Human Resources Management, 13e (Dessler) Chapter 7 Interviewing Candidates 1) Which of the following is the most commonly used

selection tool? A) telephone reference B) reference letter C) interview D) personality test Answer: C E planation: C) !nterviews are the most widely used selection procedure" #ot all managers use tests$ reference chec%s$ or situational tests$ &ut most interview a person &efore hiring" Diff: 1 Chapter: ' (&)ective: 1 *%ill: Concept +earning (utcome: Descri&e effective interviewing techni,ues -) Which of the following refers to a procedure designed to o&tain information from a person through oral responses to oral in,uiries? A) wor% sample simulation B) interview C) reference chec% D) ar&itration Answer: B E planation: B) An interview is a procedure designed to o&tain information from a person through oral responses to oral in,uiries" Diff: 1 Chapter: ' (&)ective: 1 *%ill: Concept +earning (utcome: Descri&e effective interviewing techni,ues .) When an interview is used to predict future )o& performance on the &asis of an applicant/s oral responses to oral in,uiries$ it is called a0n) 11111111 interview" A) group B) selection C) &enchmar% D) &ac%ground Answer: B E planation: B) *election interviews are designed to predict future )o& performance &ased on the applicant/s oral responses to oral in,uiries" !nterviews may &e one2on2one or may &e conducted in group settings" Diff: 1 Chapter: ' (&)ective: 1 *%ill: Concept +earning (utcome: Descri&e effective interviewing techni,ues
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7) According to the te t$ selection interviews are classified &y all of the following factors E8CE59 11111111" A) administration B) structure C) content D) length Answer: D E planation: D) *election interviews are classified according to how structured they are$ their :content:;the types of ,uestions they contain$ and how the firm administers the interviews" +ength is not a category" Diff: Chapter: ' (&)ective: 1 *%ill: Concept +earning (utcome: Descri&e effective interviewing techni,ues <) What is an underlying goal of Whirlpool/s ECE program? A) giving )o& candidates a positive impression of the firm B) selecting a diverse group of )o& candidates for the firm C) clarifying the corporate culture for )o& candidates D) ensuring selection validity among )o& candidates Answer: A E planation: A) Whirlpool calls its candidate selection process$ the E ceptional Candidate E perience 0ECE)" 9he ECE doesn/t )ust aim to select the &est candidates" !t also aims to ma%e every candidate a loyal customer &y carefully managing the selection process to ma%e sure the candidate gets a consistent and positive impression of the company" Diff: Chapter: ' (&)ective: 1 *%ill: Concept =) Which of the following is another term for an unstructured interview? A) directive B) nondirective C) unformatted D) administrative Answer: B E planation: B) !n unstructured or nondirective interviews$ the manager follows no set format" A few ,uestions might &e specified in advance$ &ut they/re usually not$ and there is seldom a formal guide for scoring :right: or :wrong: answers" *tructured interviews are %nown as directive interviews" Diff: 1 Chapter: ' (&)ective: 1 *%ill: Concept

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') Which of the following is an advantage of using a nondirective format when interviewing )o& candidates? A) allows candidates to as% ,uestions B) uses a manager/s time more effectively C) pursues points of interest as they develop D) scores and compares candidates with consistency Answer: C E planation: C) !n unstructured or nondirective interviews$ the manager follows no set format and there is seldom a formal guide for scoring :right: or :wrong: answers" With unstructured interviews$ an interviewer can pursue points of interest as they develop and as% follow up ,uestions &ecause of the format/s fle i&ility" Diff: Chapter: ' (&)ective: 1 *%ill: Concept +earning (utcome: Descri&e effective interviewing techni,ues >) Which of the following is the primary disadvantage of using structured interviews during the employee selection process? A) higher potential for &ias B) limited validity and relia&ility C) inconsistency across candidates D) reduced opportunities for as%ing follow2up ,uestions Answer: D E planation: D) *tructured interviews when followed &lindly limit the interviewer/s chance to as% follow2up ,uestions" *tructured interviews are typically relia&le$ valid$ consistent$ and have a lower potential for &ias" As a result$ they have a greater a&ility to withstand legal challenges" Diff: . Chapter: ' (&)ective: 1 *%ill: Concept +earning (utcome: Descri&e effective interviewing techni,ues

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?) 6ow do situational interviews differ from &ehavioral interviews? A) situational interviews are &ased on an applicant/s responses to actual past situations B) situational interviews are &ased on how an applicant might &ehave in a hypothetical situation C) situational interviews as% applicants )o&2related ,uestions to assess their %nowledge and s%ills D) &ehavioral interviews as% applicants to descri&e their emotions in different hypothetical situations Answer: B E planation: B) *ituational interviews as% applicants to descri&e how they would react to a hypothetical situation today or tomorrow$ and &ehavioral interviews as% applicants to descri&e how they reacted to actual situations in the past" @o&2related interviews as% )o&2related ,uestions to assess the applicant/s a&ility to perform the )o&" Diff: . AAC*B: Aeflective thin%ing s%ills Chapter: ' (&)ective: 1 *%ill: Concept +earning (utcome: Descri&e effective interviewing techni,ues 14) Which of the following statements is representative of what might &e as%ed in a &ehavioral interview? A) :Consider a time when you were faced with an angry client" What did you do to turn the situation around?: B) :We are concerned with employee pilferage" As a manager here$ how would you go a&out discouraging this &ehavior?: C) :Employees in this division are fre,uently under a great deal of pressure" 6ow do you thin% you would handle the stress of the position?: D) :What would you do if a su&ordinate threatened to sue the company for discrimination?: Answer: A E planation: A) Behavioral ,uestions start with phrases li%e$ :Can you thin% of a time when " " " What did you do?: *ituational ,uestions start with phrases such as$ :*uppose you were faced with the following situation " " " What would you do?: Diff: . AAC*B: Communication a&ilities Chapter: ' (&)ective: 1 *%ill: Application +earning (utcome: Descri&e effective interviewing techni,ues

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11) What type of interview would most li%ely include the statement$ :9ell me a&out a time when you wor%ed successfully in a team environment:? A) situational B) &ehavioral C) puBBle D) stress Answer: B E planation: B) Behavioral interview ,uestions as% applicants to descri&e how they reacted to actual situations in the past" *ituational ,uestions are &ased on hypothetical events" 5uBBle ,uestions re,uire applicants to solve a pro&lem$ and stress ,uestions may &e invasive and rude" Diff: Chapter: ' (&)ective: 1 *%ill: Application +earning (utcome: Descri&e effective interviewing techni,ues 1-) Which of the following statements is representative of what might &e as%ed in a situational interview? A) :9ell me a&out a time you showed leadership in a difficult situation": B) :*uppose you were confronted with an angry customer who threatened to sue the company" What would you do?: C) :Can you thin% of a time when you were especially proud of your management s%ills? 9ell me a&out that": D) :!n this position$ you are responsi&le for hiring and firing su&ordinates" 6ave you ever fired anyone &efore? Descri&e how you handled the situation": Answer: B E planation: B) *ituational ,uestions start with phrases such as$ :*uppose you were faced with the following situation " " " What would you do?: Behavioral ,uestions start with phrases li%e$ :Can you thin% of a time when " " " What did you do?: Diff: . AAC*B: Communication a&ilities Chapter: ' (&)ective: 1 *%ill: Application +earning (utcome: Descri&e effective interviewing techni,ues

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1.) What type of interview would most li%ely include the following statement? :!magine that you have )ust &een assigned the tas% of winning the &usiness of our competition/s &iggest client" 6ow would you proceed?: A) &ehavioral B) stress C) puBBle D) situational Answer: D E planation: D) *ituational interviews as% ,uestions &ased on hypothetical events" Behavioral interview ,uestions as% applicants to descri&e how they reacted to actual situations in the past" 5uBBle ,uestions re,uire applicants to solve a pro&lem$ and stress ,uestions may &e invasive and rude" Diff: Chapter: ' (&)ective: 1 *%ill: Application +earning (utcome: Descri&e effective interviewing techni,ues 17) !n a stress interview$ the interviewer 11111111" A) provides an applicant with a tas% to complete in a set amount of time B) tries to ma%e the applicant uncomforta&le in order to spot sensitivity C) gives a word pro&lem to see how the candidate thin%s under pressure D) descri&es a hypothetical situation to assess how the applicant responds Answer: B E planation: B) !n a stress interview$ the interviewer see%s to ma%e the applicant uncomforta&le with occasionally rude ,uestions" 9he aim is supposedly to spot sensitive applicants and those with low 0or high) stress tolerance" Diff: Chapter: ' (&)ective: 1 *%ill: Concept +earning (utcome: Descri&e effective interviewing techni,ues

