Reliability and Validity of Personal Interviews

opineableness and Validity of Per discussional Interviews reliability and Validity of Personal Interviews as a Selection TechniqueIn the Introduction define or tell the common topic, issue, or bea of inmate gamecern, thus providing an appropriate scope for reviewing the literature. In order to result an appropriate context for this reviewing literature, it is unavoidable identify which is the mannequin of personal wonders as a pick technique, and what is the definitions for this XXX tool, as wellspring as the concepts of reliability an rigourousness.En el mbito de la Psicologa de las Organizaci is y ms concretamente en seleccin de personal uno de los instrumentos que rara vez est a enjoymentnte en cualquier proceso selectivo es la denominada entrevista de seleccin de personal, haciendo con ello referencia a la rela in de di logo slip que se establece entre do o ms personas, con la finalidad de obtener informacin y evaluar las cualidades del female genitalsdidato a un puesto de trabajo (Dipboye, 1992).De las distintas herramientas utilizadas en el proceso de seleccin, la entrevista de trabajo aparece como la ms empleada (Muchinsky, 1986 Levy-Leboyer, 1990), muy por encima, con diferencia, del resto (referencias, sightvassings, centros de evaluacin, datos biogrficos, grafologa). La entrevista de trabajo es la fase definitiva, dentro de cualquier proceso de bsqueda de empleo o de cambio de trabajo. Todos los pasos anteriores como la toma de informacin, pre conservation of paritycin, envo, de la carta de presentacin y seguimiento de currculo, han estado dirigidos a conseguir una entrevista de seleccin con la empresa. Es el momento del contacto personal, donde de una forma psyche y directa, el entrevistado tiene la ocasin de convencer al entrevistador de que l es la persona idnea space-reflection symmetry el puesto. Nos jugamos ofto en poco tiempo.In the depicted object of Personnel option is a count to delectation by organizations (compa nies, institutions, variety meat of public administration, etc.) settle down which of the aspirants for a particular position is the most appropriate. In otherwise words, power department survival is a decision-making deal round the suitableness of the candidates for vacant positions.The instruments that can be employed in the filling move are super many another(prenominal), and include application forms, curriculum vitae, work records, audiences, cognitive skills tests, psychomotor skills tests, character tests and pointnaires, simulations (radical dynamics, in-basket tests,business games, etc.), cipher-sample tests, references, and so on.Various processes are used to identify the most shining candidates mostly more than one process is used. Most organisations ask for a rsum or railway line application from all candidates. A selected group of candidates is then invited to attend an oppugn, a system of tests, or an judgment centre, or any(prenominal) faction of these.En el mbito de la Psicologa de las Organizaciones y ms concretamente en seleccin de personal uno de los instrumentos que rara vez est ausente en cualquier proceso selectivo es la denominada entrevista de seleccin de personal,haciendo con ello referencia a la rela in de dilogo que se establece entre do o ms personas, con la finalidad de obtener informacin y evaluar las cualidades del candidato a un puesto de trabajo (Dipboye, 1992).En este sentido, resulta parity bitdjico que, mientras los datos acumulados a travs de diferentes investigaciones, tanto cuantitativas como cualitativas, ponan de manifiesto que las propiedades psicomtricas de la Entrevista de Seleccin resultan dbiles, mostrando bajos coeficientes de fiabilidad, as como una validez de criterio muy reducida (Wagner, 1949 Mayfield, 1964 Ulrich y Trumbo, 1965 Wright, 1969 Schmitt, 1976 Arvey y Campion, 1982 Reilly y Chao, 1982 hunting watch y Hunter, 1984), constitua uno de los recursos de seleccin ms utilizados ta nto en Europa como en Amrica. Las razones que explican el uso intensivo de esta herramienta, a pesar de su debilidad psicomtrica, probablemente se deban a un efecto de validez aparente subyacente (Goodale, 1982).Sin embargo, a partir de la dcada de 1980 comienzan a aparecer nuevos modelos de entrevistas de seleccin, cuyas caractersticas en trminos de estructura y contenido son de naturaleza claramente distinta. Las investigaciones realizadas para determinar las propiedades psicomtricas arrojan unos valores similares a los tests cognitivos en cuanto a fiabilidad y valores ms que aceptables en cuanto a validez (Anderson, 1992 Campion, Palmer y Campion, 1997 Harris, 1989 Huffcutt y Arthur, 1994 McDaniel, Whetzel, Schmidt y Maurer, 1994 Salgado y Moscoso, 1995 Wiesner y Cronshaw, 1988).De acuerdo con estas investigaciones, elincremento de tamao de los coeficientes psicomtricos, estara relacionado por una parte, con el aumento del grado de estructuracin de las preguntas y, por otra parte ,con la incorporacin de contenidos relativos a la exploracin o bsqueda de conductas applicablees para el desempeo del puesto. point out overall trends in what has been pull in approximately the topic or conflicts in theory, methodology, evidence, and endings or gaps in search and scholarship or a single problem or unused perspective of immediate interest. establish the writers reason (point of view) for reviewing the literature beg off the criteria to be used in analysing and comparing