, Viren; Chan, Flora; Wong, Vivien; Furnham, Adrian; Tovée, Martin J. (April 2008). "Weight-Based Discrimination in Occupational Hiring and Helping Behavior".

7031:

Macan, Therese Hoff; Hayes, Theodore L. (1995). "Both sides of the employment interview interaction: Perceptions of interviewers and applicants with disabilities".

5864:

Vogt, Dawne S.; Randall Colvin, C. (14 March 2003). "Interpersonal Orientation and the Accuracy of Personality Judgments: Interpersonal Orientation and Accuracy".

3695: 928:, are also commonly measured during a job interview because they are related to verbal ability, which may be useful for jobs that involve interacting with people. 657:

Skeet shoot format – The candidate is given questions from a series of panelists in rapid succession to test his or her ability to handle stress filled situations.

2314:

McCarthy, Julie M.; Van Iddekinge, Chad H.; Campion, Michael A. (June 2010). "Are Highly Structured Job Interviews Resistant to Demographic Similarity Effects?".

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Note: personal and demographic characteristics of applicants that may influence interviewer evaluations of interviewee responses in an illegal, discriminatory way

1082:(i.e. .75 or above), when a structured panel interview is used. In terms of criterion-related validity, or how well the interview predicts later job performance 2586:

Chuang, Aichia; Sackett, Paul R. (1 January 2005). "The Perceived Importance of Person-Job Fit and Person-Organization Fit Between and within Interview Stages".

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discriminate unfairly in law unsurprisingly are viewed negatively with applicants less likely to accept a job offer, or to recommend the organization to others.

650:

Presentation format – The candidate is given a generic topic and asked to make a presentation to the panel. Often used in academic or sales-related interviews.

9613: 7575:

Greenleaf, Christy; Starks, Misty; Gomez, Laura; Chambliss, Heather; Martin, Scott (December 2004). "Weight-related words associated with figure silhouettes".

4880: 1291:

in the majority of situations it is illegal to ask in the USA (and some other countries) the following questions in an interview as a condition of employment:

7835:

Macan, Therese; Merritt, Stephanie (2011). "Actions Speak Too: Uncovering Possible Implicit and Explicit Discrimination in the Employment Interview Process".

6245:"Applicant Reactions in Selection: Comprehensive meta-analysis into reaction generalization versus situational specificity: Applicant Reactions Meta-Analysis" 3959:

Byrnes, Deborah A.; Kiger, Gary; Shechtman, Zipora (March 2003). "Evaluating The Use Of Group Interviews To Select Students Into Teacher-Education Programs".

2833:

Macan, Therese Hoff; Dipboye, Robert L. (December 1990). "The relationship of interviewers' pre-interview impressions to selection and recruitment outcomes".

2474:

Roth, Philip L.; Iddekinge, Chad H.; Huffcutt, Allen I.; Eidson, Carl E.; Schmit, Mark J. (December 2005). "Personality Saturation in Structured Interviews".

2632:

Kristof-Brown, Amy L. (September 2000). "Perceived Applicant Fit: Distinguishing Between Recruiters' Perceptions of Person-Job and Person-Organization Fit".

940:, can lead to increased interview ratings, initially, but may not be reflective of actual KSAOs that would help the individual to perform better once hired. 305:

Gender: Females tend to receive slightly higher interview scores than their male counterparts; gender similarity does not seem to influence interview ratings

7958: 5293:

Roulin, Nicolas; Krings, Franciska (October 2016). "When Winning is Everything: The Relationship between Competitive Worldviews and Job Applicant Faking".

7184:

Roberts, Lisa L.; Macan, Therese Hoff (2006). "Disability Disclosure Effects on Employment Interview Ratings of Applicants With Nonvisible Disabilities".

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Burnett, Jennifer R.; Motowidlo, Stephan J. (December 1998). "Relations between different sources of information in the structured selection interview".

2110:

Burnett, Jennifer R.; Motowidlo, Stephan J. (December 1998). "Relations Between Different Sources of Information in the Structured Selection Interview".

2048: 8340:

Yousef, Darwish A. (April 2001). "Islamic work ethic – A moderator between organizational commitment and job satisfaction in a cross-cultural context".

1320:

effects of disclosing a disability during the interview, and the perceptions different kinds of applicant disabilities may have on interviewer ratings.

8163:

Sinangil, H.K.; Ones, D.S. (2001). "Expatriate management: Personnel psychology". In Anderson, N.; Ones, D.S.; Sinangil, H.K.; Viswesvaran, C. (eds.).

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Weiss, Brent; Feldman, Robert S. (12 April 2006). "Looking Good and Lying to Do It: Deception as an Impression Management Strategy in Job Interviews".

4956:

Roulin, Nicolas; Bangerter, Adrian; Levashina, Julia (4 February 2014). "Interviewers' perceptions of impression management in employment interviews".

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Mental ability: Applicants' capacity to listen, to communicate, to work with a team, to have attention to detail, and to learn and process information,

155:. Once all candidates have been interviewed, the employer typically selects the most desirable candidate(s) and begins the negotiation of a job offer. 8189:

Posthuma, Richard A.; Levashina, Julia; Lievens, Filip; Schollaert, Eveline; Tsai, Wei-Chi; Wagstaff, Maria Fernanda; Campion, Michael A. (May 2014).

4668:

Maurer, Todd J.; Solamon, Jerry M.; Lippstreu, Michael (April 2008). "How does coaching interviewees affect the validity of a structured interview?".

4634:

Kutcher, Eugene J.; Bragger, Jennifer Denicolis (October 2004). "Selection Interviews of Overweight Job Applicants: Can Structure Reduce the Bias?1".

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Hebl, Michelle R.; Skorinko, Jeanine L. (December 2005). "Acknowledging One's Physical Disability in the Interview: Does "When" Make a Difference?".

3021:

Modeling job applicant decision processes, integrating applicant reactions to selection procedures into the critical contact framework of recruiting

1028:

has shown that those higher in general mental ability were more accurate when judging the personality of others. Also, interviewers who have higher

690:

Stress interviews are still in common use. One type of stress interview is where the employer uses a succession of interviewers (one at a time or

342: 7301: 3078:

Dipboye, R. (1997). "Structured selection interviews: Why do they work? Why are they underutilized?". In Anderson, Neil; Herriot, Peter (eds.).

2278:"Racial differences in promotion candidate performance and reactions to selection procedures: a field study in a diverse top-management context" 6591:

Ayres, Joe; Keereetaweep, Tanichya; Chen, Pao-En; Edwards, Patricia A. (January 1998). "Communication apprehension and employment interviews".

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De Kock, François S.; Lievens, Filip; Born, Marise Ph. (27 May 2015). "An In-Depth Look at Dispositional Reasoning and Interviewer Accuracy".

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Graves, Laura M. (July 1993). "Sources of individual differences in interviewer effectiveness: A model and implications for future research".

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Campion, Michael A.; Campion, James E. (December 1987). "Evaluation of an interviewee skills training program in a natural field experiment".

8486:"Standardization to Account for Cross-Cultural Response Bias: A Classification of Score Adjustment Procedures and Review of Research in JCCP" 3722: 2926:

Word, Carl O; Zanna, Mark P; Cooper, Joel (March 1974). "The nonverbal mediation of self-fulfilling prophecies in interracial interaction".

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Cook, Kevin W.; Vance, Carol A.; Spector, Paul E. (April 2000). "The Relation of Candidate Personality With Selection-Interview Outcomes".

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Salgado, Jesus F.; Moscoso, Silvia (September 2002). "Comprehensive meta-analysis of the construct validity of the employment interview".

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Huffcutt, Allen I. (March 2011). "An Empirical Review of the Employment Interview Construct Literature: Employment Interview Constructs".

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Watkins, Lucy M.; Johnston, Lucy (June 2000). "Screening Job Applicants: The Impact of Physical Attractiveness and Application Quality".

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Saks, Alan M.; McCarthy, Julie M. (4 November 2006). "Effects of discriminatory interview questions and gender on applicant reactions".

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Arvey, R. D., & Faley, R. H. (1988). Fairness in Selecting Employees. Reading, Massachusetts: Addison-Wesley Publishing Company.

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Conway, James M.; Peneno, Gina M. (1999). "Comparing structured interview question types: Construct validity and applicant reactions".

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Cunningham, Jennifer; Macan, Therese (19 September 2007). "Effects of Applicant Pregnancy on Hiring Decisions and Interview Ratings".

6696:

Posner, Barry Z. (June 1981). "Comparing recruiter, student, and faculty perceptions of important applicant and job characteristics".

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Motowidlo, Stephan J.; Carter, Gary W.; Dunnette, Marvin D.; Tippins, Nancy (1992). "Studies of the structured behavioral interview".

3507:

Lievens, Filip; Peeters, Helga (January 2008). "Interviewers' Sensitivity to Impression Management Tactics in Structured Interviews".

10546: 10355: 7664:"The stigma of obesity in customer service: A mechanism for remediation and bottom-line consequences of interpersonal discrimination" 5592:

Campbell, W. Keith; Hoffman, Brian J.; Campbell, Stacy M.; Marchisio, Gaia (December 2010). "Narcissism in organizational contexts".

5539: 5422: 1979: 1277: 1149:

A sample of intention behind questions asked for understanding observable responses, displayed character, and underlying motivation:

720:"Popping the balloon": (deep sigh) "Well, if that's the best answer you can give ... " (shakes head) "Okay, what about this one ...?" 373:

There are some issues with fit perceptions in interviews. Applicants’ Person-organization fit scores can be altered by the amount of

7062: 5421:

Brunell, Amy B.; Gentry, William A.; Campbell, W. Keith; Hoffman, Brian J.; Kuhnert, Karl W.; DeMarree, Kenneth G. (December 2008).

3752:

Arvey, Richard D.; Miller, Howard E.; Gould, Richard; Burch, Phillip (March 1987). "Interview validity for selecting sales clerks".

10199: 9761: 8876: 2503:"Assessing Personality With a Structured Employment Interview: Construct-Related Validity and Susceptibility to Response Inflation" 770:

than face-to-face. Companies utilize technology in interviews due to its cheap costs, time-saving benefits, and their ease of use.

8302: 4717:

Maurer, Todd J.; Solamon, Jerry M. (June 2006). "The science and practice of a structured employment interview coaching program".

4366:"What you see may not be what you get: Relationships among self-presentation tactics and ratings of interview and job performance" 2803:

Macan, Therese H; Dipboye, Robert L (December 1988). "The effects of interviewers' initial impressions on information gathering".

308:

Similarities in background and attitudes: Interviewers perceived interpersonal attraction was found to influence interview ratings

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Robie, Chet; Tuzinski, Kathleen A.; Bly, Paul R. (October 2006). "A survey of assessor beliefs and practices related to faking".

1269: 8303:"Examining Work Ethic Across Populations: A Comparison of the Multidimensional Work Ethic Profile Across Three Diverse Cultures" 5123:

Roth, Philip L.; Huffcutt, Allen I. (January 2013). "A Meta-Analysis of Interviews and Cognitive Ability: Back to the Future?".

4991:

Bozeman, Dennis P.; Kacmar, K.Michele (January 1997). "A Cybernetic Model of Impression Management Processes in Organizations".