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1<) Which of the following ,uestions would most li%ely &e as%ed during a stress interview? A) :! see that you switched colleges four times &efore finally earning your degree" ! thin% that reflects an ina&ility to ma%e good decisions and remain focused" What do you thin%?: B) :Can you tell me a&out a time in the past when you used leadership s%ills to handle a difficult situation?: C) :Ci%e and 9odd have D-1 &etween them" Ci%e has D-4 more than 9odd has" 6ow much does Ci%e have and how much does 9odd have?: D) :Why are you leaving your current position and changing careers?: Answer: A E planation: A) !n a stress interview$ the interviewer see%s to ma%e the applicant uncomforta&le with occasionally rude ,uestions" 9he aim is supposedly to spot sensitive applicants and those with low 0or high) stress tolerance" Diff: AAC*B: Communication a&ilities Chapter: ' (&)ective: 1 *%ill: Application +earning (utcome: Descri&e effective interviewing techni,ues 1=) What type of interview would most li%ely include the following: :!t must &e difficult to leave a company after such strong accusations of unethical &ehavior" 9ell me a&out that:? A) situational B) &ehavioral C) stress D) puBBle Answer: C E planation: C) !n a stress interview$ the interviewer see%s to ma%e the applicant uncomforta&le with rude ,uestions" 9he aim is supposedly to spot sensitive applicants and those with low 0or high) stress tolerance" Diff: Chapter: ' (&)ective: 1 *%ill: Application +earning (utcome: Descri&e effective interviewing techni,ues

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1') Which of the following terms refers to a group of interviewers wor%ing together to ,uestion and rate one applicant? A) serial interview B) &oard interview C) se,uential interview D) mass interview Answer: B E planation: B) A panel interview$ also %nown as a &oard interview$ is an interview conducted &y a team of interviewers$ who together interview each candidate and then com&ine their ratings into a final panel score" A serial interview involves several interviewers assessing a single candidate one2on2one$ se,uentially" With a mass interview$ a panel interviews several candidates simultaneously" Diff: 1 Chapter: ' (&)ective: 1 *%ill: Concept +earning (utcome: Descri&e effective interviewing techni,ues 1>) Eevin is interviewing for a position as a pu&lic relations specialist in a communications firm" 6e first meets with the 6A manager" Afterwards$ he meets with the department manager" Finally$ he meets with the company president" Eevin is most li%ely e periencing a 11111111 interview" A) &oard B) panel C) serial D) mass Answer: C E planation: C) !n a se,uential or serial interview$ several persons interview the applicant$ in se,uence$ one2on2one$ and then ma%e their hiring decision" Board or panel interviews involve multiple interviewers ,uestioning a candidate at the same time"With a mass interview$ a panel interviews several candidates simultaneously" Diff: Chapter: ' (&)ective: 1 *%ill: Application +earning (utcome: Descri&e effective interviewing techni,ues

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1?) !n a 11111111 interview$ a panel ,uestions several candidates simultaneously" A) formal B) topical C) panel D) mass Answer: D E planation: D) With a mass interview$ a panel interviews several candidates simultaneously" 9he panel poses a pro&lem$ and then watches to see which candidate ta%es the lead in formulating an answer" 5anel interviews involve a team interviewing only one candidate" Diff: 1 Chapter: ' (&)ective: 1 *%ill: Concept +earning (utcome: Descri&e effective interviewing techni,ues -4) Dr" Aoss is interviewing for a position as Assistant 5rofessor of Biology" 6is interview is conducted &y a team of other faculty mem&ers in the department who interview him simultaneously and then com&ine their ratings into one score" 9his is an e ample of a 11111111 interview" A) serial B) panel C) one2on2one D) mass Answer: B E planation: B) A panel interview$ also %nown as a &oard interview$ is an interview conducted &y a team of interviewers$ who together interview each candidate and then com&ine their ratings into a final panel score" 9his contrasts with the one2on2one interview 0in which one interviewer meets one candidate) and a serial interview 0where several interviewers assess a single candidate one2on2one$ se,uentially)" A mass interview involves a panel interviewing several candidates simultaneously" Diff: Chapter: ' (&)ective: 1 *%ill: Application +earning (utcome: Descri&e effective interviewing techni,ues

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-1) An employer can most li%ely increase the relia&ility of a panel interview &y 11111111" A) using an unstructured interview format B) interviewing multiple candidates simultaneously C) providing interviewers with scoring sheets and sample answers D) re,uiring candidates to participate in wor% sampling techni,ues Answer: C E planation: C) *tructured panel interviews are more relia&le and valid than unstructured ones" 5anel interviews in which mem&ers use scoring sheets with descriptive scoring e amples for sample answers are more relia&le and valid than those that don/t" Diff: . Chapter: ' (&)ective: 1 *%ill: Application +earning (utcome: Descri&e effective interviewing techni,ues --) Ellen is interviewing along with several other talented candidates for a position as a )ournalist at a newspaper" A team of interviewers will meet with all the candidates at once" 9he team will pose pro&lems to the candidates and see which candidate ta%es the lead in formulating an answer" 9his is most li%ely an e ample of a 11111111 interview" A) serial B) &oard C) mass D) panel Answer: C E planation: C) A mass interview involves a panel interviewing several candidates simultaneously" A panel interview$ also %nown as a &oard interview$ is an interview conducted &y a team of interviewers$ who together interview each candidate and then com&ine their ratings into a final panel score" A se,uential or serial interview occurs when several interviewers assess a single candidate one2on2one$ se,uentially" Diff: Chapter: ' (&)ective: 1 *%ill: Application +earning (utcome: Descri&e effective interviewing techni,ues

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-.) Which of the following &est e plains why an increasing num&er of firms use the !nternet to conduct prescreening interviews? A) high num&er of foreign applicants B) glo&aliBation of manufacturing firms C) lawsuits involving panel interviews D) reduced recruitment &udgets Answer: D E planation: D) With employers cutting their recruitment &udgets$ more are conducting at least the initial screening interviews over the !nternet" Gideo interviews reduce travel and recruiting e penses and also ma%e interviewing easier for candidates" Diff: AAC*B: Hse of information technology Chapter: ' (&)ective: 1 *%ill: Concept -7) All of the following are common characteristics of computeriBed selection interviews E8CE59 11111111" A) ,uestions presented rapidly B) response times measured for any delays C) ,uestions focused on e perience and s%ills D) essay ,uestions &ased on hypothetical situations Answer: D E planation: D) Cost computeriBed selection interviews present multiple2choice ,uestions rapidly and measure an applicant/s response time" Iuestions typically address e perience$ education$ s%ills$ and wor% attitudes related to the )o&" Although some firms may as% candidates to respond to hypothetical situations$ this is done with a multiple2choice ,uestion not an essay$ which would &e difficult to score" Diff: . AAC*B: Hse of information technology Chapter: ' (&)ective: 1 *%ill: Concept +earning (utcome: Descri&e effective interviewing techni,ues

