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Essay / Research Paper Abstract
This is a 6 page paper that provides an overview of organizational fit. The means by which interviews might become more valid and reliable are explored. Bibliography lists 9 sources.
Page Count:
6 pages (~225 words per page)
File: KW60_KFbiz090.doc
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Unformatted sample text from the term paper:
forward. Sadly, the selection process for many organizations remains a highly specious affair, mired in subjective impressions and pop psychology. The interview in particular is a problematic instrument that does
not always give one a true picture of how a prospective employee will ultimately fit in with the organization. This paper will examine the factors that affect the validity and
reliability of interviews in the long term, with an eye towards understanding the quantitative analysis of person-organization fit. Much has been written about the predictive validity and reliability of the
interview. Despite its relative simplicity among the many tools available for assessing the fit of an employee to an organization, it remains by far the most popular tool for carrying
out the selection process. Consequently, its validity and reliability, and the means by which it might be made more reliable and valid, are of immense concern to todays employers. As
far back as 1966, researchers had begun to assess whether or not the job interview in its most basic form was truly fulfilling the needs of workers and their organizations;
a blind study of 144 interviewees was carried out, with the responses to the interviews standardized and "objectively and quantitatively scored" (Palacios, Newberry, & Bootzin 1966). As this point in
time, it was found that if one treated the interview as a means to measure specific variables corresponding to skills and mindsets that would be required on the job, such
as "learned ways of dealing with tension, interpersonal interaction, and employment potential", then "the results indicated that job success and vocational placement are significantly related" to said variables (Palacios, Newberry,
& Bootzin 1966). Moving forward, then, it seems clear that interviews, when they are used, should be well-structured to provide some quantitative measurement of significant variables, rather than simply to
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