1283:

In rare circumstances, it is lawful for employers to base hiring decisions on protected class information if it is considered a

609:(e.g., "Why are manhole covers round?") or to solve unusual problems (e.g., "How would you weigh an airplane without a scale?"). 10251: 9697: 9020: 9015: 9010: 9005: 9000: 8990: 8420: 7212: 6569: 6056: 3231:

Campion, Michael A.; Palmer, David K.; Campion, James E. (September 1997). "A review of structure in the selection interview".

17: 7147:"Invisible Disability Disclosure in an Employment Interview: Impact on Employers' Hiring Decisions and Views of Employability" 5577:

Berscheid, E.; Reis, H. T. (1998). "Attraction and close relationships". In Gilbert, D. T.; Fiske, S. T.; Lindzey, G. (eds.).

1192:

Did the candidate demonstrate leadership, integrity, effective communications, teamwork, and persuasion skills (among others)?

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Macan, Therese (September 2009). "The employment interview: A review of current studies and directions for future research".

2435:

Segrest Purkiss, Sharon L.; Perrewé, Pamela L.; Gillespie, Treena L.; Mayes, Bronston T.; Ferris, Gerald R. (November 2006).

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Dipboye, R. L.; Jackson, S. L. (1999). "Interviewer experience and expertise effect". In Eder, R. W.; Harris, M. W. (eds.).

5353:"Will I Fake It? The Interplay of Gender, Machiavellianism, and Self-monitoring on Strategies for Honesty in Job Interviews" 4696: 3609:

Pulakos, Elaine D.; Schmitt, Neal (June 1995). "Experience-based and situational interview questions: Studies of validity".

10256: 9144: 8626: 1284: 1261: 299:

Attractiveness: Applicant physical attractiveness can influence the interviewer's evaluation of one's interview performance

7872: 7418:

Swanson, Sarah J.; Langfitt-Reese, Sandra; Bond, Gary R. (September 2012). "Employer attitudes about criminal histories".

6533:

McCarthy, Julie; Goffin, Richard (September 2004). "Measuring Job Interview Anxiety: Beyond Weak Knees and Sweaty Palms".

4418:"Influence of nonverbal communication and rater proximity on impressions and decisions in simulated employment interviews" 7146: 503: 3699: 1461:

is another cross-cultural difference that has been shown to affect how we measure constructs and interpret the results.

164:

performance (behavior unrelated to the job but which influences the evaluation), and job-irrelevant interviewer biases.

6100: 4910: 4365: 2179: 1940: 1427: 1189:

Did the candidate grow in their job and take on more responsibilities over time or merely do the same thing repeatedly?

7663: 6205: 5978: 5947: 5903: 5831: 5159:

Levashina, Julia; Campion, Michael A. (15 November 2006). "A Model of Faking Likelihood in the Employment Interview".

4811: 4772: 4448: 4417: 4334: 4292: 4021: 3890: 3457: 3376: 3342: 2709: 2502: 2342: 2228: 2077: 2018: 1699: 726:

Doubting one's veracity: "I don't feel like we're getting to the heart of the matter here. Start again – tell me what

567:

Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way.

10824: 10493: 9668: 9456: 9424: 8190: 7231: 6904: 5391: 4060: 2710:"The Effect of Applicant Influence Tactics on Recruiter Perceptions of Fit and Hiring Recommendations: A Field Study" 954: 402: 386: 237:

Social skills: Applicants' ability to adapt his/her behavior according to the demands of the situation to positively

78: 7937:"Forty-five Percent of Employers Use Social Networking Sites to Research Job Candidates, CareerBuilder Survey Finds" 6867: 5352: 4888: 3579:

Huffcutt, Allen I (Winter 2010). "From Science to Practice: Seven Principles for Conducting Employment Interviews".

1446: 10814: 10478: 6206:"A longitudinal analysis of organizational fairness: An examination of reactions to tenure and promotion decisions" 915: 10819: 10488: 9568: 7518:

Roehling, Mark V. (December 1999). "Weight-Based Discrimination in Employment: Psychological and Legal Aspects".

4520:

Langlois, Judith H.; Kalakanis, Lisa; Rubenstein, Adam J.; Larson, Andrea; Hallam, Monica; Smoot, Monica (2000).

1419:

interview to decide whom to hire works the same in a selection situation where there are cross-cultural factors.

581: 4521: 2180:"Measuring faking in the employment interview: Development and validation of an interview faking behavior scale" 1791: 10829: 10667: 10498: 10261: 9633: 9585: 8851: 8799: 7720:"Managing the Maternal Body: A Comprehensive Review and Transdisciplinary Analysis: Managing the Maternal Body" 6460:

Chapman, Derek; Webster, Jane (June 2006). "Toward an integrated model of applicant reactions and job choice".

5321: 3410: 807:. These applicants are also predicted to be better accepted and more satisfied with the organization if hired. 60: 5540:"Why are narcissists so charming at first sight? Decoding the narcissism–popularity link at zero acquaintance" 10539: 10349: 10241: 9653: 9201: 960: 182:

Personality: Conscientiousness, agreeableness, emotional stability, extroversion, openness to new experiences

10600: 3994: 3157:

Highhouse, Scott (September 2008). "Stubborn Reliance on Intuition and Subjectivity in Employee Selection".

762:

Advancements in technology along with increased usage have led to interviews becoming more common through a

10430: 9603: 8654: 4091: 3637: 1700:"Identification and meta-analytic assessment of psychological constructs measured in employment interviews" 1529:"The Selection Interview from the Interviewer and Applicant Perspectives: Can't Have One without the Other" 1000: 665:" comparison because each stakeholder/interviewer/panelist gets to hear the answers to the same questions. 234:

Impression management: Applicants' attempt to make sure the interviewer forms a positive impression of them

10415: 9628: 4449:"Nonverbal cues in the employment interview: Links between applicant qualities and interviewer judgments" 3813: 1792:"Assessing the impact of business agility model on smart attitude of people : an empirical analysis" 973: 2863:

Dipboye, Robert L. (October 1982). "Self-Fulfilling Prophecies in the Selection-Recruitment Interview".

10344: 10226: 9702: 9154: 8846: 8754: 7976: 7894: 7305: 6625:

Feiler, Amanda R.; Powell, Deborah M. (March 2016). "Behavioral Expression of Job Interview Anxiety".

5320:

Weinstein, Eugene A.; Beckhouse, Lawrence S.; Blumstein, Philip W.; Stein, Robert B. (December 1968).

4061:"A Conceptual Framework for the Role of the Administration Medium in the Personnel Assessment Process" 244:

Self-monitoring: Applicants' regulation of behaviors to control the image presented to the interviewer

10508: 10503: 10324: 9998: 9909: 9788: 51: 7662:

King, Eden B.; Shapiro, Jenessa R.; Hebl, Michelle R.; Singletary, Sarah L.; Turner, Stacey (2006).

7275: 6117: 5173: 4538: 4382: 4293:"Why visual and vocal interview cues can affect interviewers' judgments and predict job performance" 3521: 2245: 2196: 2078:"Why visual and vocal interview cues can affect interviewers' judgments and predict job performance" 1854: 1825: 10532: 10513: 10483: 10174: 9976: 9735: 9692: 9658: 9159: 9149: 8831: 8619: 1462: 1254: 1250: 920: 416: 10585: 10440: 10319: 10221: 10159: 9971: 9598: 9485: 9419: 9332: 8386:"A cross-cultural test of the 'five-factor model of personality and transformational leadership'" 6845:

Title VII of the Civil Rights Act of 1964; Equal employment Opportunity Commission (www.eeoc.gov)

4911:"The use of impression management tactics in structured interviews: A function of question type?" 3638:"A meta-analysis of the situational interview: An enumerative review of reasons for its validity" 3377:"Initial comparisons of patterned behavior description interviews versus unstructured interviews" 1597: 573:

Tell me about a time when you had to use your presentation skills to influence someone's opinion.

214:

Procedural skills and abilities: Applicants' ability to complete the tasks required to do the job

6008:

König, Cornelius J.; Klehe, Ute-Christine; Berchtold, Matthias; Kleinmann, Martin (March 2010).

5084:

Kluemper, Donald H.; McLarty, Benjamin D.; Bishop, Terrence R.; Sen, Anindita (September 2015).

1349:

Employers should only ask about an applicant's criminal conviction history if it is job related.

10855: 10738: 10294: 10246: 10216: 10053: 10021: 10011: 9828: 9813: 9793: 9675: 9446: 9441: 8716: 8170: 7270: 6797: 6112: 5168: 4533: 4377: 4022:"Applicant reactions to face-to-face and technology-mediated interviews: A field investigation" 3516: 2240: 2191: 1849: 1411: 1079: 1033: 925: 334: 113: 7387: 7344: 6176: 1540: 1528: 576:

Give me an example of a time when you had to conform to a policy with which you did not agree.

10236: 10231: 10169: 10114: 10063: 9685: 9216: 9189: 8861: 8789: 8370:

Eastern Work Ethic: Structural Validity, Measurement Invariance, and Generational Differences

7644: 7497: 5635: 3795: 3588: 3080:

Assessment and Selection in Organizations, International Handbook of Selection and Assessment

1812: 1307:

How many days were you sick last year? Have you ever been treated for mental health problems?

861: 777: 5979:"A meta-analysis of interrater and internal consistency reliability of selection interviews" 2276:

Becton, John Bret; Feild, Hubert S.; Giles, William F.; Jones-Farmer, Allison (April 2008).

1621: 10860: 10304: 10080: 10033: 9853: 9848: 9623: 9618: 9593: 9533: 9377: 9357: 9309: 9179: 9094: 8932: 8432: 8385: 8368: 8002:"Identifying Moderators in the Link Between Workplace Discrimination and Health/Well-Being" 7329: 4335:"Nonverbal behavior, verbal behavior, resum? credentials, and selection interview outcomes" 1431:

interview scores, fails to predict accurately which applicants to hire in other countries.

117: 8532:"Cross-cultural differences in social desirability scales: Influence of cognitive ability" 6570:"An Exploratory Assessment of the Sources of Job-Interviewing Anxiety in College Students" 5501:"Interpersonal and intrapsychic adaptiveness of trait self-enhancement: A mixed blessing?" 714:

Sticky situation: "If you caught a colleague cheating on his expenses, what would you do?"

702:

and type A (coronary-prone) behavior because it would evoke hostility and even changes in

642:

Another type of job interview found throughout the professional and academic ranks is the

8: 10834: 10672: 10209: 10204: 10142: 10090: 9808: 9776: 9766: 9648: 9638: 9169: 9164: 8985: 8965: 8886: 8806: 8784: 8764: 8612: 5038: 1625: 1029: 763: 8436: 5902:

McDaniel, Michael A.; Whetzel, Deborah L.; Schmidt, Frank L.; Maurer, Steven D. (1994).

5485: 3839:"Applicant Personality and Procedural Justice Perceptions of Group Selection Interviews" 1410:

As with the common comparisons between Eastern and Western cultures, interviews and the

10309: 10273: 10137: 10026: 10006: 9879: 9843: 9730: 9712: 9643: 9279: 9139: 9119: 9074: 8975: 8960: 8505: 8466: 8322: 8283: 8210: 8145: 8091: 8036: 8001: 7817: 7779: 7741: 7636: 7628: 7531: 7474: 7284: 7166: 7122: 7082: 7017: 6982: 6924: 6828: 6771: 6740: 6736: 6709: 6678: 6642: 6550: 6477: 6442: 6370: 6335: 6264: 6099:

Truxillo, Donald M.; Bauer, Talya N.; Campion, Michael A.; Paronto, Matthew E. (2002).