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-<) 9he primary advantage of computer2aided interviews is the a&ility to 11111111" A) identify personality traits appropriate for the industry B) reduce time spent with unaccepta&le candidates C) as% follow2up ,uestions due to system fle i&ility D) form &enchmar%s for current firm employees Answer: B E planation: B) ComputeriBed interviews save managers time" Clearly unaccepta&le applicants are ruled out &ased on the scores they earn on the computer test$ so the num&er of personal interviews is narrowed" Diff: . AAC*B: Hse of information technology Chapter: ' (&)ective: 1 *%ill: Concept +earning (utcome: Descri&e effective interviewing techni,ues -=) Which of the following interview formats will most li%ely result in the highest validity? A) structured$ situational B) unstructured$ situational C) structured$ &ehavioral D) unstructured$ &ehavioral Answer: A E planation: A) *tructured interviews 0particularly structured interviews using situational ,uestions) are more valid than unstructured interviews for predicting )o& performance" *ituational interviews yield a higher mean validity than do )o&2related or &ehavioral interviews$ which in turn yield a higher mean validity than do :psychological: interviews$ which focus more on motives and interests" Diff: Chapter: ' (&)ective: 1 *%ill: Concept +earning (utcome: Descri&e effective interviewing techni,ues -') Which of the following traits is most li%ely to &e assessed accurately during an interview? A) intelligence B) agreea&leness C) conscientiousness D) emotional sta&ility Answer: B E planation: B) !nterviews are &etter for revealing some traits than others" !nterviewers are a&le to siBe up the interviewee/s e traversion and agreea&leness &ut not conscientiousness$ intelligence$ and emotional sta&ility" Diff: Chapter: ' (&)ective: 1 *%ill: Concept +earning (utcome: Descri&e effective interviewing techni,ues
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->) According to studies$ which of the following has the most influence on the outcome of a )o& interview? A) than%2you notes sent from the candidate to the interviewer B) an interviewer/s first impression of the candidate C) favora&le information a&out the candidate D) a candidate/s e troverted personality Answer: B E planation: B) 5erhaps the most consistent research finding is that interviewers tend to )ump to conclusions;ma%e snap )udgments;a&out candidates during the first few minutes of the interview or even &efore the interview starts$ &ased on test scores or rJsumJ data" Being e troverted is not &eneficial for all )o&s$ and unfavora&le information is more influential than favora&le information a&out a candidate" Diff: . Chapter: ' (&)ective: *%ill: Concept -?) Which of the following refers to an error of )udgment on the part of the interviewer due to interviewing one or more very good or very &ad candidates )ust &efore the interview in ,uestion? A) conte t error B) contrast error C) recency error D) primacy error Answer: B E planation: B) Candidate2order or contrast error means that the order in which you see applicants affects how you rate them" An interviewer is more li%ely to rate a candidate incorrectly &ased on the candidates that are interviewed )ust &efore" Diff: 1 Chapter: ' (&)ective: *%ill: Concept

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.4) During an interview$ 9anya discusses her numerous accomplishments at previous )o&s and praises the interviewer fre,uently" 9anya is most li%ely using 11111111" A) impression management B) talent management C) mi ed motives D) &ehavior modification Answer: A E planation: A) 5sychologists call using techni,ues li%e ingratiation and self2promotion :impression management": *elf2promotion means promoting one/s own s%ills and a&ilities to create the impression of competence$ and ingratiation involves praising and agreeing with the interviewer" Diff: 1 Chapter: ' (&)ective: *%ill: Concept +earning (utcome: Descri&e effective interviewing techni,ues .1) When interviewing an applicant with a disa&ility who uses assistive technology$ which of the following ,uestions should #(9 &e as%ed? A) 6ave you ever e perienced any pro&lems &etween your technology and an employer/s information system? B) 6ow have you addressed any &arriers or o&stacles that you may have encountered in previous )o&s? C) What is the severity and e act nature of your disa&ility and how does the technology assist you? D) What specific technology have you successfully used in previous )o&s that facilitated your wor%? Answer: C E planation: C) Hnder the Americans with Disa&ilities Act$ the interviewer must limit his or her ,uestions to whether the applicant has any physical or mental impairment that may interfere with his or her a&ility to perform the )o&/s essential tas%s" An interviewer should not as% a&out the severity or nature of an applicant/s disa&ility" Diff: . AAC*B: Ethical understanding and reasoning a&ilities Chapter: ' (&)ective: *%ill: Application +earning (utcome: *ummariBe the nature and effects of e,ual employment opportunity laws

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.-) Which of the following terms refers to individuals as%ed &y the EE(C to apply for employment which they do not intend to accept$ for the sole purpose of uncovering unlawful discriminatory hiring practices? A) spies B) moles C) testers D) insiders Answer: C E planation: C) 9he use of employment discrimination :testers: ma%es nondiscriminatory interviewing even more important" As defined &y the EE(C$ testers are :individuals who apply for employment which they do not intend to accept$ for the sole purpose of uncovering unlawful discriminatory hiring practices": Although they/re not really see%ing employment$ testers have legal standing with the courts and with the EE(C" Diff: 1 Chapter: ' (&)ective: *%ill: Concept +earning (utcome: *ummariBe the nature and effects of e,ual employment opportunity laws ..) Which of the following &est descri&es telegraphing during an interview? A) drawing out the most useful information from an applicant B) searching for hidden meanings in an applicant/s answers C) smiling at an applicant to suggest a desired answer D) allowing an applicant to dominate an interview Answer: C E planation: C) *ome interviewers inadvertently telegraph the e pected answers$ as in: :9his )o& calls for handling a lot of stress" Kou can do that$ can/t you?: or using su&tle cues 0li%e a smile or nod) to telegraph the desired answer" Diff: . AAC*B: Communication a&ilities Chapter: ' (&)ective: *%ill: Concept

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.7) What is the &est way to avoid most interview errors? A) conduct panel interviews B) use a structured interviewing format C) utiliBe computeriBed interviewing technology D) as% only situational ,uestions during the interview Answer: B E planation: B) 9he single &iggest rule for conducting effective selection interviews is to structure the interview around )o&2relevant situational and &ehavioral ,uestions" 9here is little dou&t that the structured situational interview;a series of )o&2relevant ,uestions with predetermined answers that interviewers as% of all applicants for the )o&;produces superior results" Diff: Chapter: ' (&)ective: . *%ill: Concept +earning (utcome: Descri&e effective interviewing techni,ues .<) Leorge Aeyes has recently &een hired as the vice president of mar%eting at Lreat 9oys$ a mid2siBe firm that specialiBes in classic wooden toys" 9he CE( of Lreat 9oys wants to e pand the firm/s presence in the toy mar%et$ which is highly competitive" As a result$ the mar%eting department/s &udget has &een significantly increased" Leorge plans to use some of the additional funds to hire a new media planner" Leorge is considering the idea of conducting a structured situational interview in the hiring process" Which of the following$ if true$ &est supports the argument that Leorge should use a structured situational interview to hire a media planner? A) Lreat 9oys/ 6A department has developed a )o& description for the new media planner position" B) Lreat 9oys/ competitors typically face legal issues in the hiring process stemming from the ADA" C) Lreat 9oys/ employees typically remain with the company for many years &ecause they feel comforta&le with the organiBational culture" D) Lreat 9oys/ e ecutives want to ensure that the interview process is fair to all candidates and that the &est candidate is hired" Answer: D E planation: D) *tructured situational interviews produce superior results compared to other interviewing methods" @o& descriptions are necessary for the process$ &ut they are useful for all types of interviews" Diff: . AAC*B: Aeflective thin%ing s%ills Chapter: ' (&)ective: . *%ill: Critical 9hin%ing +earning (utcome: Descri&e effective interviewing techni,ues

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.=) Leorge Aeyes has recently &een hired as the vice president of mar%eting at Lreat 9oys$ a mid2siBe firm that specialiBes in classic wooden toys" 9he CE( of Lreat 9oys wants to e pand the firm/s presence in the toy mar%et$ which is highly competitive" As a result$ the mar%eting department/s &udget has &een significantly increased" Leorge plans to use some of the additional funds to hire a new media planner" Leorge is considering the idea of conducting a structured situational interview in the hiring process" Which of the following most li%ely undermines the argument that Leorge should use a structured situational interview to hire a media planner? A) 9he 6A department prefers handling )o& evaluations without the assistance of managers" B) Leorge and the 6A manager lac% the time re,uired to participate in a lengthy interview process" C) Leorge wor%ed as a media planner at another firm and is familiar with the tas%s involved in the )o&" D) Lreat 9oys has used headhunters in the past to fill e ecutive2level positions at the firm" Answer: B E planation: B) *tructured situational interviews produce superior results compared to other interviewing methods" 6owever$ the process is very time consuming and involves many people$ so if Leorge lac%s the time$ another interviewing option should &e found" Diff: . AAC*B: Aeflective thin%ing s%ills Chapter: ' (&)ective: . *%ill: Critical 9hin%ing +earning (utcome: Descri&e effective interviewing techni,ues .') A series of )o&2relevant ,uestions with predetermined answers that interviewers as% of all applicants for a )o& is %nown as a 11111111" A) nondirective situational interview B) structured &ehavioral interview C) nondirective &ehavioral interview D) structured situational interview Answer: D E planation: D) A series of )o&2relevant ,uestions with predetermined answers that interviewers as% of all applicants for a )o& is %nown as a structured situational interview" 5eople familiar with the )o& develop ,uestions &ased on the )o&/s actual duties" Diff: 1 Chapter: ' (&)ective: . *%ill: Concept +earning (utcome: Descri&e effective interviewing techni,ues

