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Walk-In Interviews. The Benefits and Consequences for the Organizations and Future Interviewers

Wissenschaftlicher Aufsatz 2015 15 Seiten

BWL - Unternehmensführung, Management, Organisation

Leseprobe

Content

1.0 Background to the research

2.0 Literature Reviews

3.0 Objectives of the research
3.1 Research Questions
3.2 Research Framework
3.3 Research Models

4.0 Methodology

5.0 Expected significant contribution to new knowledge / expected benefits to the country / society / organizations
5.1 Country
5.1.1 Positive Significant
5.1.2 Negative Significant
5.2 Society
5.2.1 Positive Significant
5.2.2 Negative Significant
5.3 Organizations
5.3.1 Positive Significant
5.3.2 Negative Significant

6.0 Citation and list of references

Bibliography

1.0 Background to the research

Walk-In interviews are one of the interview methods that the employers or organizations can choose to seek for potential employees. Walk-in interviews are spontaneous and unplanned. It is normally very short with a few questions. Walk-In interviews are great for those companies who wishes to employ more than 30 employees and above. It is because the costs to create such interviews are extremely high. The researcher went to several walk-in interviews to find that this interview is a definite costly for the organization. It is because the company needs to pay a large amount of overtime to fulfill the needs of labors. For example, the employers use Saturday or Sunday to interview potential employees for the organizations. Those labor times are required to reimburse to the employers.

Based on the researcher experience, this kind of interview causes some problems for the interviewee compared to the interviewer. Hence, the purpose of this research is to experiment the various types of walk-in interviews that the interviewee has been experiencing. Then, the researcher needed to construct on a good walk-in interview model that will not increase the costs, yet improve the employee’s selection programmes. It benefits the organization in searching for the perfect employees to fill the empty position spot.

The aim of this study is to understand the reasons behind interview methods chosen by the organizations especially walk-in interview. Since walk-in interviews are costly, the researcher is mainly focused on the areas where costs may exceed the benefits for the company. Even, the costs are greater than benefits for individuals. Hence, the researcher would like to know the costs allocated for the walk-in interview as well as their benefits and consequences for both individuals and organizations. Other than that, the researcher will experiment this by undergoing those walk-in interviews to gather the methods of walk-in interviews available. In this case, the researcher will be able to know the success rate of walk-in interview compared to the costs allocated for such employment methods.

2.0 Literature Reviews

A walk-in interview occurred when the interviewee does not have an appointment or scheduled meeting. It is one of the job screening processes that allowed everyone to enter the venue and being interviewed together with others (Wise Geek, 2003-2014). Employers may or may not offer the candidates the job in the end. However, top candidates might get invitation for a formal interview later. Interview in the other hand, is a formal discussion that occurred between a hirer and an applicant (Business Dictionary, 2011). This is down formally through appointments or scheduled meeting. Questions tend to be very long as the employers are screening for the best candidates to fill the positions. Normally, it is person to person interviews. It can be done by telephone, phone to phone or walk-in interview. This is when the information exchanged with the intention to establish the applicant qualification for the suitable job position.

Hamdani, Valcea and Buckley (2014) found several key interview dimensions that helped to construct validity in the design of employment interviews. The researcher found citizenship behaviors are included in the design of employment interviews. Then, the researcher tested on the motivation level, expectation of the jobs, apprehensions of the interviewee, role modeling, programming, helping, relationships and the interviewee community developments. The interviewee shall be tested for their leadership, systematic planning, information management and cooperation for four leadership skills (Hamdani, Valcea, & Buckley, 2014). Leadership skills, systematic planning and cooperation tested more on the three interpersonal skills of four action leadership (Hamdani, Valcea, & Buckley, 2014). Then, the researcher tested on the organizing, coaching, results orientation, willingness to learn, team orientation and oral communication. It is useful for the next dimensions where leadership, assertiveness, flexibility, sensitivity, organization, thoroughness, resourcefulness, drive and communication skills. Lastly, the researcher tested on persuasiveness, tact, service orientation, strategic skills and communication where the researcher checked on the oral communication, supervisor ability and problem analysis skills.

Information behavior, conscientiousness, verbal expression, initiative, support giving, coping with errors, coping with complaints, calmness and sociability are another design of employment interviews that can be used by the interviewers (Hamdani, Valcea and Buckley, 2014). Normally, all of these are practiced heavily through teamwork behaviors during MBA program. Hence, the interviewers have better chance to see their stress management, conscientiousness, interpersonal skills, discipline levels, and other factors. Hence, the interviewers found that these employment interviews benefit them greatly in hiring a good employee into their corporation. Macan (2009), Posthuman, Morgeson & Campion (2002), also agreed that these published employment interview designs benefited the interview as it is focused in many areas the interviewer prefers in the employements. Hence, there are many areas that can be tested for future employment interview studies. It is especially for those studies involving specialization in one of the dimensions above.