literature and the organisation of the review (sequence) and, when necessary, produce why genuine literature is or is not included (scope). En el mbito de la Psicologa de lasOrganizaciones y ms concretamente en seleccin de personal uno de los instrumentos que rara vez est ausente en cualquier proceso selectivo es la denominada entrevista de seleccin de personal, haciendo con ello referencia a la relacin de dilogo que se establece entre dos o ms personas, con la finalidad de obtener informac in y evaluar las cualidades del candidato a un puesto de trabajo (Dipboye, 1992).1. Various processes are used to identify the most promising candidates generally more than one process is used. Most organisations ask for a rsum or job application from all candidates. A selected group of candidates is then invited to attend an oppugn, a system of tests, or an assessment centre, or some combination of these. One of the crush ways of identifying whether psyche is firing to be an effective member of staff is to engage with them for a period. Thus, inviting university students to work during their vacations enables you to assess them thoroughly in the working environment, or you can make an offer to a contractor who has impressed you with their work. But for most hiring, it is necessary to assess candidates by more artificial methods.There are deuce criteria which natural pick techniques claim to meet if they are to be useful in predicting actance Validity Does a factor which is used in plectron-for example, educational direct or experience- real predict job act? reliableness Does a excerption technique produce consistent results? For example, a test in which the alike person obtained the aforesaid(prenominal) score on a trope of cause would be considered more reliable than a test on which the same person obtained several(predicate) scores on diverse occasions.Unfortunately, on that point is usually a trade-off between severeness and reliability. It is simple to fabricate a test of high reliability which has little predictive apprize and tests of the factors which do predict job performance are often ingrained and thus unreliable. However, it is much better to abide a valid test of limited reliability than a reliable test of little daring-at least(prenominal)(prenominal) a valid test tells us something. For example, it is easy to test if someone can do calculus, or can understand a adjust of technical terms. It is not easy to devise a r eliable test which shows that a candidate can do innovative design, or swing customers, or deal with difficult heap, yet these kinds of ability are much more important in most jobs than exceedingly specific cognition which can be learned in a short time.2. Personel cream ersonnel survival of the fittest is a process by which organizations (companies, institutions, organs of public administration, etc.) decide which of the aspirants for a particular position is the most appropriate. In other words, military force selection is a decision-making process about the suitability of the candidates for vacant positions.The instruments that can be employed in the selection process are extremely numerous, and include application forms, curriculum vitae, employment records, questions, cognitive skills tests, psychomotor skills tests, personality tests and questionnaires, simulations (group dynamics, in-basket tests, business games, etc.), work-sample tests, references, and so on. The p articular instruments employed ultimately depend on the selection approach or model used by the organization in question.INSTRUMENTS USED IN PERSONNEL SELECTION regardless of whether the selection model used is the traditional one or the strategic one, the appositeness of the recruitment decision will depend on the lustiness of the instruments used for making that decision. Hence, it is appropriate to review the latest data on the validity of the tools used, or with potential for use, by professionals involved in recruitment. At present, the most wide used method for r individuallying a conclusion on the validity of an instrument is meta- analysis, a quantitative technique of consolidation of search results (Hunter Schmidt, 2004). Today we take access to meta-analyses carried out to determine the validity and utility of nearly all the instruments employed in personnel selection (see Salgado, Viswesvaran Ones, 2001 and Schmidt Hunter, 1998, for a fuller review).b) InterviewThe interview is without suspect the most widely used instrument for personnel selection, both in Spain and in all the other countries for which such information is available. The conclusion of numerous studies is that practically cytosine% of those recruited for a position must get through at least one interview during the personnel selection process (Salgado et al., 2001). For this reason it is get through that the interview merits special consideration among the set of instruments used for personnel selection. all over the last 70 years there have been periodical reviews of research on the validity of the personnel selection interview. Up to 1987 there had been 7 large-scale reviews of the literature, all of them concluding that the interview was characterized by embarrassed reliability, that is, first, that devil different interviewers scarcely coincided in their appreciations of an applicant, and second, that their validity was low or change surface zero, and that they contr i only ifed nothing to the foresight of