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.>) When developing a structured situational interview$ the first step in the process is to 11111111" A) rate the )o&/s main duties B) create interview ,uestions C) write a )o& description D) create &enchmar% answers Answer: C E planation: C) 9he first step in developing a structured situational interview involves analyBing the )o&" An individual should write a )o& description with a list of )o& duties$ re,uired %nowledge$ s%ills$ a&ilities$ and other wor%er ,ualifications" Diff: Chapter: ' (&)ective: . *%ill: Concept +earning (utcome: Descri&e effective interviewing techni,ues .?) What is the second step in the procedure for developing a guide for a structured situational interview? A) rate the )o&/s main duties B) create interview ,uestions C) create &enchmar% answers D) appoint the interview panel Answer: A E planation: A) !dentifying the )o&/s main duties is the second step of the process" 9o do so$ an interviewer rates each )o& duty &ased on its importance to )o& success and on the time re,uired to perform it compared to other tas%s" Diff: Chapter: ' (&)ective: . *%ill: Concept +earning (utcome: Descri&e effective interviewing techni,ues 74) !n a structured situational interview$ interview ,uestions should primarily address 11111111" A) essential )o& duties B) occupational &enefits C) salary re,uirements D) personality issues Answer: A E planation: A) Cost ,uestions for a structured situational interview should focus on essential )o& duties" Iuestions may &e situational$ &ehavioral$ )o& %nowledge$ or willingness ,uestions" Diff: Chapter: ' (&)ective: . *%ill: Concept +earning (utcome: Descri&e effective interviewing techni,ues

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71) After creating ,uestions for a structured situational interview$ 11111111 need to &e developed for scoring purposes" A) grade definitions B) alternative ran%ings C) &enchmar% answers D) human resource metrics Answer: C E planation: C) Each ,uestion re,uires an ideal or &enchmar% answer for rating purposes" Benchmar% answers would li%ely include e amples of a good$ marginal$ and poor answer" Diff: Chapter: ' (&)ective: . *%ill: Concept +earning (utcome: Descri&e effective interviewing techni,ues 7-) Which of the following is a true statement regarding structured situational interviews? A) Answers are compared to industry standards" B) 6ypothetical ,uestions are typically avoided" C) @o& descriptions are written after the interview" D) !nterviews are usually conducted &y a panel" Answer: D E planation: D) Employers generally conduct structured situational interviews using a panel$ rather than one2on2one" 6ypothetical ,uestions are included$ and )o& descriptions are written in advance of the interview" Diff: . Chapter: ' (&)ective: . *%ill: Concept 7.) Which of the following is an e ample of a )o& %nowledge ,uestion? A) :What are the legal restrictions regarding the use of telemar%eting for consumers who have a past relationship with a company?: B) :*uppose you were confronted with an angry customer who threatened to sue the company" What would you do?: C) :Ci%e and 9odd have D-1 &etween them" Ci%e has D-4 more than 9odd has" 6ow much has Ci%e and how much has 9odd?: D) :Can you tell me a&out a time in the past when you used leadership s%ills to handle a difficult situation?: Answer: A E planation: A) @o& %nowledge ,uestions assess %nowledge essential to )o& performance" Behavioral ,uestions as% candidates how they/ve handled similar situations" Diff: . Chapter: ' (&)ective: . *%ill: Application

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77) 6ow many interviewers usually ,uestion applicants during a structured situational interview? A) 1 B) C) < D) ' Answer: C E planation: C) A panel of three to si mem&ers typically ,uestions applicants during a structured situational interview" Diff: 1 Chapter: ' (&)ective: . *%ill: Concept 7<) What is the first step in conducting an effective interview? A) studying the )o& description B) developing relevant ,uestions C) esta&lishing rapport with candidates D) as%ing technical ,uestions Answer: A E planation: A) 9he first step in conducting an effective interview is understanding the )o&$ which can &e done &y studying the )o& description" Developing and as%ing ,uestions and esta&lishing rapport are steps that occur later in the process" Diff: Chapter: ' (&)ective: 7 *%ill: Concept +earning (utcome: Descri&e effective interviewing techni,ues 7=) !n order to conduct an effective interview$ interviewers should #(9 as% )o& candidates a&out their 11111111" A) %nowledge B) lifelong goals C) willingness D) motivation Answer: B E planation: B) Hse )o& %nowledge$ situational$ or &ehavioral ,uestions$ and %now enough a&out the )o& to &e a&le to evaluate the interviewee/s answers" Iuestions that simply as% for opinions and attitudes$ goals and aspirations$ and self2descriptions and self2evaluations allow candidates to present themselves in an overly favora&le manner" Diff: AAC*B: Communication a&ilities Chapter: ' (&)ective: 7$ < *%ill: *ynthesis +earning (utcome: Descri&e effective interviewing techni,ues

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7') Which of the following is the most li%ely outcome of using the same ,uestions with all candidates &eing interviewed? A) responses improved B) wea%nesses revealed C) relia&ility limited D) &ias reduced Answer: D E planation: D) Hsing the same ,uestions with all candidates reduces &ias &ecause of the o&vious fairness of giving all the candidates the e act same opportunity" Hsing the same ,uestions with all candidates improves relia&ility" Diff: Chapter: ' (&)ective: < *%ill: Concept +earning (utcome: Descri&e effective interviewing techni,ues 7>) Which ,uestion &elow is an e ample of a situational ,uestion? A) :*uppose you were giving a sales presentation and a difficult technical ,uestion arose that you could not answer" What would you do?: B) :Based on your past wor% e perience$ what is the most significant action you have ever ta%en to help out a co2wor%er?: C) :What wor% e periences$ training$ or other ,ualifications do you have for wor%ing in a teamwor% environment?: D) :What factors should one consider when developing a television advertising campaign?: Answer: A E planation: A) *ituational ,uestions pose hypothetical situations to the candidate" 9he other ,uestions focus on %nowledge and past &ehaviors" Diff: Chapter: ' (&)ective: < *%ill: Application 7?) Which ,uestion &elow is an e ample of a &ehavioral ,uestion? A) :Can you tell me a&out a time when you solved a really difficult pro&lem?: B) :What is your attitude a&out wor%ing with a sales team instead of independently?: C) :What factors do you consider &efore underwriting an insurance policy for a new client?: D) :What are your long2term goals and aspirations as a social wor%er?: Answer: A E planation: A) Behavioral ,uestions address the candidate/s actual actions in the past$ such as how he or she handled a pro&lem" Diff: Chapter: ' (&)ective: < *%ill: Application

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<4) All of the following will most li%ely improve the structure of an interview E8CE59 11111111" A) using the same ,uestions for all candidates B) rating candidate answers against a scale C) as%ing candidates to descri&e themselves D) using a standardiBed interview form Answer: C E planation: C) As%ing all candidates the same )o&2related ,uestions and rating them against a scale improves the interview/s structure" A standardiBed interview form also improves structure" Iuestions as%ing candidates to descri&e themselves will not li%ely reveal wea%nesses$ and they fail to improve the structure of the interview" Diff: . Chapter: ' (&)ective: 7$ < *%ill: *ynthesis +earning (utcome: Descri&e effective interviewing techni,ues <1) Consider the ,uestion: :Can you provide an e ample of a specific instance where you provided leadership in a difficult situation?: What type of ,uestion is this? A) &ac%ground ,uestion B) &ehavioral ,uestion C) situational ,uestion D) )o& %nowledge ,uestion Answer: B E planation: B) Behavioral ,uestions as% a&out a candidate/s past &ehavior" *ituational ,uestions pose hypothetical situations to the candidate" Diff: Chapter: ' (&)ective: < *%ill: Application <-) Consider the ,uestion: :What factors should &e considered when developing a customer data&ase?: What type of ,uestion is this? A) &ac%ground ,uestion B) past &ehavior ,uestion C) situational ,uestion D) )o& %nowledge ,uestion Answer: D E planation: D) @o& %nowledge ,uestions assess %nowledge essential to )o& performance" Bac%ground ,uestions address a candidate/s e perience and training" Diff: Chapter: ' (&)ective: < *%ill: Application