6032: 5923: 5843: 5812: 5772: 5747: 5725: 5615: 5450: 5372: 5337: 5275: 5235: 5208: 5186: 5105: 5063: 4973: 4938: 4909:

Ellis, Aleksander P. J.; West, Bradley J.; Ryan, Ann Marie; DeShon, Richard P. (2002).

4757: 4647: 4559: 4506: 4468: 4312: 4272: 4238: 4234: 4111: 3976: 3918: 3863: 3838: 3765: 3738: 3622: 3534: 3438: 3320: 3284: 3267: 3248: 3244: 3210: 3174: 3060: 2966: 2880: 2846: 2765: 2685: 2645: 2557: 2456: 2390: 2123: 1999: 1925: 1763: 1669: 1580: 1083: 662: 8232: 7392:

Employment Discrimination Litigation: Behavioral, Quantitative, and Legal Perspectives

7349:

Employment Discrimination Litigation: Behavioral, Quantitative, and Legal Perspectives

7105:

Duckett, Paul S. (December 2000). "Disabling Employment Interviews: Warfare to work".

6009: 5470:"Narcissism 101: How to limit – or prevent – the effects of morale-damaging employees" 4771:

Maurer, Todd J.; Solamon, Jerry M.; Andrews, Kimberly D.; Troxtel, Deborah D. (2001).

2912: 1941:"Interaction of social skill and general mental ability on job performance and salary" 10420: 10400: 10132: 10097: 9929: 9823: 9803: 9722: 9575: 9510: 9184: 9134: 9109: 9069: 9064: 8995: 8841: 8577: 8569: 8458: 8326: 8164: 8137: 8117: 8083: 8079: 8041: 8023: 7918: 7868: 7848: 7821: 7783: 7745: 7736: 7719: 7683: 7640: 7592: 7561: 7478: 7435: 7395: 7352: 7232:"A Model of Factors Affecting the Treatment of Disabled Individuals in Organizations" 7170: 7126: 7086: 6986: 6893:

Americans with Disability Act; Equal Employment Opportunity Commission (www.eeoc.gov)

6816: 6744: 6646: 6546: 6481: 6446: 6402: 6374: 6339: 6268: 6260: 6225: 6184: 6161: 6130: 6072: 6036: 6028: 5881: 5777: 5729: 5559: 5520: 5481: 5442: 5376: 5279: 5240: 5182: 5109: 5067: 5031: 4977: 4930: 4831: 4792: 4730: 4620: 4551: 4395: 4203: 4115: 4041: 3980: 3941: 3910: 3868: 3723:"An analysis of the predictive power of the panel interview and pre-employment tests" 3430: 3324: 3170: 3083: 3064: 2939: 2816: 2769: 2761: 2729: 2689: 2561: 2553: 2522: 2487: 2460: 2394: 2327: 2258: 2209: 2003: 1960: 1892: 1889:

Impression Management: The Self-concept, Social Identity, and Interpersonal Relations

1767: 1719: 1673: 1665: 1601: 1544: 1488: 1011: 767: 570:

Give me an example of a time when you set a goal and were able to meet or achieve it.

499:

Rate each answer rather than making an overall evaluation at the end of the interview

144: 46: 8509: 8470: 8287: 8149: 6101:"Selection fairness information and applicant reactions: A longitudinal field study" 5927: 5816: 5454: 5190: 4563: 4472: 4316: 4242: 4131:"Technology in the Employment Interview: A Meta-Analysis and Future Research Agenda" 3922: 3538: 3442: 3252: 3214: 3178: 1353:

interviewees and not just interviewees of a perceived sex, race, or national origin.

1180:

Does this person communicate well in a somewhat stressful face-to-face conversation?

10682: 10642: 10607: 10390: 10179: 10147: 10107: 10102: 9899: 9889: 9707: 9538: 9495: 9468: 9463: 9317: 9284: 9274: 9124: 9052: 8856: 8794: 8774: 8759: 8543: 8497: 8448: 8440: 8400: 8349: 8314: 8275: 8247: 8214: 8202: 8129: 8095: 8075: 8031: 8013: 7840: 7809: 7771: 7731: 7675: 7624: 7620: 7584: 7557: 7527: 7466: 7427: 7280: 7243: 7193: 7158: 7114: 7074: 7040: 7013: 6974: 6916: 6832: 6820: 6812: 6767: 6732: 6705: 6682: 6670: 6634: 6600: 6542: 6504: 6469: 6434: 6398: 6362: 6327: 6291: 6256: 6217: 6157: 6122: 6076: 6068: 6024: 5990: 5959: 5915: 5873: 5804: 5767: 5759: 5717: 5674: 5597: 5585: 5551: 5512: 5434: 5403: 5364: 5333: 5302: 5267: 5230: 5220: 5178: 5132: 5097: 5055: 5027: 5000: 4965: 4942: 4922: 4861: 4823: 4784: 4753: 4726: 4677: 4643: 4616: 4586: 4543: 4502: 4460: 4429: 4387: 4346: 4304: 4268: 4230: 4199: 4171: 4142: 4103: 4072: 4033: 3968: 3902: 3858: 3850: 3761: 3734: 3676: 3649: 3618: 3561: 3526: 3469: 3422: 3388: 3354: 3312: 3279: 3240: 3202: 3166: 3139: 3112: 3052: 3024: 2992: 2962: 2935: 2908: 2872: 2842: 2812: 2757: 2721: 2677: 2641: 2595: 2549: 2514: 2483: 2448: 2417: 2382: 2354: 2323: 2289: 2250: 2201: 2147: 2119: 2089: 2030: 1991: 1952: 1921: 1863: 1859: 1798: 1755: 1711: 1661: 1576: 1536: 748: 699: 238: 136: 8404: 8206: 7372: 5808: 5748:"The good judge of personality: Characteristics, behaviors, and observer accuracy" 3341:

Latham, Gary P.; Saari, Lise M.; Pursell, Elliott D.; Campion, Michael A. (1980).

185:

Interest, goals, and values: Applicant motives, goals, and person-organization fit

10758: 10662: 10612: 10595: 10450: 10385: 10194: 10164: 10152: 10016: 9914: 9781: 9114: 8881: 8684: 8659: 8649: 8116:

Lievens, Filip; Harris, Michael M.; Van Keer, Etienne; Bisqueret, Claire (2003).

7588: 6554: 6057:"Applicant Reactions to Selection Procedures: An Updated Model and Meta-Analysis" 5904:"The validity of employment interviews: A comprehensive review and meta-analysis" 5649: 5085: 2436: 292: 7648: 7501: 7247: 6126: 5516: 5136: 4926: 4812:"Relationship of coaching with performance in situational employment interviews" 4547: 3799: 3592: 3116: 2452: 2205: 1956: 107:

consisting of a conversation between a job applicant and a representative of an

10617: 10435: 10184: 10085: 10038: 9740: 9553: 9548: 9543: 9399: 9327: 9084: 9042: 8726: 8694: 8133: 7704: 7679: 7492:

Mayse, James (5 December 2010). "Felony conviction a hurdle to getting hired".

7455:"What We Overlook: Background Checks and Their Implications for Discrimination" 7197: 7044: 6331: 6221: 5994: 5963: 5919: 5721: 5601: 5059: 4827: 4788: 4464: 4433: 4364:

Barrick, Murray R.; Shaffer, Jonathan A.; DeGrassi, Sandra W. (November 2009).

4350: 4308: 4092:"Organizational Information Requirements, Media Richness and Structural Design" 4037: 3906: 3680: 3565: 3530: 3473: 3392: 3358: 2996: 2725: 2518: 2358: 2254: 2093: 2034: 1715: 1698:

Huffcutt, Allen I.; Conway, James M.; Roth, Philip L.; Stone, Nancy J. (2001).

723:

Oddball question: "What would you change about the design of the hockey stick?"

703: 624: 512:

Have more than one interviewer view each applicant (i.e. have panel interviews)

247:

Relational control: Applicants' attempt to control the flow of the conversation

8353: 8279: 8251: 7959:"Senators call for federal probe over employers asking for Facebook passwords" 7844: 7813: 7775: 7705:"U.S. Equal Employment Opportunity Commission (2011) Pregnancy discrimination" 7078: 6978: 6638: 6604: 6473: 6438: 6366: 5877: 5763: 5368: 5271: 5101: 4076: 3945: 3854: 3143: 2599: 1759: 1120:

Some of the questions and concerns on the mind of the hiring manager include:

378:

perception of fit leads to a greater likelihood of the candidate being hired.

217:

Motivation: Applicants' willingness to exert the effort required to do the job

10849: 10793: 10783: 10652: 10410: 10329: 10314: 10299: 10070: 10048: 9954: 9838: 9771: 9745: 9680: 9523: 9480: 9475: 9322: 9206: 9104: 8679: 8664: 8548: 8531: 8501: 8318: 8027: 8018: 7922: 7162: 5948:"Hunter and Hunter (1984) revisited: Interview validity for entry-level jobs" 5469: 5438: 5225: 4969: 4865: 3972: 2386: 1458: 804: 277: 8444: 6508: 6295: 4881:"10 interview tips that will guarantee your success. Online Interview Coach" 4590: 4175: 3458:"Reliability and validity of the situational interview for a sales position" 488:

Control ancillary information available to the interviewees, such as resumes

10773: 10763: 10723: 10707: 10687: 10677: 10590: 10580: 10575: 10570: 10445: 10425: 10405: 10395: 10370: 10124: 9959: 9939: 9924: 9894: 9884: 9663: 9518: 9500: 9436: 9414: 9372: 9362: 9259: 9249: 9221: 8952: 8942: 8769: 8709: 8462: 8141: 8087: 8045: 7687: 7596: 7439: 6229: 6134: 5885: 5781: 5678: 5563: 5446: 5244: 5004: 4934: 4796: 4555: 4399: 4045: 3914: 3872: 3434: 2733: 2526: 2421: 2262: 2213: 1964: 1723: 1186:

Did the candidate exhibit good judgment in the career moves he or she made?

884: 735: 606: 471: 374: 128:

decision. The interview is usually preceded by the evaluation of submitted

6010:"Reasons for Being Selective When Choosing Personnel Selection Procedures" 5524: 5407: 5392:"Narcissism: An Integrative Synthesis and Dominance Complementarity Model" 4835: 4147: 4130: 4107: 2437:"Implicit sources of bias in employment interview judgments and decisions" 1145:

Will this person perform up to the level the company requires for success?

867:

Faking in the employment interview can be broken down into four elements:

10788: 10778: 10753: 10728: 10697: 10632: 10058: 9981: 9949: 9409: 9352: 8970: 8927: 8902: 8871: 8866: 8821: 8746: 8736: 8721: 8674: 6874: 2501:

Van Iddekinge, Chad H.; Raymark, Patrick H.; Roth, Philip L. (May 2005).