The employment interview has been the masterpiece for employee selections. It is because interviews are heavily required by the employers who are seeking for future employees to fill the position in their organizations. Macan (2009) agreed with Tross and Maurer (2008) that interviews are the common technique to access the job candidates. Many researchers suggested that interviews have the ability to provide a high level of criterion-related validity when it has been carefully designed by the employers (McDaniel, Whetzel, Schmidt, & Maurer, 1994). When the interviews construct carefully, it allowed the candidates to view the interviews with positive reactions (Hausknecht, Day, & Thomas, 2004). Common interviewer ratings research are their reliability (Conway, Jako, & Goodman, 1995), criterion-related validity (McDaniel et al., 1994), subgroup differences (Huffcutt & Roth, 1998; see also Campion & Arvey, 1989), and bivariate associations with measures of constructs such as mental ability (e.g., Berry, Sackett, & Landers, 2007 (Hausknecht, Day, & Thomas, 2004); Salgado & Moscoso, 2002).

Chapman, Uggersley and Webster (2003) stated that the interview medium used by the employers, may affect the way the interviewee’s tends to perform on their interview days. Graves (1993) stated that the interviewer personality affected the interviewee in many ways that they will either reduce or increases their performance. For example, interviewer personality are very strict such as blood A type, the interviewee must communicate seriously by focusing mainly on their qualification. However, it might be different with friendly or outgoing interviewer’s personality. It confirmed with these results where it is in line with the similarity-attraction theory (Turban & Jones, 1988). For example, a study by Depres-Sims and Morris (2010) showed that similarity creates a sense of interpersonal attraction, which in turn leads to more positive evaluations.

Horverak, Sandal and Pallessen (2013) decided to research on the managerial selection preferences. It is focusing on the manager employing other nationality and races. Horverak, et. al (2013) decided to test on multicultural personality traits in their research. The variables are cultural empathy, open-mindedness, social initiative, emotional stability and flexibility. Cultural empathy means the ability to empathize oneself into the position of a foreigner and understand their perspective in life (MBA Skool, 2008). The researcher stated that people who score high in this test are able to identify with feelings, thoughts and behaviors of people and groups. The findings showed that emotional stability has higher impact to affect the manager hiring preferences. Similarly, the finding supported previous research that individuals with higher scores in emotional stability are inclined to view intercultural situations as more intriguing than threatening (van der Zee, Van Oudenhoven, &De Grijs, 2004). Hence, the interviewees are capable to handle frustration, stress, anxiety, social isolation, and interpersonal that was conflicts inherent in inter-cultural situations (van der Zee & van der Gang, 2007).

Van Oudenhoven et al. (2007) stated that open-mindedness, cultural empathy and social initiative belong to social traits categories which are heavily required in job interviews and post-hiring phases. It means the employees are capable to conduct their work inside a team or cooperate with other foreign born employees. The finding resulted that manager prefers open-minded individuals. The managers stated that open minded individuals have high curiosity and high interest in many different perspectives, so they are less likely to develop any negative thoughts or stereotypes towards other members from different groups (Flynn, 2005; van der Zee, Atsma, & Brodbeck, 2004). They tend to less aversive and willingly to accept other opinions beside their own (George & Zhou, 2001).

3.0 Objectives of the research

Several research objectives have been derived to experiment on this matter:

a) To identify the level of awareness of the walk-in interview model
b) To investigate the benefits of the walk-in interview model
c) To investigate the consequences of walk-in interview model
d) To investigate the costs allocated on the walk-in interview
e) To investigate the level of success of walk-in interview
f) To create better revision of walk-in interview designs for the organizations
g) To investigate the interaction of the employers and future employees
i) To investigate the number of positions that normally required for walk-in interview
j) To investigate the characteristics of future employees they are seeking in their organization

3.1 Research Questions

1. What is the awareness level of the walk-in interview model?
2. What are the benefits of the walk-in interview model?
3. What are the consequences of the walk-in interview model?
4. How much are the costs allocated on the walk-in interview?
5. What is the level of success rate for walk-in interview?
6. What is the revision of walk-in interview designs for the organizations?
7. What are the employers and employees interaction with walk-in interviewee?
8. What are the numbers of positions available for the walk-in interview requirements?
9. What are the candidate’s characteristics they are looking for?

3.2 Research Framework

Abbildung in dieser Leseprobe nicht enthalten

3.3 Research Models

Abbildung in dieser Leseprobe nicht enthalten

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Details

Seiten
15
Jahr
2015
ISBN (eBook)
9783668122369
ISBN (Buch)
9783668122376
Dateigröße
480 KB
Sprache
Deutsch
Katalognummer
v313318
Note
Schlagworte
walk-in interviews benefits consequences organizations future interviewers

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Titel: Walk-In Interviews. The Benefits and Consequences for the Organizations and Future Interviewers