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<.) All of the following are guidelines for conducting an effective interview E8CE59 11111111" A) ta%ing &rief notes during the interview B) scheduling a private room for the interview C) showing courtesy and friendliness towards the candidate D) as%ing the candidate ,uestions that re,uire yes or no answers Answer: D E planation: D) *cheduling a private room$ reviewing a candidate/s ,ualifications$ showing courtesy$ and ta%ing notes are ways to conduct an effective interview" Candidates should &e as%ed open2ended rather than yes or no ,uestions" Diff: . AAC*B: Communication a&ilities Chapter: ' (&)ective: 7 *%ill: Concept +earning (utcome: Descri&e effective interviewing techni,ues <7) Which of the following is recommended advice for conducting an effective interview? A) telegraph the desired answer to the candidate B) allow the candidate to control the interview C) as% the candidate for specific e amples D) as% the candidate a&out wor%2related in)uries Answer: C E planation: C) Effective interviewers as% candidates for specific e amples" !t is inappropriate to telegraph desired answers or as% a&out wor%2related in)uries" Diff: . AAC*B: Communication a&ilities Chapter: ' (&)ective: < *%ill: Concept +earning (utcome: Descri&e effective interviewing techni,ues <<) Which of the following &est e plains why most firms do not provide re)ected applicants with detailed e planations a&out the employment decision? A) lac% of technical a&ilities B) adherence to federal laws C) concerns a&out legal disputes D) time re,uired of line managers Answer: C E planation: C) Cost firms are concerned a&out the legal ramifications of providing re)ected applicants with too much information" Firms are reluctant to give re)ected applicants information that can &e used to dispute the decision" Diff: Chapter: ' (&)ective: < *%ill: Concept

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<=) Carion Fran%lin is the CE( of a local real estate company$ Action Aealty" 9he community has seen an increase in population over the last two years$ and new neigh&orhoods are &eing &uilt as a result" Carion/s staff of realtors is very &usy$ and Carion needs to hire a new agent" Although Carion has hired agents in the past$ they have not always turned out to &e as successful as she had hoped" Carion is considering ma%ing changes to the way she interviews )o& candidates" Which of the following &est supports the argument that Carion should use structured interviews? A) Carion li%es applicants to evaluate themselves and to descri&e their goals" B) Carion is viewed as a fair employer &y most of her su&ordinates" C) Carion lac%s highly effective interviewing s%ills" D) Carion/s &est agent has recently retired" Answer: C E planation: C) !n structured interviews$ all interviewers generally as% all applicants the same ,uestions$ which helps less talented interviewers conduct &etter interviews" 9he opinion of Carion/s employees and recent retirements are less relevant" Diff: . AAC*B: Aeflective thin%ing s%ills Chapter: ' (&)ective: . *%ill: Critical 9hin%ing +earning (utcome: Descri&e effective interviewing techni,ues <') Carion Fran%lin is the CE( of a local real estate company$ Action Aealty" 9he community has seen an increase in population over the last two years$ and new neigh&orhoods are &eing &uilt as a result" Carion/s staff of realtors is very &usy$ and Carion needs to hire a new agent" Although Carion has hired agents in the past$ they have not always turned out to &e as successful as she had hoped" Carion is considering ma%ing changes to the way she interviews )o& candidates" Which of the following would most li%ely improve the relia&ility and validity of Carion/s selection process? A) as%ing all applicants the same ,uestions B) holding We&2assisted interviews with candidates C) conducting stress interviews &y a group of interviewers D) using the speed dating approach to interviewing applicants Answer: A E planation: A) !n structured interviews$ all interviewers generally as% all applicants the same ,uestions" 5artly &ecause of this$ these interviews tend to &e more relia&le and valid" We& interviews$ stress ,uestions$ and speed dating would not necessarily improve the relia&ility or validity of the selection process" Diff: . AAC*B: Aeflective thin%ing s%ills Chapter: ' (&)ective: 1 *%ill: Critical 9hin%ing +earning (utcome: Descri&e effective interviewing techni,ues
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<>) Carion Fran%lin is the CE( of a local real estate company$ Action Aealty" 9he community has seen an increase in population over the last two years$ and new neigh&orhoods are &eing &uilt as a result" Carion/s staff of realtors is very &usy$ and Carion needs to hire a new agent" Although Carion has hired agents in the past$ they have not always turned out to &e as successful as she had hoped" Carion is considering using the streamlined interview process to hire a new real estate agent" Which of the following ,uestions would &e most relevant for Carion to as% if she wants an employee with e tensive %nowledge in real estate? A) 6ow do you handle sellers who &elieve their home is more valua&le than it really is? B) What are the loan options you would suggest for first2time home &uyers? C) What is the most frustrating aspect of &eing a realtor? D) What motivated you to &ecome a real estate agent? Answer: B E planation: B) As%ing candidates what loan options are availa&le for first2time &uyers will assess )o& %nowledge" 9he other ,uestions are less a&out %nowledge and more a&out the candidate/s motivation and personality" Diff: . AAC*B: Aeflective thin%ing s%ills Chapter: ' (&)ective: = *%ill: Critical 9hin%ing +earning (utcome: Descri&e effective interviewing techni,ues <?) Which type of interview ,uestions are most li%ely designed to pro&e an applicant/s motivation to meet the )o&/s re,uirements through activities such as physical la&or$ customer service$ and fre,uent travel? A) willingness B) &ehavioral C) personality D) )o& %nowledge Answer: A E planation: A) Willingness ,uestions gauge the applicant/s willingness and motivation to meet the )o&/s re,uirementsMto do repetitive physical wor% or to travel$ for instance" Behavioral ,uestions as% candidates how they/ve handled similar situations" @o& %nowledge ,uestions assess %nowledge essential to )o& performance" Diff: Chapter: ' (&)ective: < *%ill: Concept

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=4) Antone is applying for a )o& with Boscom Canufacturing as a chemical engineer" During the interview$ Antone is as%ed the following ,uestion::6ow does e treme heat affect hydrocholoric acid?: 9he interviewer is most li%ely trying to assess Antone/s 11111111" A) motivation B) fle i&ility C) %nowledge D) leadership Answer: C E planation: C) Enowledge and e perience are often pro&ed with situational ,uestions" Canagers want to find out if the candidate has the %nowledge to perform a )o&" Diff: Chapter: ' (&)ective: < *%ill: Application =1) Whirlpool/s ECE program is primarily intended to 11111111" A) support the firm/s strategy B) provide glo&al support C) save recruitment costs D) &oost mar%et share Answer: A E planation: A) Whirlpool &elieves that its interviewing and screening process directly supports the firm/s strategy" !n addition to ensuring that the firm/s employees treat candidates with civility$ the net effect of the process is to leave the candidate with a positive impression of Whirlpool and its products and people" Diff: Chapter: ' (&)ective: 1 *%ill: Concept =-) Which of the following characteristics of an interview would most li%ely raise concerns a&out interview discrimination? A) )o&2related ,uestions B) multiple interviewers C) su&)ective interview ,uestions D) standardiBed interview administration Answer: C E planation: C) With charges of interview discrimination$ courts will most li%ely assess whether the interview process is structured and consistently applied" A structured and fair process involves o&)ectiveN)o&2related ,uestions$ standardiBed interview administration$ and involves multiple interviewers" Diff: Chapter: ' (&)ective: 1 *%ill: Concept +earning (utcome: Descri&e effective interviewing techni,ues
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=.) 9he primary purpose of conducting a stress interview is to determine 11111111" A) why an applicant wants to wor% for the firm B) how an applicant solves comple pro&lems C) why an applicant lied on the resume D) how an applicant handles criticism Answer: D E planation: D) *tress interviews may help unearth hypersensitive applicants who might overreact to mild criticism with anger and a&use" 5uBBle ,uestions are used to determine how applicants handle pressure" Diff: Chapter: ' (&)ective: < *%ill: Concept +earning (utcome: Descri&e effective interviewing techni,ues =7) Which of the following statements is most li%ely true? A) !nterpersonal s%ills are difficult to )udge from phone interviews" B) 5hone interviews can generate spontaneous answers from candidates" C) Candidates prefer phone interviews more than face2to2face interviews" D) !nterviewers usually )udge candidates the same in phone and face2to2face interviews" Answer: B E planation: B) Candidates$ who are often surprised &y an une pected call from the recruiter$ tend to give answers that are spontaneous" 5hone interviews can actually &e more accurate than face2to2face interviews for )udging an applicant/s interpersonal s%ills" !n a typical study$ interviewers tended to evaluate applicants more favora&ly in telephone versus face2to2face interviews$ particularly where the interviewees were less physically attractive" 9he applicants themselves preferred the face2to2face interviews" Diff: . Chapter: ' (&)ective: 1 *%ill: Concept +earning (utcome: Descri&e effective interviewing techni,ues =<) Which of the following is a common characteristic of computeriBed interviews? A) rapid ,uestions B) puBBle ,uestions C) follow2up ,uestions D) open2ended ,uestions Answer: A E planation: A) Iuestions on computeriBed interviews come in rapid se,uence and re,uire the applicant to concentrate"9he typical computeriBed interview program measures the response time to each ,uestion" Diff: 1 AAC*B: Hse of information technology Chapter: ' (&)ective: 1 *%ill: Concept
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==) Which of the following most li%ely com&ines aspects of &ehavioral and situational ,uestioning? A) computeriBed interviews B) panel interviews C) mass interviews D) case interviews Answer: D E planation: D) By having candidates e plain how they would address the case :clients: pro&lems$ the case interview com&ines elements of &ehavioral and situational ,uestioning to provide a more realistic assessment of the candidate/s consulting s%ills" ComputeriBed$ panel$ and mass interviews are less li%ely to com&ine &ehavioral and situational ,uestions" Diff: 1 Chapter: ' (&)ective: 1 *%ill: Concept +earning (utcome: Descri&e effective interviewing techni,ues =') 9he primary purpose for conducting a case interview is to 11111111" A) provide a candidates with a realistic )o& preview B) form a realistic assessment of a candidate/s s%ills C) ensure that a candidate/s needs are e pressed D) determine how a candidate handles criticism Answer: B E planation: B) By having candidates e plain how they would address the case :clients: pro&lems$ the case interview com&ines elements of &ehavioral and situational ,uestioning to provide a more realistic assessment of the candidate/s consulting s%ills" Case interviews are less li%ely to provide a realistic )o& preview$ allow candidates to e press their needs$ or determine if a candidate is hypersensitive" Diff: Chapter: ' (&)ective: 1 *%ill: Concept +earning (utcome: Descri&e effective interviewing techni,ues