1368: 1006: 978: 140: 129: 125: 56:

to remove material that shouldn't be included, and address tone of voice.

7632: 6905:"The Wage and Employment Effects of the Americans with Disabilities Act" 6824: 1803: 10733: 10702: 10692: 10268: 10075: 9988: 9966: 9934: 9833: 9818: 9798: 9563: 9528: 9490: 9404: 9367: 9299: 9294: 9289: 9254: 9211: 9196: 9174: 9099: 8937: 8917: 8836: 8704: 8699: 8669: 8635: 8191:"Comparing employment interviews in Latin America with other countries" 7470: 6674: 6243:

Anderson, Neil; Salgado, Jesús F.; Hülsheger, Ute R. (16 August 2010).

6055:

Hausknecht, John P.; Day, David V.; Thomas, Scott C. (September 2004).

5977:

Conway, James M.; Jako, Robert A.; Goodman, Deborah F. (October 1995).

5897: 5895: 5706: 5306: 4847: 4845: 4020:

Chapman, Derek S.; Uggerslev, Krista L.; Webster, Jane (October 2003).

3316: 3206: 3056: 2681: 1159:

How much influence did the candidate exert on the outcomes of projects?

1133:

Does this person demonstrate honesty, integrity, and a good work ethic?

937: 283:

Interview motivation: Applicants' motivation to succeed in an interview

8453: 7118: 6928: 6081: 5847: 5830:

Liden, Robert C.; Martin, Christopher L.; Parsons, Charles K. (1993).

2884: 1183:

Does the candidate stay focused on the question asked or ramble along?

10627: 10455: 10375: 10189: 9874: 9228: 9129: 9089: 9059: 8980: 8816: 8779: 8233:"Towards an Integrated Analysis of Bias in Cross-Cultural Assessment" 7837:

International Review of Industrial and Organizational Psychology 2011

7431: 5555: 5531: 4391: 3653: 3426: 3028: 1995: 1562: 1560: 1493: 1058: 518:

Do not allow any discussion about the applicants between interviewers

104: 5892: 4842: 4681: 4219: 3938:

Investigating Interruptions: Implications for Flightdeck Performance

3779:

Honer, Jeremiah; Wright, Chris W; Sablynski, Chris J (Winter 2007).

2434: 2294: 2277: 2151: 1527:

Dipboye, Robert L.; Macan, Therese; Shahani-Denning, Comila (2012).

10647: 10622: 10289: 9347: 9337: 9269: 9264: 9233: 9079: 9034: 8912: 8907: 8811: 8689: 7454: 6920: 6798:"International Perspectives on the Legal Environment for Selection" 5344: 4522:"Maxims or myths of beauty? A meta-analytic and theoretical review" 2876: 1063: 983: 803:

credible, warmer, successful, qualified, motivated, competent, and

717:

Putting one on the spot: "How do you feel this interview is going?"

108: 10524: 8301:

Woehr, David J.; Arciniega, Luis M.; Lim, Doo H. (February 2007).

8188: 1557: 479:

Limit prompting, or follow up questions, that interviewers may ask

341:

An applicant's knowledge, skills, abilities, and other attributes

10743: 9919: 9869: 9608: 9558: 9342: 9047: 8731: 8421:"Differences Between Tight and Loose Cultures: A 33-Nation Study" 7898: 7061:

Miceli, Nicholas S.; Harvey, Michael; Buckley, M. Ronald (2001).

6494: 4519: 8574:

Situational Judgment Tests: Theory, Measurement, and Application

6177:"Causes and Consequences of Applicant Perceptions of Unfairness" 5591: 5319: 3191: 260:

Nonverbal behavior: Gaze, smile, hand movement, body orientation

195:

Experience: Job-relevant knowledge derived from prior experience

91: 10768: 10043: 9391: 9030: 5202: 5200: 5044: 3814:"Panel Interview - The good, the bad and what do look out for!" 1142:

Will they focus on tasks and stick to the job until it is done?

524:

Use statistical procedures to create an overall interview score

8115: 7063:"Potential discrimination in structured employment interviews" 6794: 5832:"Interviewer and Applicant Behaviors in Employment Interviews" 5152: 3666: 2343:"Racial group differences in employment interview evaluations" 1168:

How serious is the candidate about their career and this job?

482:

Ask better questions, such as behavioral description questions

198:

Education: Job-relevant knowledge derived from prior education

10657: 9904: 8604: 8231:

van de Vijver, Fons J. R.; Poortinga, Ype H. (January 1997).

7574: 6868:"New York State Human Rights Law (Executive Law, Article 15)" 5322:"Interpersonal strategies under conditions of gain or loss 1" 1939:

Ferris, Gerald R.; Witt, L. A.; Hochwarter, Wayne A. (2001).

152: 6590: 6007: 5901: 5420: 5383: 5351:

Hogue, Mary; Levashina, Julia; Hang, Hongli (October 2013).

5197: 4447:

Gifford, Robert; Ng, Cheuk Fan; Wilkinson, Margaret (1985).

3891:"The Dynamics and Validity of the Group Selection Interview" 3781:"Puzzle Interviews: What Are They and What Do They Measure?" 2313: 2275: 1375: 1124:

Does this person have the skills I need to get the job done?

470:

Ensure questions are relevant to the job, as indicated by a

201:

Training: Job-relevant knowledge derived from prior training

9944: 9387: 6387: 6098: 5570: 5538:

Back, Mitja D.; Schmukle, Stefan C.; Egloff, Boris (2010).

5251: 4770: 4188: 3551: 3301: 3268:"The Effects of Interview Structure on Recruiting Outcomes" 2473: 2049:"The Sound of Employability: Interviewers Judge Your Voice" 1526: 491:

Do not allow questions from applicants during the interview

280:: Applicants' perceived ability to do well in the interview 270:

Interview training: Coaching, mock interviews with feedback

8166:

Handbook of Industrial, Work and Organizational Psychology

7914:

2007 Advances in E-recruiting: Leveraging the .jobs Domain

7869:"Cross-Tab (2010). Online reputation in a connected world" 5286: 5116: 3696:"Behavioral Based Interview Questions. Master Your Fears!" 3041: 10748: 10556: 8922: 7761: 7661: 7417: 7002: 6955:

US Equal Employment Opportunity Commission (www.eeoc.gov)

5696:. Thousand Oaks, CA: Sage Publications. pp. 259–278. 5079: 5077: 4128: 3340: 1533:

The Oxford Handbook of Personnel Assessment and Selection

1139:

Do I like this person, and do they get along with others?

8417: 7145:

Spirito Dalgin, Rebecca; Bellini, James (October 2008).

6242: 5941: 5939: 5937: 5741: 5739: 5207:

Roulin, Nicolas; Bourdage, Joshua S. (24 January 2017).

5083: 4955: 4161: 4129:

Blacksmith, Nikki; Willford, Jon; Behrend, Tara (2016).

2746: 2627: 2625: 2623: 2621: 2619: 2617: 2615: 2613: 2611: 2609: 2500: 2371: 390:

People waiting to be interviewed at an employment agency

8264: 7413: 7411: 5423:"Leader Emergence: The Case of the Narcissistic Leader" 4810:

Maurer, Todd; Solamon, Jerry; Troxtel, Deborah (1998).

4492: 4019: 2309: 2307: 2305: 2178:

Levashina, Julia; Campion, Michael A. (November 2007).

1697: 1339: 1301:

Do you have any future plans for marriage and children?

788: 9614:

List of countries by rate of fatal workplace accidents

8230: 8065: 7302:"Pre-Employment Inquiries and Arrest & Conviction" 7056: 7054: 6857:

Equal Employment Opportunity Commission (www.eeoc.gov)

6462:

The International Journal of Human Resource Management

5660: 5658: 5414: 5074: 4667: 4363: 3604: 3602: 3102: 2136: 2105: 2103: 1748:

European Journal of Work and Organizational Psychology

1693: 1691: 1689: 1687: 1685: 1683: 1647: 1645: 1643: 1641: 7144: 6964: 6757: 6528: 6526: 6524: 6522: 6520: 6518: 5934: 5736: 4854:

Journal of Occupational and Organizational Psychology

4215: 4213: 3751: 3727:

Journal of Occupational and Organizational Psychology

3336: 3334: 2606: 2227:

Tay, Cheryl; Ang, Soon; Van Dyne, Linn (March 2006).

2173: 2171: 2169: 2167: 2165: 2163: 2161: 1838: 1741: 1739: 1737: 1735: 1733: 7547: 7408: 6659: 5859: 5857: 4993:

Organizational Behavior and Human Decision Processes

4809: 4411: 4409: 3958: 3816:. Staffing-and-recruiting-essentials.com. 2011-02-09 3778: 3230: 3105:

Organizational Behavior and Human Decision Processes

2805:

Organizational Behavior and Human Decision Processes

2441:

Organizational Behavior and Human Decision Processes

2302: 1938: 1276:

The most recent law to be passed is Title II of the

211:

Declarative knowledge: Applicants' learned knowledge

8572:. In Weekley, Jeff A.; Ployhart, Robert E. (eds.). 7060: 7051: 6620: 6618: 6616: 6614: 6054: 5655: 4908: 4602: 4600: 4286: 4284: 4282: 3599: 2897: 2667: 2100: 1680: 1638: 1177:

Is the candidate being forthright with information?

1162:

How did the candidate handle problems that came up?

