Here is the synopsis of our sample research paper on IMPROVING RELIABILITY AND VALIDITY OF THE JOB INTERVIEW. Have the paper e-mailed to you 24/7/365.
Essay / Research Paper Abstract
This 3-page paper discusses how to boost reliability and validity of the job interview process. Bibliography lists 1 source.
Page Count:
3 pages (~225 words per page)
File: D0_MTvaliinte.rtf
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Unformatted sample text from the term paper:
it could end up with the wrong person for the wrong task, leading to resentment, decreased morale and having to put the effort into job recruitment again six months to
a year later. How, then, does an organization or company increase and improve reliability and the validity of one recruiting tool, the job interview? Bernardin (2007) likes the use of
reliability and validity in the job interview process, pointing out that reliability involves consistency of measurement, while validity involves tying in statistical relationships between performance and scores on some predicated
or selection method with on-the-job effectiveness. Interestingly enough, while the concepts of reliability and validity are most tied to paper stuff -
such as the job applications and test scores - Bernardin notes that the concepts could be tied to what he considers one of the most important tools in job recruiting
- the interview. He points out, however, that the interview process tends to be misused during recruitment - though research, he
notes, offers clear rules and methods for successful interviewing, how its actually done is "clearly at odds with the way it is typically done," he notes (p. 157). Even academic
institutions, which write reams about the right ways of interviewing, dont do it right (Bernardin, 2007). One way to improve both validity
and reliability of the interview process is to take the interviewer out of the process (Bernardin, 2007). Bernardin points out that many issues can impact the interview from the interviewers
side, including stress, background noise, personal characteristics and even employee bias (Bernardin, 2007). For example, if a potential job candidate appears distasteful to the interviewer, that potential employee might end
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