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=>) Which of the following applicant characteristics is +EA*9 li%ely to &e assessed accurately during a selection interview? A) e troversion B) agreea&leness C) )o& %nowledge D) conscientiousness Answer: D E planation: D) *tudies indicate that interviews are &etter for revealing some traits than others" !nterviewers are a&le to siBe up an interviewee/s e traversion $ %nowledge$ and agreea&leness" 6owever$ conscientiousness and emotional sta&ility are difficult to assess" Diff: Chapter: ' (&)ective: 1 *%ill: Concept =?) Which of the following would most li%ely increase candidate2order errors? A) applicant gender B) recruiting pressure C) poor first impression D) lac% of )o& %nowledge Answer: B E planation: B) Candidate2order error means that the order in which you see applicants affects how you rate them" 5ressure to hire accentuates this pro&lem" Aesearchers told one group of managers to assume they were &ehind in their recruiting ,uota" 9hey told a second group they were ahead of their ,uota" 9hose :&ehind: evaluated the same recruits much more highly than did those :ahead": Diff: Chapter: ' (&)ective: *%ill: Concept +earning (utcome: Descri&e effective interviewing techni,ues '4) A manager who &egins an interview &y as%ing the applicant a&out the weather is most li%ely attempting to 11111111" A) see% a spontaneous answer from the candidate B) identify the candidate/s leadership a&ilities C) assess the candidate/s interpersonal s%ills D) put the candidate at ease Answer: D E planation: D) 9he main reason for the interview is to find out a&out the applicant" 9o do this$ start &y putting the person at ease" Lreet the candidate and start the interview &y as%ing a noncontroversial ,uestion$ perhaps a&out the weather or the traffic conditions that day" Diff: Chapter: ' (&)ective: 7 *%ill: Concept +earning (utcome: Descri&e effective interviewing techni,ues
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'1) 9he interview is the most widely used personnel selection procedure" Answer: 9AHE E planation: 9he personal interview is the most widely used selection procedure" #ot all 6A managers use tests or reference chec%s$ &ut nearly all conduct personal interviews with )o& candidates" Diff: 1 Chapter: ' (&)ective: 1 *%ill: Concept '-) #ondirective interviews follow no set format so the interviewer can as% follow2up ,uestions and pursue points of interest as they develop" Answer: 9AHE E planation: !n unstructured 0or nondirective) interviews$ the manager follows no set format" A few ,uestions might &e specified in advance$ &ut they/re usually not$ and there is seldom a formal guide for scoring :right: or :wrong: answers" Diff: 1 Chapter: ' (&)ective: 1 *%ill: Concept +earning (utcome: Descri&e effective interviewing techni,ues '.) #onstructured interviews are preferred to directive interviews &ecause they are more relia&le and valid" Answer: FA+*E E planation: *tructured interviews are %nown as directive interviews$ and they are considered more relia&le than unstructured interviews" Diff: 1 Chapter: ' (&)ective: 1 *%ill: Concept '7) #ondirective interviews can &e descri&ed as a general conversation" Answer: 9AHE E planation: #ondirective or unstructured interviews follow no format and are similar to a general conversation" Diff: 1 Chapter: ' (&)ective: 1 *%ill: Concept

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'<) All structured interviews specify accepta&le answers for each ,uestion" Answer: FA+*E E planation: *ome structured interviews may include possi&le answers with scores$ &ut not in all cases" Diff: Chapter: ' (&)ective: 1 *%ill: Concept '=) Behavioral interviews as% interviewees to descri&e how they would react to a hypothetical situation at some point in the future" Answer: FA+*E E planation: *ituational interviews as% candidates to address hypothetical pro&lems$ while &ehavioral interviews focus on how a candidate reacted in the past" Diff: 1 Chapter: ' (&)ective: 1 *%ill: Concept +earning (utcome: Descri&e effective interviewing techni,ues '') !n a stress interview$ the interviewer see%s to ma%e the applicant uncomforta&le with rude ,uestions" Answer: 9AHE E planation: !n a stress interview$ the interviewer see%s to ma%e the applicant uncomforta&le with occasionally rude ,uestions" 9he aim is supposedly to spot sensitive applicants and those with low 0or high) stress tolerance" Diff: 1 Chapter: 1 (&)ective: 1 *%ill: Concept '>) 9he ma)ority of selection interviews are one2on2one and se,uential" Answer: 9AHE E planation: Cost selection interviews are one2on2one and se,uential" !n a one2on2one interview$ two people meet alone" !n a se,uential 0or serial) interview$ several persons interview the applicant$ in se,uence$ one2on2one$ and then ma%e their hiring decision" Diff: Chapter: ' (&)ective: 1 *%ill: Concept

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'?) *tudies suggest that interviewers tend to evaluate applicants less favora&ly in telephone interviews than in face2to2face interviews" Answer: FA+*E E planation: !n a typical study$ interviewers tended to evaluate applicants more favora&ly in telephone versus face2to2face interviews$ particularly where the interviewees were less physically attractive" 9elephone interviews can actually &e more accurate than face2to2face interviews for )udging an applicant/s conscientiousness$ intelligence$ and interpersonal s%ills" Diff: Chapter: ' (&)ective: 1 *%ill: Concept >4) 9he We& serves as a tool for many firms who need to save money when conducting selection interviews" Answer: 9AHE E planation: With firms cutting recruitment &udgets$ many 6A managers are turning to the We& to conduct initial interviews with candidates using We& cams and other devices" Diff: 1 AAC*B: Hse of information technology Chapter: ' (&)ective: 1 *%ill: Concept >1) Computer2aided interviews are primarily used to administer and score essay ,uestions" Answer: FA+*E E planation: Cultiple2choice ,uestions are the typical format for computeriBed selection interviews" Diff: 1 AAC*B: Hse of information technology Chapter: ' (&)ective: 1 *%ill: Concept >-) First impressions created from a candidate/s application forms or personal appearance rarely affect interviewer ratings of candidates &ecause of EE( laws" Answer: FA+*E E planation: !nterviewers tend to )ump to conclusions;ma%e snap )udgments;a&out candidates during the first few minutes of the interview" (ne researcher estimates that in ><O of the cases$ interviewers had made up their minds &efore the interview even &egan$ &ased on first impressions the interviewers gleaned from candidates/ applications and personal appearance" Diff: 1 Chapter: ' (&)ective: *%ill: Concept