754:in-person talks as a way to screen job applicants. 135:Potential job interview opportunities also include 7613:Journal of Personal Selling & Sales Management 7230:Stone, Dianna L.; Colella, Adrienne (April 1996). 6515: 5863: 5829: 5794: 5537: 5350: 4712: 4710: 4663: 4661: 4659: 4657: 4488: 4486: 4484: 4482: 4446: 4210: 3889:Tran, Timothy; Blackman, Melinda C. (April 2006). 3832: 3830: 3629: 3331: 2952: 2158: 1911: 1730: 903: 883:The fourth and final component of faking involves 545: 8576:. 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(March 1992). 3305:International Journal of Selection and Assessment 3045:International Journal of Selection and Assessment 2750:International Journal of Selection and Assessment 2670:International Journal of Selection and Assessment 2542:International Journal of Selection and Assessment 2476:International Journal of Selection and Assessment 1654:International Journal of Selection and Assessment 1310:What prescription drugs are you currently taking? 1231: 1073: 982:situations where narcissistic behaviors, such as 554: 10847: 7895:"Jobvite: 2010 social recruiting survey results" 6722: 6611: 6175:Gilliland, Stephen W.; Steiner, Dirk D. (2001). 6174: 5313: 5158: 4597: 4291:DeGroot, Timothy; Motowidlo, Stephan J. (1999). 4290: 4279: 4258: 4090:Daft, Richard L.; Lengel, Robert H. (May 1986). 3884: 3882: 3129: 2177: 2109: 2076:DeGroot, Timothy; Motowidlo, Stephan J. 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Research 3581:Applied H.R.M. Research 815:Physical attractiveness 618: 485:Have a longer interview 222:Interviewee performance 10820:Aspects of occupations 10739:Exploitation of labour 10489:Aspects of occupations 10295:Unemployment insurance 10247:Unemployment extension 10217:Reserve army of labour 10022:Constructive dismissal 9829:Sleeping while on duty 9794:Exploitation of labour 9676:Sick building syndrome 8847:Person–environment fit 8717:Independent contractor 8600:NCS - Interview Advice 5866:Journal of Personality 5679:10.1002/job.4030140406 5326:Journal of Personality 5005:10.1006/obhd.1996.2669 4526:Psychological Bulletin 3415:Psychological Bulletin 2422:10.1006/jvbe.1996.1538 1820:Cite journal requires 1080:interrater reliability 1066: 1034:emotional intelligence 926:emotional intelligence 584:and SOARA techniques. 521:Train the interviewers 495:Evaluation structure: 391: 335:Person-environment fit 330:Person-environment fit 96: 18:Behavioural interviews 10830:Aspects of workplaces 10499:Aspects of workplaces 10237:Unemployment benefits 10232:Types of unemployment 10170:Graduate unemployment 10064:Letter of resignation 9693:Workers' compensation 9686:Occupational fatality 9190:Vocational university 8790:Employment counsellor 8068:Psychological Science 7345:"Disparate Treatment" 5408:10.5465/amp.2012.0048 4148:10.25035/pad.2016.002 4108:10.1287/mnsc.32.5.554 2901:Journal of Management 2375:Journal of Management 1435:Methodological biases 1406:Cross-cultural issues 1061: 862:impression management 778:Media richness theory 747:Further information: 623:Further information: 580:Examples include the 389: 190:Experiential factors: 94: 10305:Job creation program 10081:Mandatory retirement 10034:Employee offboarding 9854:Workplace incivility 9849:Workplace harassment 9624:Occupational disease 9619:Occupational burnout 9534:Disability insurance 9378:Workweek and weekend 9358:Retroactive overtime 9180:Vocational education 9095:Continuing education 8933:Permanent employment 7839:. pp. 293–337. 7520:Personnel Psychology 6760:Personnel Psychology 6698:Personnel Psychology 6535:Personnel Psychology 6308:Dipboye et al., 1998 6150:Personnel Psychology 6061:Personnel Psychology 4746:Personnel Psychology 4719:Personnel Psychology 4495:Personnel Psychology 4261:Personnel Psychology 4223:Personnel Psychology 3936:Kara A., Latorella. 3754:Personnel Psychology 3611:Personnel Psychology 3233:Personnel Psychology 3195:Personnel Psychology 2955:Personnel Psychology 2835:Personnel Psychology 2634:Personnel Psychology 2316:Personnel Psychology 2112:Personnel Psychology 1842:Personnel Psychology 828:Vocal Attractiveness 424:Post-interview phase 118:structured interview 61:improve this article 50:to meet Knowledge's 10673:Recession-proof job 10210:Recession-proof job 10205:Lists of recessions 10143:Economic depression 10091:Retirement planning 9972:Work–life interface 9809:Employee monitoring 9777:Corporate behaviour 9767:Accounting scandals 9649:Occupational stress 9639:Occupational injury 9170:Reflective practice 9165:Professional school 8887:Work-at-home scheme 8807:Induction programme 8785:Employment contract 8765:Business networking 8437:2011Sci...332.1100G 8431:(6033): 1100–1104. 6497:Management Decision 5474:Industrial Engineer 4164:Management Decision 3642:Canadian Psychology 1626:Brandeis University 1094:Applicant reactions 1030:social intelligence 794:Nonverbal behaviors 764:telephone interview 614:Specialized formats 466:Content structure: 399:Pre-interview phase 10473:See also templates 10310:Job creation index 10274:Youth unemployment 10138:Discouraged worker 10027:Wrongful dismissal 10007:At-will employment 9880:Civil conscription 9844:Workplace bullying 9731:Affirmative action 9713:Workplace wellness 9644:Occupational noise 9280:Long service leave 9140:Overspecialization 9120:Induction training 9075:Career development 7471:10.1111/iops.12077 7388:"Disparate Impact" 6675:10.1111/ijsa.12115 5616:The Mask of Sanity 5307:10.1111/apps.12072 5295:Applied Psychology 4885:INFLUENCE_COACHING 4096:Management Science 3995:"Stress Interview" 3375:Janz, Tom (1982). 3317:10.1111/ijsa.12078 3207:10.1111/peps.12052 3057:10.1111/ijsa.12133 2682:10.1111/ijsa.12039 1197:Additional factors 1112:Types of questions 1084:criterion validity 1067: 1062:An interview at a 533:Types of questions 392: 206:Core job elements: 97: 10843: 10842: 10522: 10521: 10421:Post-work society 10401:Kiss up kick down 10133:Barriers to entry 10098:Severance package 9930:Human trafficking 9824:Sexual harassment 9804:Employee handbook 9723:Equal opportunity 9586:Safety and health 9576:Take-home vehicle 9185:Vocational school 9135:Lifelong learning 9110:Further education 9070:Career counseling 9065:Career assessment 8842:Overqualification 8583:978-0-8058-5251-6 8169:. Sage. pp. 7871:. Microsoft.com. 7854:978-1-119-99259-2 7401:978-0-7879-7819-8 7358:978-0-7879-7819-8 7269:(12): 2477–2492. 7119:10.1080/713662022 6397:(11): 2834–2857. 6320:Human Performance 6190:978-0-8058-2694-4 5797:Human Performance 5710:Human Performance 5433:(12): 1663–1676. 5048:Human Performance 4642:(10): 1993–2022. 3089:978-0-471-96638-8 1920:(16): 1250–1272. 1898:978-0-8185-0398-6 1602:Houston Chronicle 1550:978-0-19-993069-2 1489:College interview 1206:Interview anxiety 1012:superficial charm 768:videoconferencing 145:corporate culture 137:networking events 89: 88: 81: 52:quality standards 43:This article may 27:Type of interview 16:(Redirected from 10873: 10807: 10806: 10643:Jobless recovery 10549: 10542: 10535: 10526: 10525: 10509:Critique of work 10504:Corporate titles 10472: 10471: 10391:Evil corporation 10257:Employment rates 10180:Jobless recovery 10148:Great Depression 10108:Golden parachute 10103:Golden handshake 9900:Job satisfaction 9890:Critique of work 9708:Workplace phobia 9539:Health insurance 9496:Wage compression 9464:Progressive wage 9318:35-hour workweek 9285:No call, no show 9275:Leave of absence 9125:Knowledge worker 9053:Master craftsman 8857:Personality hire 8795:Executive search 8775:Curriculum vitae 8760:Background check 8629: 8622: 8615: 8606: 8605: 8588: 8587: 8565: 8554: 8553: 8551: 8527: 8514: 8513: 8481: 8475: 8474: 8456: 8415: 8409: 8408: 8390: 8381: 8375: 8374: 8364: 8358: 8357: 8342:Personnel Review 8337: 8331: 8330: 8298: 8292: 8291: 8262: 8256: 8255: 8237: 8228: 8219: 8218: 8186: 8175: 8174: 8160: 8154: 8153: 8113: 8100: 8099: 8063: 8050: 8049: 8039: 8021: 7997: 7991: 7990: 7989: 7988: 7973: 7967: 7966: 7955: 7949: 7948: 7946: 7944: 7933: 7927: 7926: 7909: 7903: 7902: 7891: 7885: 7884: 7882: 7880: 7865: 7859: 7858: 7832: 7826: 7825: 7808:(7–8): 497–508. 7797: 7788: 7787: 7770:(7/8): 215–226. 