Showing papers by "Michael A. Campion published in 1997"

A review of structure in the selection interview

Abstract: Virtually every previous review has concluded that structuring the selection interview improves its psychometric properties. This paper reviews the research literature in order to describe and evaluate the many ways interviews can be structured. Fifteen components of structure are identified that may enhance either the content of the interview or the evaluation process in the interview. Each component is explained in terms of its various operationalizations in the literature. Then, each component is critiqued in terms of its impact on numerous forms of reliability, validity, and user reactions. Finally, recommendations for research and practice are presented. It is concluded that interviews can be easily enhanced by using some of the many possible components of structure, and the improvement of this popular selection procedure should be a high priority for future research and practice.

Social and Cognitive Sources of Potential Inaccuracy in Job Analysis

Abstract: Although it appears that many assume job analysis information is accurate, there is considerable evidence from other fields to suggest that the types of subjective judgments often involved in job analysis may be subject to systematic sources of inaccuracy. Drawing from the social, cognitive, and industrial-organizational psychology literatures, this review develops a framework that delineates 16 potential sources of inaccuracy in job analysis. This includes such social sources as social influence and self-presentation processes as well as cognitive sources such as limited and biased information processing. For each source of inaccuracy, the relevant literature is first reviewed, its potential operation in the job analysis context is described, and propositions for future research are derived. In addition, the likelihood of these sources of inaccuracy across various job analysis facets are described, concluding with recommendations for research and practice. As a process of obtaining information about jobs (McCormick, 1979), job analysis is one of the most widely used organizational data collection techniques. It forms the foundation upon which virtually all other human resource management systems are built (Buffer & Harvey, 1988), including personnel selection, performance appraisal, training, career development, workforce planning, safety, and licensing requirements (Ash, 1988). Its use is mandated to meet legal requirements (Uniform Guidelines, i978), and estimated annual costs for job analyses

Employment interview on trial: Linking interview structure with litigation outcomes.

Abstract: The authors linked interview structure and litigation outcomes conceptually and empirically. Using legal and psychological literatures, they established a conceptual link based on reduced opportunities for differential treatment through standardization, reduced potential for bias through increased objectivity, and increased job relatedness. Analyzing decisions regarding 84 disparate-treatment claims and 46 disparate-impact claims in federal court cases, they established an empirical link between interview structure and how judges explained their verdicts. The 17 aspects of interview structure were scored in these cases. They collapsed into 3 composites: objective-job related, standardized administration, and multiple interviewers. Most items and composites were significantly related to favorable verdicts for defendants in both types of claims. The objective-job related composite was most highly related, followed by standardized administration. It is concluded that structure enhances interview reliability and validity, and it is also linked to litigation outcomes.