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>.) Candidates who ma%e an initial &ad impression on an interviewer are typically a&le to reverse the situation if they close the interview in a strong manner" Answer: FA+*E E planation: Candidates who start with a poor first impression rarely change the opinion of the interviewer" Diff: Chapter: ' (&)ective: *%ill: Concept >7) Employers typically &ase decisions on false impressions and stereotypes when they fail to clarify in advance what traits and %nowledge are necessary for a specific )o&" Answer: 9AHE E planation: !nterviewers who don/t have an accurate picture of what the )o& entails and what sort of candidate is &est suited for it usually ma%e their decisions &ased on incorrect impressions or stereotypes of what a good applicant is" 9hey then erroneously match interviewees with their incorrect stereotypes" Diff: Chapter: ' (&)ective: *%ill: Concept ><) !nterviewers tend to &e more influenced &y unfavora&le than favora&le information a&out a candidate" Answer: 9AHE E planation: Hnfavora&le information a&out a candidate usually influences interviewers more than favora&le information in the form of references or credit chec%s" Diff: Chapter: ' (&)ective: *%ill: Concept >=) !nterviewers tend to rate candidates who promote themselves and use impression management tactics more poorly on candidate2)o& fit" Answer: FA+*E E planation: Candidates often use ingratiation and other impression management tactics to persuade interviewers to li%e them" *uch methods of praising interviewers or appearing to agree with their opinions lead interviewers to rate candidates more highly" Diff: 1 Chapter: ' (&)ective: *%ill: Concept

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>') When interviewing disa&led people$ interviewers tend to avoid directly addressing the disa&ility$ which limits an interviewer/s opportunity to ade,uately determine whether or not a candidate can perform the )o&" Answer: 9AHE E planation: Aesearch shows that interviewers tend to avoid directly addressing a candidate/s disa&ility$ and therefore ma%e their hiring decisions without getting all the facts" Diff: Chapter: ' (&)ective: *%ill: Concept +earning (utcome: *ummariBe the nature and effects of e,ual employment opportunity laws >>) According to EE(C guidelines$ an interviewer must limit his or her ,uestions to whether an applicant has any physical or mental impairment that may interfere with his or her a&ility to perform the )o&/s essential tas%s" Answer: FA+*E E planation: Hnder the Americans with Disa&ilities Act$ not the EE(C$ the interviewer must limit his or her ,uestions to whether the applicant has any physical or mental impairment that may interfere with his or her a&ility to perform the )o&/s essential tas%s" Diff: Chapter: ' (&)ective: *%ill: Concept +earning (utcome: *ummariBe the nature and effects of e,ual employment opportunity laws >?) 9he EE(C uses testers who apply for employment which they do not intend to accept for the purpose of uncovering unlawful discriminatory hiring practices" Answer: 9AHE E planation: 9esters are used &y the EE(C to uncover employment discrimination" 9hey do not intend to accept employment" Diff: 1 Chapter: ' (&)ective: *%ill: Concept +earning (utcome: *ummariBe the nature and effects of e,ual employment opportunity laws ?4) Because EE(C testers are not really see%ing employment$ they do not have legal standing in court to charge unlawful discriminatory hiring practices" Answer: FA+*E E planation: 9esters of the EE(C have legal standing in the court system" Diff: Chapter: ' (&)ective: *%ill: Concept +earning (utcome: *ummariBe the nature and effects of e,ual employment opportunity laws

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?1) A structured &ehavioral interview contains a series of hypothetical )o&2oriented ,uestions with predetermined answers that interviewers as% of all applicants for the )o&" Answer: FA+*E E planation: *tructured situational interviews involve a series of )o&2relevant ,uestions with predetermined answers that interviewers as% of all applicants for a )o&" *uch interviews may include &oth situational and &ehavioral ,uestions" Diff: 1 Chapter: ' (&)ective: . *%ill: Concept +earning (utcome: Descri&e effective interviewing techni,ues ?-) When developing a structured situational interview$ it is important that people familiar with the )o& rate the )o&/s main duties &ased on importance and time" Answer: 9AHE E planation: 5eople familiar with a )o& should rate each )o& duty &ased on its importance to )o& success and on the time re,uired to perform the duty" Diff: . Chapter: ' (&)ective: . *%ill: Concept +earning (utcome: Descri&e effective interviewing techni,ues ?.) *tructured situational interviews contain situational ,uestions$ )o& %nowledge ,uestions$ and willingness ,uestions &ut not &ehavioral ,uestions" Answer: FA+*E E planation: *tructured situational interviews contain situational ,uestions$ )o& %nowledge ,uestions$ willingness ,uestions$ and &ehavioral ,uestions" Diff: Chapter: ' (&)ective: . *%ill: Concept +earning (utcome: Descri&e effective interviewing techni,ues ?7) Willingness ,uestions assess an applicant/s a&ility to meet the )o& re,uirements" Answer: FA+*E E planation: Willingness ,uestions gauge the applicant/s willingness and motivation to meet the )o&/s re,uirements;to do repetitive physical wor% or to travel$ for instance" Diff: 1 Chapter: ' (&)ective: . *%ill: Concept

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?<) Companies generally conduct structured situational interviews using a panel$ rather than se,uentially" Answer: 9AHE E planation: Employers generally conduct structured situational interviews using a panel$ rather than one2on2one" 9he panel usually consists of three to si mem&ers$ prefera&ly the same ones who wrote the ,uestions and answers" Diff: Chapter: ' (&)ective: . *%ill: Concept ?=) !nterviews can &e made more effective if the interviewer studies the )o& description and uses a standardiBed interview form" Answer: 9AHE E planation: Ca%ing sure the interviewer understands the )o&$ structuring the interview$ and using standardiBed interview forms improve the effectiveness of an interview" Diff: Chapter: ' (&)ective: 7 *%ill: Concept +earning (utcome: Descri&e effective interviewing techni,ues ?') When re)ecting a )o& candidate$ it is &est to refrain from providing an e planation detailing the reason for the re)ection &ecause most candidates view an employer more positively when they don/t %now the reason for the re)ection" Answer: FA+*E E planation: !n one study$ re)ected candidates who received an e planation detailing why the employer re)ected them felt that the re)ection process was fairer" 9hese people were also more li%ely to give the employer a &etter recommendation$ and to apply again for )o&s with the firm" Diff: Chapter: ' (&)ective: < *%ill: Concept +earning (utcome: Descri&e effective interviewing techni,ues ?>) (rganiBational management refers to the goal2oriented and integrated process of planning for$ recruiting$ selecting$ developing$ and compensating employees" Answer: FA+*E E planation: 9alent management is the goal2oriented and integrated process of planning for$ recruiting$ selecting$ developing$ and compensating employees" Diff: Chapter: ' (&)ective: < *%ill: Concept +earning (utcome: Define human resource management and descri&e modern trends in the field ??) 9alent management is most effective if the same employee profiles are used for &oth
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recruiting purposes and appraising purposes" Answer: 9AHE E planation: 9alent management is the goal2oriented and integrated process of planning for$ recruiting$ selecting$ developing$ and compensating employees" 9o ensure an integrated$ goal2 oriented effort$ talent management therefore involves 0among other things) using the same profile 0competencies$ traits$ %nowledge and e perience) for recruiting as for selecting$ training$ appraising$ and paying the employee" Diff: Chapter: ' (&)ective: < *%ill: Concept +earning (utcome: Descri&e effective interviewing techni,ues 144) Aesearch indicates that interviewers typically have negative reactions towards candidates who have child2care needs or who are wheelchair2&ound" Answer: 9AHE E planation: !n general$ candidates evidencing various attri&utes and disa&ilities 0such as child2 care demands$ 6!G2positive status$ and &eing wheelchair2&ound) had less chance of o&taining a positive decision$ even when the person performed very well in the structured interview" Diff: Chapter: ' (&)ective: *%ill: Concept 141) What three ways can selection interviews &e classified? 6ow does each classification affect an interview? Answer: *election interviews can &e classified according to 1) how structured they are$ -) their content$ and .) how they are administered" *tructure can range from unstructured to structured" Content classifications are situational or &ehavioral" E amples include )o&2related interviews and stress interviews" !nterviews can &e administered &y one person or &y a panel of interviewers" !nterviews may also &e computer2administered" Diff: . Chapter: ' (&)ective: 1 *%ill: Application +earning (utcome: Descri&e effective interviewing techni,ues