7759: 7750: 7749: 7739: 7715: 7709: 7708: 7701: 7692: 7691: 7659: 7653: 7652: 7607: 7601: 7600: 7572: 7566: 7565: 7545: 7536: 7535: 7515: 7506: 7505: 7489: 7483: 7482: 7450: 7444: 7443: 7432:10.1037/h0094498 7415: 7406: 7405: 7383: 7377: 7376: 7369: 7363: 7362: 7340: 7334: 7333: 7332:. 25 April 2012. 7326: 7317: 7316: 7314: 7313: 7304:. 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Money-zine.com 3991: 3985: 3984: 3956: 3950: 3949: 3933: 3927: 3926: 3886: 3877: 3876: 3866: 3834: 3825: 3824: 3822: 3821: 3810: 3804: 3803: 3785: 3776: 3770: 3769: 3749: 3743: 3742: 3718: 3712: 3711: 3709: 3707: 3691: 3685: 3684: 3664: 3658: 3657: 3654:10.1037/h0086826 3633: 3627: 3626: 3606: 3597: 3596: 3576: 3570: 3569: 3549: 3543: 3542: 3524: 3504: 3498: 3494: 3488: 3484: 3478: 3477: 3453: 3447: 3446: 3427:10.1037/h0061470 3406: 3397: 3396: 3372: 3363: 3362: 3338: 3329: 3328: 3299: 3290: 3289: 3287: 3263: 3257: 3256: 3228: 3219: 3218: 3189: 3183: 3182: 3154: 3148: 3147: 3127: 3121: 3120: 3100: 3094: 3093: 3075: 3069: 3068: 3039: 3033: 3032: 3016: 3001: 3000: 2980: 2971: 2970: 2950: 2944: 2943: 2923: 2917: 2916: 2895: 2889: 2888: 2860: 2851: 2850: 2830: 2821: 2820: 2800: 2791: 2787: 2774: 2773: 2744: 2738: 2737: 2705: 2694: 2693: 2665: 2650: 2649: 2629: 2604: 2603: 2583: 2566: 2565: 2537: 2531: 2530: 2498: 2492: 2491: 2471: 2465: 2464: 2432: 2426: 2425: 2405: 2399: 2398: 2369: 2363: 2362: 2338: 2332: 2331: 2311: 2300: 2299: 2297: 2273: 2267: 2266: 2248: 2224: 2218: 2217: 2199: 2190:(6): 1638–1656. 2175: 2156: 2155: 2134: 2128: 2127: 2107: 2098: 2097: 2073: 2064: 2063: 2061: 2059: 2045: 2039: 2038: 2014: 2008: 2007: 1996:10.1037/h0037039 1975: 1969: 1968: 1951:(6): 1075–1082. 1936: 1930: 1929: 1909: 1903: 1902: 1884: 1878: 1874: 1868: 1867: 1857: 1836: 1830: 1829: 1823: 1818: 1816: 1808: 1806: 1796: 1787: 1781: 1778: 1772: 1771: 1743: 1728: 1727: 1695: 1678: 1677: 1649: 1636: 1635: 1633: 1632: 1618: 1612: 1611: 1609: 1608: 1594: 1585: 1584: 1564: 1555: 1554: 1524: 1103:Interview design 961:Machiavellianism 949:Machiavellianism 805:socially skilled 749:Coding interview 730:makes you tick." 663:apples to apples 430:For interviewees 84: 77: 73: 70: 64: 38: 37: 30: 21: 10881: 10880: 10876: 10875: 10874: 10872: 10871: 10870: 10846: 10845: 10844: 10839: 10798: 10759:Labour movement 10712: 10559: 10553: 10523: 10518: 10514:Organized labor 10484:Aspects of jobs 10460: 10451:Toxic workplace 10386:Emotional labor 10359: 10283:Public programs 10278: 10195:Great Recession 10165:Full employment 10153:Long Depression 10119: 10017:Banishment room 9993: 9915:Refusal of work 9858: 9782:Corporate crime 9750: 9717: 9580: 9505: 9382: 9304: 9238: 9115:Graduate school 9025: 8947: 8891: 8882:Underemployment 8741: 8685:Self-employment 8660:Contingent work 8650:Academic tenure 8643:Classifications 8638: 8633: 8596: 8591: 8584: 8566: 8557: 8528: 8517: 8482: 8478: 8416: 8412: 8388: 8382: 8378: 8365: 8361: 8338: 8334: 8299: 8295: 8263: 8259: 8235: 8229: 8222: 8187: 8178: 8161: 8157: 8114: 8103: 8064: 8053: 7998: 7994: 7986: 7984: 7975: 7974: 7970: 7957: 7956: 7952: 7942: 7940: 7935: 7934: 7930: 7911: 7910: 7906: 7893: 7892: 7888: 7878: 7876: 7867: 7866: 7862: 7855: 7833: 7829: 7798: 7791: 7760: 7753: 7716: 7712: 7703: 7702: 7695: 7660: 7656: 7608: 7604: 7573: 7569: 7546: 7539: 7526:(4): 969–1016. 7516: 7509: 7490: 7486: 7451: 7447: 7416: 7409: 7402: 7384: 7380: 7371: 7370: 7366: 7359: 7341: 7337: 7328: 7327: 7320: 7311: 7309: 7300: 7299: 7292: 7276:10.1.1.331.5726 7259: 7255: 7228: 7224: 7209: 7205: 7182: 7178: 7143: 7134: 7103: 7094: 7059: 7052: 7029: 7025: 7001: 6994: 6963: 6959: 6954: 6945: 6940: 6936: 6901: 6897: 6892: 6885: 6877: 6870: 6866: 6865: 6861: 6856: 6849: 6844: 6840: 6800: 6793: 6789: 6783: 6779: 6756: 6752: 6721: 6717: 6694: 6690: 6658: 6654: 6623: 6612: 6589: 6585: 6566: 6562: 6531: 6516: 6493: 6489: 6458: 6454: 6423: 6410: 6386: 6382: 6351: 6347: 6316: 6312: 6307: 6303: 6280: 6276: 6241: 6237: 6202: 6198: 6191: 6173: 6169: 6146: 6142: 6118:10.1.1.598.5775 6097: 6090: 6053: 6044: 6012: 6006: 6002: 5975: 5971: 5944: 5935: 5900: 5893: 5862: 5855: 5828: 5824: 5793: 5789: 5744: 5737: 5705: 5701: 5690: 5686: 5663: 5656: 5650:Snakes in Suits 5647: 5643: 5634: 5633: 5622: 5613: 5609: 5590: 5586: 5575: 5571: 5536: 5532: 5497: 5493: 5466: 5462: 5419: 5415: 5388: 5384: 5349: 5345: 5318: 5314: 5291: 5287: 5256: 5252: 5205: 5198: 5174:10.1.1.457.8886 5157: 5153: 5148: 5144: 5121: 5117: 5082: 5075: 5043: 5039: 5016: 5012: 4989: 4985: 4954: 4950: 4907: 4903: 4894: 4892: 4879:Charles, Webb. 4877: 4873: 4850: 4843: 4808: 4804: 4769: 4765: 4742: 4738: 4715: 4708: 4693: 4689: 4682:10.1002/job.512 4666: 4655: 4632: 4628: 4605: 4598: 4575: 4571: 4539:10.1.1.320.1537 4518: 4514: 4491: 4480: 4445: 4441: 4414: 4407: 4383:10.1.1.472.4709 4362: 4358: 4331: 4324: 4289: 4280: 4257: 4250: 4218: 4211: 4187: 4183: 4160: 4156: 4127: 4123: 4088: 4084: 4057: 4053: 4018: 4009: 4000: 3998: 3993: 3992: 3988: 3957: 3953: 3934: 3930: 3887: 3880: 3835: 3828: 3819: 3817: 3812: 3811: 3807: 3783: 3777: 3773: 3750: 3746: 3719: 3715: 3705: 3703: 3692: 3688: 3665: 3661: 3634: 3630: 3607: 3600: 3577: 3573: 3550: 3546: 3522:10.1.1.598.8863 3505: 3501: 3495: 3491: 3485: 3481: 3454: 3450: 3407: 3400: 3373: 3366: 3339: 3332: 3300: 3293: 3264: 3260: 3229: 3222: 3190: 3186: 3155: 3151: 3128: 3124: 3101: 3097: 3090: 3076: 3072: 3040: 3036: 3017: 3004: 2981: 2974: 2951: 2947: 2924: 2920: 2896: 2892: 2861: 2854: 2831: 2824: 2801: 2794: 2788: 2777: 2745: 2741: 2706: 2697: 2666: 2653: 2630: 2607: 2584: 2569: 2538: 2534: 2499: 2495: 2472: 2468: 2433: 2429: 2406: 2402: 2370: 2366: 2339: 2335: 2312: 2303: 2295:10.1002/job.452 2274: 2270: 2246:10.1.1.323.7495 2225: 2221: 2197:10.1.1.473.7399 2176: 2159: 2152:10.1002/job.512 2135: 2131: 2108: 2101: 2074: 2067: 2057: 2055: 2047: 2046: 2042: 2015: 2011: 1976: 1972: 1937: 1933: 1910: 1906: 1899: 1885: 1881: 1875: 1871: 1855:10.1.1.471.4365 1837: 1833: 1821: 1819: 1810: 1809: 1794: 1788: 1784: 1779: 1775: 1744: 1731: 1696: 1681: 1650: 1639: 1630: 1628: 1620: 1619: 1615: 1606: 1604: 1596: 1595: 1588: 1565: 1558: 1551: 1525: 1506: 1502: 1485: 1476: 1456: 1442: 1437: 1408: 1391: 1378: 1357:discrimination. 1342: 1317: 1243: 1234: 1225: 1208: 1199: 1114: 1105: 1096: 1076: 1056: 1047: 1021: 1003: 997: 976: 970: 957: 951: 946: 911: 906: 858: 841: 817: 796: 791: 760: 751: 745: 688: 671: 644:panel interview 640: 627: 621: 616: 590: 557: 548: 535: 460: 447: 438: 409:Interview phase 384: 332: 327: 293:job performance 241:the interviewer 174:General traits: 161: 85: 74: 68: 65: 58: 39: 35: 28: 23: 22: 15: 12: 11: 5: 10879: 10869: 10868: 10863: 10858: 10841: 10840: 10838: 10837: 10832: 10827: 10822: 10817: 10811: 10809: 10800: 10799: 10797: 10796: 10791: 10786: 10781: 10776: 10771: 10766: 10761: 10756: 10751: 10746: 10741: 10736: 10731: 10726: 10720: 10718: 10714: 10713: 10711: 10710: 10705: 10700: 10695: 10690: 10685: 10680: 10675: 10670: 10665: 10660: 10655: 10650: 10645: 10640: 10635: 10630: 10625: 10620: 10615: 10610: 10605: 10604: 10603: 10593: 10588: 10583: 10578: 10573: 10567: 10565: 10561: 10560: 10552: 10551: 10544: 10537: 10529: 10520: 10519: 10517: 10516: 10511: 10506: 10501: 10496: 10491: 10486: 10481: 10475: 10474: 10465: 10462: 10461: 10459: 10458: 10453: 10448: 10443: 10438: 10436:Sunday scaries 10433: 10428: 10423: 10418: 10413: 10408: 10403: 10398: 10393: 10388: 10383: 10378: 10373: 10367: 10365: 10361: 10360: 10353: 10352: 10347: 10342: 10337: 10332: 10327: 10322: 10317: 10312: 10307: 10302: 10297: 10292: 10286: 10284: 10280: 10279: 10277: 10276: 10271: 10266: 10265: 10264: 10259: 10249: 10244: 10239: 10234: 10229: 10224: 10219: 10214: 10213: 10212: 10207: 10202: 10197: 10187: 10185:Phillips curve 10182: 10177: 10172: 10167: 10162: 10157: 10156: 10155: 10150: 10140: 10135: 10129: 10127: 10121: 10120: 10118: 10117: 10112: 10111: 10110: 10105: 10095: 10094: 10093: 10088: 10086:Retirement age 10083: 10073: 10068: 10067: 10066: 10056: 10051: 10046: 10041: 10039:Exit interview 10036: 10031: 10030: 10029: 10024: 10019: 10009: 10003: 10001: 9995: 9994: 9992: 9991: 9986: 9985: 9984: 9979: 9969: 9964: 9963: 9962: 9957: 9952: 9947: 9942: 9937: 9932: 9927: 9917: 9912: 9907: 9902: 