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14-) 6ow can a firm protect itself from charges of discrimination in its interview process? What is the role of testers in employment discrimination? Answer: !t is &est that employment interviewers refrain from as%ing ,uestions regarding an applicant/s race$ color$ religion$ se $ age$ national origin$ or handicap" Even when it may not &e illegal 0as in the case of age or marital status)$ the EE(C disapproves of such practices" !n addition$ employers should ensure that the interview process is structured and consistently applied" 9he interview should have o&)ective$ )o&2related ,uestions and &e administered in a standardiBed format" 9here should &e multiple interviewers" Employers can also reassure candidates that the )o& interview process is fair$ treat the interviewees with respect$ and &e willing to e plain the process and the rationale for the interview ,uestions" 9esters are used to determine whether or not employment discrimination is occurring at a specific &usiness" 9hey ma%e nondiscriminatory interviewing practices even more important to employers" As defined &y the EE(C$ testers are :individuals who apply for employment which they do not intend to accept$ for the sole purpose of uncovering unlawful discriminatory hiring practices": Although they/re not really see%ing employment$ testers have legal standing with the courts and with the EE(C" Diff: . AAC*B: Aeflective thin%ing s%ills Chapter: ' (&)ective: 1$ *%ill: *ynthesis +earning (utcome: *ummariBe the nature and effects of e,ual employment opportunity laws 14.) !n a &rief essay$ discuss the effect of modern communications technology on interviews" Answer: Core employers and )o& interviewees are using i5hone and We& cams to conduct )o& interviews" Firms have long used the We& to do selection interviews 0particularly the initial$ prescreening interviews)$ and with the widespread use of *%ypeP2type products$ their use is growing" Cost firms do not eliminate face2to2face interviews$ &ut the video interviews do reduce travel and recruiting e penses$ and ma%e things easier for candidates" With employers cutting their recruitment &udgets$ more are conducting at least the initial screening interviews over the !nternet" Diff: . AAC*B: Hse of information technology Chapter: ' (&)ective: 1 *%ill: Application +earning (utcome: Descri&e effective interviewing techni,ues

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147) 6ow do nonver&al &ehaviors and impression management affect an interview? Answer: An applicant/s nonver&al &ehavior and use of impression management can have a large impact on his or her rating" !nterviewers tend to respond more positively to candidates showing more e troverted &ehavior li%e good eye contact and high energy" Even smiling can affect interviewer ratings of candidates" !nterviewers infer the interviewee/s personality from the way he or she acts in the interview" Diff: . AAC*B: Communication a&ilities Chapter: ' (&)ective: *%ill: Application 14<) What are some common errors that managers ma%e during interviews? 6ow can managers conduct an effective interview? Answer: 5otential interviewing errors to avoid include: Q First impressions 0snap )udgments) Q #ot clarifying what the )o& involves and re,uires Q Candidate2order error and pressure to hire Q #onver&al &ehavior and impression management Q 9he effects of interviewees/ personal characteristics Q 9he interviewer/s inadvertent &ehaviors page Canagers can conduct effective interviews &y following some &asic guidelines: *tep 1: First$ ma%e sure you %now the )o&" *tep -: *tructure the interview" *tep .: Let organiBed" *tep 7: Esta&lish rapport" *tep <: As% ,uestions" *tep =: 9a%e &rief$ uno&trusive notes during the interview" *tep ': Close the interview and leave time to answer any ,uestions the candidate may have" Diff: . AAC*B: Communication a&ilities Chapter: ' (&)ective: -$ < *%ill: *ynthesis +earning (utcome: Descri&e effective interviewing techni,ues

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14=) !n a &rief essay$ discuss the differences &etween structured situational interviews and nondirective interviews" Answer: 9he structured situational interview is a series of )o&2related ,uestions with predetermined answers that interviewers as% of all applicants for the )o&" *teps in creating a structured situational interview include analyBing the )o&$ rating the )o&/s main duties$ creating interview ,uestions$ creating &enchmar% enters$ and appointing the interview panel and conducting interviews" !n unstructured 0or nondirective) interviews the manager follows no set format" A few ,uestions might &e specified in advance$ &ut they/re usually not$ and there is seldom a formal guide for scoring :right: or :wrong: answers" 9his type of interview could even &e descri&ed as little more than a general conversation Diff: . AAC*B: Aeflective thin%ing s%ills Chapter: ' (&)ective: 1$ . *%ill: *ynthesis +earning (utcome: Descri&e effective interviewing techni,ues 14') !n a &rief essay$ discuss the four types of ,uestions that are fre,uently used in structured situational interviews" E plain the purpose of each ,uestion type and provide an e ample of each" Answer: 9he four types of ,uestions are situational$ )o& %nowledge$ &ehavioral$ and willingness" *ituational ,uestions pose a hypothetical )o& situation such as :What would you do if the machine suddenly &egan heating up?: @o& %nowledge ,uestions assess %nowledge essential to )o& performance such as :What is 69C+?: Behavioral ,uestions$ of course$ as% candidates how they/ve handled similar situations$ such as :6ow have you handled disgruntled customers at your previous )o&?: Willingness ,uestions gauge the applicant/s willingness and motivation to meet the )o&/s re,uirements such as :Are you willing to travel for wor%?: Diff: . Chapter: ' (&)ective: . *%ill: Application +earning (utcome: Descri&e effective interviewing techni,ues

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14>) As an 6A manager$ you will most li%ely interview )o& candidates" What actions can you ta%e to ensure that an interview is effective? What types of errors can undermine the effectiveness of interviews? Answer: !nterviewers should structure the interview$ &ase ,uestions on actual )o& duties$ use )o& %nowledge$ situational$ or &ehavioral ,uestions$ and %now enough a&out the )o& to &e a&le to evaluate the interviewee/s answers" Iuestions that simply as% for opinions and attitudes$ goals and aspirations$ and self2descriptions and self2evaluations allow candidates to present themselves in an overly favora&le manner or avoid revealing wea%nesses" !nterviewers should also use descriptive rating scales 0e cellent$ fair$ poor) to rate answers$ esta&lish rapport with candidates" Common errors that occur during interviews are ma%ing snap )udgments$ not clarifying what the )o& entails$ allowing the order of candidates to affect their rating$ and allowing physical attri&utes to distort assessments" Diff: . AAC*B: Aeflective thin%ing s%ills Chapter: ' (&)ective: -$ 7 *%ill: *ynthesis +earning (utcome: Descri&e effective interviewing techni,ues 14?) What are profiles? What role do profiles play in the employee selection process? Answer: 5rofiles are the competencies$ traits$ %nowledge and e perience needed for a position" 9alent management involves using the same profile for recruiting as for selecting$ training$ appraising$ and paying the employee" 5rofiles can play an important role in employee selection" Canagers can use a )o&/s profile to formulate )o&2related situational$ &ehavioral$ and %nowledge interview ,uestions when selecting someone for a )o& or set of roles" *electing employees &ased on a specific profile helps to ensure that an employer focuses ,uestions on the things that someone must &e proficient at to do the )o& successfully" Diff: . Chapter: ' (&)ective: < *%ill: Application +earning (utcome: Descri&e effective interviewing techni,ues

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114) What is the purpose of Whirlpool/s ECE program? Do you thin% the program will &e effective? Why or why not? Answer: Whirlpool calls its candidate selection process$ the E ceptional Candidate E perience 0ECE)" 9he ECE doesn/t )ust aim to select the &est candidates" !t also aims to ma%e every candidate a loyal customer" ECE contains three elements$ :initial candidate touch points:$ :candidate engagement: and :candidate closings": :!nitial candidate touch points: means that whether candidates first encounter Whirlpool via its careers We&site or at a )o& fair or some other$ Whirlpool carefully manages the process to ma%e sure the candidate gets a consistent and positive impression of the company" Whirlpool &elieves that its interviewing and screening process directly supports the firm/s strategy" !n addition to ensuring that the firm/s employees treat candidates with civility$ the net effect of the process is to leave the candidate with a positive impression of Whirlpool and its products and people" Diff: . AAC*B: Aeflective thin%ing s%ills Chapter: ' (&)ective: 1 *%ill: Critical 9hin%ing +earning (utcome: Descri&e effective interviewing techni,ues

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