9897: 9892: 9887: 9882: 9877: 9872: 9866: 9864: 9860: 9859: 9857: 9856: 9851: 9846: 9841: 9836: 9831: 9826: 9821: 9816: 9811: 9806: 9801: 9796: 9791: 9789:Discrimination 9786: 9785: 9784: 9779: 9774: 9769: 9758: 9756: 9752: 9751: 9749: 9748: 9743: 9741:Gender pay gap 9738: 9733: 9727: 9725: 9719: 9718: 9716: 9715: 9710: 9705: 9700: 9695: 9690: 9689: 9688: 9678: 9673: 9672: 9671: 9661: 9656: 9651: 9646: 9641: 9636: 9631: 9626: 9621: 9616: 9611: 9606: 9601: 9596: 9590: 9588: 9582: 9581: 9579: 9578: 9573: 9572: 9571: 9561: 9556: 9554:Parental leave 9551: 9549:Marriage leave 9546: 9544:Life insurance 9541: 9536: 9531: 9526: 9521: 9515: 9513: 9507: 9506: 9504: 9503: 9498: 9493: 9488: 9483: 9478: 9473: 9472: 9471: 9461: 9460: 9459: 9454: 9449: 9444: 9434: 9433: 9432: 9427: 9417: 9412: 9407: 9402: 9400:Income bracket 9396: 9394: 9384: 9383: 9381: 9380: 9375: 9370: 9365: 9360: 9355: 9350: 9345: 9340: 9335: 9330: 9328:Eight-hour day 9325: 9320: 9314: 9312: 9306: 9305: 9303: 9302: 9297: 9292: 9287: 9282: 9277: 9272: 9267: 9262: 9257: 9252: 9246: 9244: 9240: 9239: 9237: 9236: 9231: 9226: 9225: 9224: 9219: 9209: 9204: 9199: 9194: 9193: 9192: 9187: 9182: 9177: 9172: 9167: 9162: 9157: 9152: 9147: 9142: 9137: 9132: 9127: 9122: 9117: 9112: 9107: 9102: 9097: 9087: 9085:Creative class 9082: 9077: 9072: 9067: 9062: 9057: 9056: 9055: 9045: 9043:Apprenticeship 9039: 9037: 9027: 9026: 9024: 9023: 9018: 9013: 9011:Scarlet-collar 9008: 9003: 8998: 8993: 8988: 8983: 8978: 8973: 8968: 8963: 8957: 8955: 8949: 8948: 8946: 8945: 8940: 8935: 8930: 8925: 8920: 8915: 8910: 8905: 8899: 8897: 8893: 8892: 8890: 8889: 8884: 8879: 8874: 8869: 8864: 8859: 8854: 8849: 8844: 8839: 8834: 8829: 8824: 8819: 8814: 8809: 8804: 8803: 8802: 8792: 8787: 8782: 8777: 8772: 8767: 8762: 8757: 8751: 8749: 8743: 8742: 8740: 8739: 8734: 8729: 8727:Temporary work 8724: 8719: 8714: 8713: 8712: 8707: 8702: 8695:Skilled worker 8692: 8687: 8682: 8677: 8672: 8667: 8662: 8657: 8652: 8646: 8644: 8640: 8639: 8632: 8631: 8624: 8617: 8609: 8603: 8602: 8595: 8594:External links 8592: 8590: 8589: 8582: 8555: 8515: 8496:(3): 263–282. 8476: 8410: 8399:(8): 936–944. 8376: 8367:Chen, Danxia. 8359: 8348:(2): 152–169. 8332: 8313:(1): 154–168. 8293: 8274:(3): 319–331. 8257: 8220: 8201:(5): 943–951. 8176: 8155: 8128:(3): 476–489. 8101: 8074:(4): 309–313. 8051: 7992: 7968: 7950: 7928: 7904: 7886: 7860: 7853: 7827: 7789: 7751: 7710: 7693: 7674:(3): 579–593. 7654: 7602: 7583:(4): 373–384. 7567: 7556:(4): 968–981. 7537: 7507: 7484: 7465:(4): 419–423. 7445: 7426:(5): 385–390. 7407: 7400: 7378: 7364: 7357: 7335: 7318: 7290: 7253: 7242:(2): 352–401. 7222: 7203: 7192:(3): 239–246. 7176: 7132: 7092: 7050: 7039:(4): 261–278. 7023: 7012:(4): 283–306. 6992: 6973:(3): 155–170. 6957: 6943: 6934: 6921:10.2307/146368 6915:(4): 693–715. 6895: 6883: 6880:on 2011-10-04. 6859: 6847: 6838: 6811:(2): 206–246. 6787: 6777: 6766:(4): 715–738. 6750: 6731:(4): 867–885. 6715: 6704:(2): 329–339. 6688: 6669:(3): 295–305. 6652: 6633:(1): 155–171. 6610: 6583: 6560: 6541:(3): 607–637. 6514: 6487: 6452: 6433:(2): 175–191. 6408: 6380: 6361:(4): 485–506. 6345: 6310: 6301: 6290:(3): 185–197. 6274: 6255:(3): 291–304. 6235: 6216:(2): 266–275. 6196: 6189: 6167: 6156:(3): 673–702. 6140: 6088: 6067:(3): 639–683. 6042: 6000: 5989:(5): 565–579. 5969: 5958:(2): 184–190. 5933: 5914:(4): 599–616. 5891: 5872:(2): 267–295. 5853: 5842:(2): 372–386. 5822: 5803:(3): 199–221. 5787: 5758:(4): 914–932. 5735: 5716:(2): 123–149. 5699: 5684: 5673:(4): 349–370. 5654: 5641: 5620: 5607: 5584: 5569: 5550:(1): 132–145. 5530: 5491: 5460: 5413: 5402:(2): 108–127. 5382: 5363:(2): 399–411. 5343: 5332:(4): 616–634. 5312: 5301:(4): 643–670. 5285: 5266:(8): 747–768. 5250: 5196: 5167:(4): 299–316. 5151: 5142: 5131:(4): 157–169. 5115: 5096:(3): 543–563. 5073: 5037: 5010: 4983: 4964:(2): 141–163. 4948: 4901: 4871: 4860:(4): 589–605. 4841: 4822:(1): 128–136. 4802: 4783:(4): 709–717. 4763: 4752:(4): 675–691. 4736: 4725:(2): 433–456. 4706: 4701:Career Igniter 4687: 4676:(3): 355–371. 4653: 4626: 4596: 4569: 4532:(3): 390–423. 4512: 4501:(2): 431–462. 4478: 4459:(4): 729–736. 4439: 4428:(3): 295–300. 4405: 4356: 4345:(4): 551–556. 4322: 4303:(6): 986–993. 4278: 4267:(4): 963–983. 4248: 4229:(2): 359–367. 4209: 4181: 4154: 4121: 4102:(5): 554–571. 4082: 4071:(3): 629–648. 4051: 4032:(5): 944–953. 4007: 3986: 3967:(2): 163–172. 3951: 3928: 3901:(2): 183–201. 3878: 3849:(4): 569–582. 3826: 3805: 3771: 3744: 3713: 3686: 3675:(5): 571–587. 3659: 3628: 3617:(2): 289–308. 3598: 3587:(1): 121–136. 3571: 3560:(1): 167–177. 3544: 3515:(3): 174–180. 3499: 3489: 3479: 3468:(3): 484–487. 3448: 3421:(4): 327–358. 3398: 3387:(5): 577–580. 3364: 3353:(4): 422–427. 3330: 3311:(3): 297–309. 3291: 3278:(9): 821–843. 3258: 3239:(3): 655–702. 3220: 3201:(1): 241–293. 3184: 3165:(3): 333–342. 3149: 3138:(7): 669–681. 3122: 3095: 3088: 3070: 3034: 3002: 2991:(3): 203–218. 2972: 2961:(2): 359–392. 2945: 2934:(2): 109–120. 2918: 2907:(3): 363–381. 2890: 2877:10.2307/257224 2871:(4): 579–586. 2852: 2841:(4): 745–768. 2822: 2811:(3): 364–387. 2792: 2775: 2756:(3): 210–219. 2739: 2720:(4): 622–632. 2695: 2676:(3): 294–308. 2651: 2640:(3): 643–671. 2605: 2594:(3): 209–226. 2567: 2548:(2): 108–115. 2532: 2513:(3): 536–552. 2493: 2482:(4): 261–273. 2466: 2447:(2): 152–167. 2427: 2400: 2381:(4): 435–452. 2364: 2353:(2): 179–189. 2333: 2322:(2): 325–359. 2301: 2288:(3): 265–285. 2268: 2239:(2): 446–454. 2219: 2157: 2146:(3): 355–371. 2129: 2118:(4): 963–983. 2099: 2088:(6): 986–993. 2065: 2040: 2029:(6): 971–977. 2009: 1990:(4): 526–537. 1970: 1931: 1904: 1897: 1879: 1869: 1848:(3): 583–611. 1831: 1822:|journal= 1782: 1773: 1754:(3): 299–324. 1729: 1710:(5): 897–913. 1679: 1637: 1613: 1586: 1575:(4): 275–290. 1556: 1549: 1503: 1501: 1498: 1497: 1496: 1491: 1484: 1481: 1475: 1472: 1455: 1452: 1441: 1440:Construct bias 1438: 1436: 1433: 1407: 1404: 1390: 1387: 1377: 1374: 1362: 1361: 1358: 1354: 1350: 1341: 1338: 1316: 1313: 1312: 1311: 1308: 1305: 1302: 1299: 1296: 1242: 1239: 1233: 1230: 1224: 1221: 1207: 1204: 1198: 1195: 1194: 1193: 1190: 1187: 1184: 1181: 1178: 1175: 1172: 1169: 1166: 1163: 1160: 1157: 1154: 1147: 1146: 1143: 1140: 1137: 1134: 1131: 1128: 1125: 1113: 1110: 1104: 1101: 1095: 1092: 1075: 1072: 1055: 1052: 1046: 1043: 1020: 1017: 999:Main article: 996: 993: 972:Main article: 969: 966: 953:Main article: 950: 947: 945: 944:The Dark Triad 942: 910: 907: 905: 902: 889: 888: 881: 877: 873: 857: 854: 840: 837: 816: 813: 795: 792: 790: 787: 759: 756: 744: 741: 732: 731: 724: 721: 718: 715: 704:blood pressure 687: 684: 670: 667: 659: 658: 655: 651: 639: 636: 625:Case interview 620: 617: 615: 612: 611: 610: 603: 599: 589: 586: 578: 577: 574: 571: 568: 556: 553: 547: 544: 534: 531: 526: 525: 522: 519: 516: 513: 510: 507: 500: 493: 492: 489: 486: 483: 480: 477: 474: 459: 456: 446: 443: 437: 434: 383: 380: 331: 328: 326: 323: 314: 313: 309: 306: 303: 300: 285: 284: 281: 274: 271: 262: 261: 258: 249: 248: 245: 242: 235: 219: 218: 215: 212: 203: 202: 199: 196: 187: 186: 183: 180: 160: 157: 87: 86: 42: 40: 33: 26: 9: 6: 4: 3: 2: 10878: 10867: 10864: 10862: 10859: 10857: 10856:Job interview 10854: 10853: 10851: 10836: 10833: 10831: 10828: 10826: 10823: 10821: 10818: 10816: 10813: 10812: 10810: 10801: 10795: 10794:Whistleblower 10792: 10790: 10787: 10785: 10784:Strike action 10782: 10780: 10777: 10775: 10772: 10770: 10767: 10765: 10762: 10760: 10757: 10755: 10752: 10750: 10747: 10745: 10742: 10740: 10737: 10735: 10732: 10730: 10727: 10725: 10722: 10721: 10719: 10715: 10709: 10706: 10704: 10701: 10699: 10696: 10694: 10691: 10689: 10686: 10684: 10681: 10679: 10676: 10674: 10671: 10669: 10666: 10664: 10661: 10659: 10656: 10654: 10653:Make-work job 10651: 10649: 10646: 10644: 10641: 10639: 10636: 10634: 10631: 10629: 10626: 10624: 10621: 10619: 10616: 10614: 10611: 10609: 10606: 10602: 10599: 10598: 10597: 10594: 10592: 10589: 10587: 10584: 10582: 10579: 10577: 10574: 10572: 10569: 10568: 10566: 10562: 10558: 10550: 10545: 10543: 10538: 10536: 10531: 10530: 10527: 10515: 10512: 10510: 10507: 10505: 10502: 10500: 10497: 10495: 10492: 10490: 10487: 10485: 10482: 10480: 10477: 10476: 10467: 10466: 10463: 10457: 10454: 10452: 10449: 10447: 10444: 10442: 10439: 10437: 10434: 10432: 10429: 10427: 10424: 10422: 10419: 10417: 10414: 10412: 10411:Make-work job 10409: 10407: 10404: 10402: 10399: 10397: 10394: 10392: 10389: 10387: 10384: 10382: 10379: 10377: 10374: 10372: 10369: 10368: 10366: 10362: 10358: 10357: 10351: 10348: 10346: 10343: 10341: 10338: 10336: 10333: 10331: 10330:Right to work 10328: 10326: 10323: 10321: 10318: 10316: 10315:Job guarantee 10313: 10311: 10308: 10306: 10303: 10301: 10300:Make-work job 10298: 10296: 10293: 10291: 10288: 10287: 10285: 10281: 10275: 10272: 10270: 10267: 10263: 10260: 10258: 10255: 10254: 10253: 10250: 10248: 10245: 10243: 10240: 10238: 10235: 10233: 10230: 10228: 10225: 10223: 10220: 10218: 10215: 10211: 10208: 10206: 10203: 10201: 10198: 10196: 10193: 10192: 10191: 10188: 10186: 10183: 10181: 10178: 10176: 10173: 10171: 10168: 10166: 10163: 10161: 10158: 10154: 10151: 10149: 10146: 10145: 10144: 10141: 10139: 10136: 10134: 10131: 10130: 10128: 10126: 10122: 10116: 10113: 10109: 10106: 10104: 10101: 10100: 10099: 10096: 10092: 10089: 10087: 10084: 10082: 10079: 10078: 10077: 10074: 10072: 10071:Restructuring 10069: 10065: 10062: 10061: 10060: 10057: 10055: 10052: 10050: 10049:Notice period 10047: 10045: 10042: 10040: 10037: 10035: 10032: 10028: 10025: 10023: 10020: 10018: 10015: 10014: 10013: 10010: 10008: 10005: 10004: 10002: 10000: 9996: 9990: 9987: 9983: 9980: 9978: 9975: 9974: 9973: 9970: 9968: 9965: 9961: 9958: 9956: 9955:Unfree labour 9953: 9951: 9948: 9946: 9943: 9941: 9938: 9936: 9933: 9931: 9928: 9926: 9925:Bonded labour 9923: 9922: 9921: 9918: 9916: 9913: 9911: 9908: 9906: 9903: 9901: 9898: 9896: 9893: 9891: 9888: 9886: 9883: 9881: 9878: 9876: 9873: 9871: 9868: 9867: 9865: 9861: 9855: 9852: 9850: 9847: 9845: 9842: 9840: 9839:Whistleblower 9837: 9835: 9832: 9830: 9827: 9825: 9822: 9820: 9817: 9815: 9812: 9810: 9807: 9805: 9802: 9800: 9797: 9795: 9792: 9790: 9787: 9783: 9780: 9778: 9775: 9773: 9772:Control fraud 9770: 9768: 9765: 9764: 9763: 9760: 9759: 9757: 9753: 9747: 9746:Glass ceiling 9744: 9742: 9739: 9737: 9734: 9732: 9729: 9728: 9726: 9724: 9720: 9714: 9711: 9709: 9706: 9704: 9701: 9699: 9696: 9694: 9691: 9687: 9684: 9683: 9682: 9681:Work accident 9679: 9677: 9674: 9670: 9669:United States 9667: 9666: 9665: 9662: 9660: 9657: 9655: 9652: 9650: 9647: 9645: 9642: 9640: 9637: 9635: 9632: 9630: 9627: 9625: 9622: 9620: 9617: 9615: 9612: 9610: 9607: 9605: 9602: 9600: 9597: 9595: 9592: 9591: 9589: 9587: 9583: 9577: 9574: 9570: 9569:United States 9567: 9566: 9565: 9562: 9560: 9557: 9555: 9552: 9550: 9547: 9545: 9542: 9540: 9537: 9535: 9532: 9530: 9527: 9525: 9524:Casual Friday 9522: 9520: 9517: 9516: 9514: 9512: 9508: 9502: 9499: 9497: 9494: 9492: 9489: 9487: 9484: 9482: 9481:Paid time off 9479: 9477: 9476:Overtime rate 9474: 9470: 9467: 9466: 9465: 9462: 9458: 9457:United States 9455: 9453: 9450: 9448: 9445: 9443: 9440: 9439: 9438: 9435: 9431: 9428: 9426: 9423: 9422: 9421: 9418: 9416: 9413: 9411: 9408: 9406: 9403: 9401: 9398: 9397: 9395: 9393: 9389: 9385: 9379: 9376: 9374: 9371: 9369: 9366: 9364: 9361: 9359: 9356: 9354: 9351: 9349: 9346: 9344: 9341: 9339: 9336: 9334: 9331: 9329: 9326: 9324: 9323:Four-day week 9321: 9319: 9316: 9315: 9313: 9311: 9307: 9301: 9298: 9296: 9293: 9291: 9288: 9286: 9283: 9281: 9278: 9276: 9273: 9271: 9268: 9266: 9263: 9261: 9258: 9256: 9253: 9251: 9248: 9247: 9245: 9241: 9235: 9232: 9230: 9227: 9223: 9220: 9218: 9215: 9214: 9213: 9210: 9208: 9207:Practice firm 9205: 9203: 9200: 9198: 9195: 9191: 9188: 9186: 9183: 9181: 9178: 9176: 9173: 9171: 9168: 9166: 9163: 9161: 9158: 9156: 9153: 9151: 9148: 9146: 9143: 9141: 9138: 9136: 9133: 9131: 9128: 9126: 9123: 9121: 9118: 9116: 9113: 9111: 9108: 9106: 9105:Employability 9103: 9101: 9098: 9096: 9093: 9092: 9091: 9088: 9086: 9083: 9081: 9078: 9076: 9073: 9071: 9068: 9066: 9063: 9061: 9058: 9054: 9051: 9050: 9049: 9046: 9044: 9041: 9040: 9038: 9036: 9032: 9028: 9022: 9019: 9017: 9014: 9012: 9009: 9007: 9006:Orange-collar 9004: 9002: 8999: 8997: 8994: 8992: 8989: 8987: 8984: 8982: 8979: 8977: 8974: 8972: 8969: 8967: 8964: 8962: 8959: 8958: 8956: 8954: 8953:Working class 8950: 8944: 8941: 8939: 8936: 8934: 8931: 8929: 8926: 8924: 8921: 8919: 8916: 8914: 8911: 8909: 8906: 8904: 8901: 8900: 8898: 8894: 8888: 8885: 8883: 8880: 8878: 8875: 8873: 8870: 8868: 8865: 8863: 8860: 8858: 8855: 8853: 8850: 8848: 8845: 8843: 8840: 8838: 8835: 8833: 8830: 8828: 8827:Job interview 8825: 8823: 8820: 8818: 8815: 8813: 8810: 8808: 8805: 8801: 8798: 8797: 8796: 8793: 8791: 8788: 8786: 8783: 8781: 8778: 8776: 8773: 8771: 8768: 8766: 8763: 8761: 8758: 8756: 8753: 8752: 8750: 8748: 8744: 8738: 8735: 8733: 8730: 8728: 8725: 8723: 8720: 8718: 8715: 8711: 8708: 8706: 8703: 8701: 8698: 8697: 8696: 8693: 8691: 8688: 8686: 8683: 8681: 8680:Part-time job 8678: 8676: 8673: 8671: 8668: 8666: 8665:Full-time job 8663: 8661: 8658: 8656: 8653: 8651: 8648: 8647: 8645: 8641: 8637: 8630: 8625: 8623: 8618: 8616: 8611: 8610: 8607: 8601: 8598: 8597: 8585: 8579: 8575: 8571: 8564: 8562: 8560: 8550: 8545: 8541: 8537: 8533: 8526: 8524: 8522: 8520: 8511: 8507: 8503: 8499: 8495: 8491: 8487: 8480: 8472: 8468: 8464: 8460: 8455: 8450: 8446: 8442: 8438: 8434: 8430: 8426: 8422: 8414: 8406: 8402: 8398: 8394: 8387: 8380: 8372: 8371: 8363: 8355: 8351: 8347: 8343: 8336: 8328: 8324: 8320: 8316: 8312: 8308: 8304: 8297: 8289: 8285: 8281: 8277: 8273: 8269: 8261: 8253: 8249: 8245: 8241: 8234: 8227: 8225: 8216: 8212: 8208: 8204: 8200: 8196: 8192: 8185: 8183: 8181: 8172: 8168: 8167: 8159: 8151: 8147: 8143: 8139: 8135: 8131: 8127: 8123: 8119: 8112: 8110: 8108: 8106: 8097: 8093: 8089: 8085: 8081: 8077: 8073: 8069: 8062: 8060: 8058: 8056: 8047: 8043: 8038: 8033: 8029: 8025: 8020: 8015: 8011: 8007: 8003: 7996: 7982: 7978: 7972: 7964: 7960: 7954: 7938: 7932: 7924: 7920: 7916: 7915: 7908: 7900: 7896: 7890: 7874: 7870: 7864: 7856: 7850: 7846: 7842: 7838: 7831: 7823: 7819: 7815: 7811: 7807: 7803: 7796: 7794: 7785: 7781: 7777: 7773: 7769: 7765: 7758: 7756: 7747: 7743: 7738: 7733: 7730:(1): 97–112. 7729: 7725: 7721: 7714: 7706: 7700: 7698: 7689: 7685: 7681: 7677: 7673: 7669: 7665: 7658: 7650: 7646: 7642: 7638: 7634: 7630: 7626: 7622: 7618: 7614: 7606: 7598: 7594: 7590: 7586: 7582: 7578: 7571: 7563: 7559: 7555: 7551: 7544: 7542: 7533: 7529: 7525: 7521: 7514: 7512: 7503: 7499: 7495: 7488: 7480: 7476: 7472: 7468: 7464: 7460: 7456: 7449: 7441: 7437: 7433: 7429: 7425: 7421: 7414: 7412: 7403: 7397: 7393: 7389: 7382: 7374: 7368: 7360: 7354: 7350: 7346: 7339: 7331: 7325: 7323: 7308:on 2020-04-29 7307: 7303: 7297: 7295: 7286: 7282: 7277: 7272: 7268: 7264: 7257: 7249: 7245: 7241: 7237: 7233: 7226: 7218: 7214: 7207: 7199: 7195: 7191: 7187: 7180: 7172: 7168: 7164: 7160: 7156: 7152: 7148: 7141: 7139: 7137: 7128: 7124: 7120: 7116: 7112: 7108: 7101: 7099: 7097: 7088: 7084: 7080: 7076: 7072: 7068: 7064: 7057: 7055: 7046: 7042: 7038: 7034: 7027: 7019: 7015: 7011: 7007: 6999: 6997: 6988: 6984: 6980: 6976: 6972: 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9260:Career break 9222:Professional 9016:Black-collar 8986:White-collar 8966:Green-collar 8943:Volunteering 8826: 8780:Drug testing 8770:Cover letter 8710:Tradesperson 8573: 8539: 8535: 8493: 8489: 8479: 8428: 8424: 8413: 8396: 8392: 8379: 8369: 8362: 8345: 8341: 8335: 8310: 8306: 8296: 8271: 8267: 8260: 8246:(1): 29–37. 8243: 8239: 8198: 8194: 8165: 8158: 8125: 8121: 8071: 8067: 8009: 8005: 7995: 7985:, retrieved 7983:, 2020-11-17 7980: 7971: 7962: 7953: 7943:September 1, 7941:. Retrieved 7931: 7913: 7907: 7889: 7877:. Retrieved 7863: 7836: 7830: 7805: 7801: 7767: 7763: 7727: 7723: 7713: 7671: 7667: 7657: 7619:(2): 35–49. 7616: 7612: 7605: 7580: 7576: 7570: 7553: 7549: 7523: 7519: 7493: 7487: 7462: 7458: 7448: 7423: 7419: 7391: 7381: 7367: 7348: 7338: 7310:. 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Retrieved 2052: 2043: 2026: 2022: 2012: 1987: 1983: 1973: 1948: 1944: 1934: 1917: 1913: 1907: 1888: 1882: 1877:Jossey-Bass. 1872: 1845: 1841: 1834: 1813:cite journal 1804:10589/151793 1785: 1776: 1751: 1747: 1707: 1703: 1660:(1): 62–81. 1657: 1653: 1629:. Retrieved 1616: 1605:. 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