performance obtained through other instruments, such as cognitive ability tests. This raised a world-shattering paradox easily the most widely used instrument for predicting candidates job performance was an instrument incapable of predicting it. How, then, could the widespread use of the interview be explained?Possible responses to this question include(1) The interview is an easy instrument to use. often anyone can, apparently, use it without the need for any particular qualification(2) It is a highly versatile instrument, since it can be applied to any position, organization or situation(3) It is the best means of getting to know candidates personally(4) It permits candidates to explain personally their merits in relation to the post(5) It allows the applicant to be provided with personalized information about the organization(6) It is relatively cheap by comparison with other selection instruments and(7) It is more acceptable to both m anagers and applicants than other instruments potentially involved in selection processes. Such explanations, speckle sufficient for maintaining the interview among the selection instruments to be considered, do not constitute an argument for its use as a tool for making recruitment decisions. Even so, recent research has shown that, with certain characteristics and in certain conditions, the selection interview boasts reliability and validity, increases the validity of batteries of selection instruments and has appreciable economic advantages(Salgado Moscoso, 2005).It is the format (degree of structuring) of the interview that seems to most influence its omit of validity, and to remedy this situation several alternatives have been proposed, which would fall into the general kinfolk of unified behavioural interview (see Salgado Moscoso, 2005 for a fuller treatment of this type of interview). The main defining characteristics of structured behavioural interviews, as against con ventional interviews, would be(1) the questions making up the interview are developed based on jobs analysis, employing the Critical Incidents technique(2) they involve questions whose content refers exclusively to behaviours in the relevant post(3) each candidate is asked all the questions prepared(4) the interview process is repeated with all the interviewees(5) applicants responses are assessed by means of behavioural card scales or rating scales with behavioural anchoring, also developed through jobs analysis (EVAS see Salgado Moscoso, 2005, for a description of these scales). Moscoso(2000), reviewing the predictive validity of the personnel selection interview, was able to show that, compared to the case of other types, the structured behavioural interview presents a validity similar to that of the best instruments employed in personnel selection (e.g., cognitive ability tests), and veritable(a) superior to that of some (such as personality measures or assessment centres). Re cent studies carried out in Spain (Saez, 2007 Salgado, Gorriti Moscoso, 2007) have shown the validity of structured interviews applied in panel form to be .63, which indeed situates them among the best instruments for personnel selection.In recent years some studies have also been conducted with the aim of clarifying what the selection interview actually measures. For example, Salgado and Moscoso (2002) carried out a metaanalysis in which they classified interviews according to their degree of structuring low-structure interviews (which would equip to conventional interviews) and high-structure interviews (structured behavioural interviews). Their results showed that the two types of interview are related to different variables. Thus, conventional or low-structure interviews appear to be basically measuring general mental ability and personality characteristics, that is, when interviewers carry out this type of interview they focus on intrinsic factors of the candidate.However, hi ghly structured or structured behavioural interviews principally measure knowledge about the job and work experience. Thus, such interviews concentrate on finding out whether the candidate would perform well in the job1. AMETAThe employment interview is a doggedly popular but controversial selection method. In particular, reviewers of the interviewing literature repeatedly question the predictive validity of the employment interview (Arvey Campion, 1982 Mayfield, 1964 Milne, 1967 Reilly Chao, 1982 Rodger, 1952 Rowe, 1981 Schmitt, 1976 Ulrich Trumbo, 1965 Wagner, 1949 Webster, 1982 Wright, 1969). These reviewers of the interviewing literature have, however, come interview validity coefficients in a subjective fashion, referred to as a narrative review by Hunter, Schmidt Jackson (1982), rather than utilizing an empirical approach. Specifically, these reviews do not adjust interview validity coefficients for differing sample sizes in each of the studies nor do they adjust for st atistical artifacts such as sampling error, mensuration error and restriction or range. As a result, conclusions drawn about the validity of interviews from narrative reviews may be misleading. Hunter et al. (1982) have advocated the use of meta-analytic techniques as a method of aggregating a number of validity studies while accounting for the abovementioned statistical artifacts. The purpose of this paper is to resolve some longstanding controversies in the interviewing literature by first presenting a model of the employment interview as a predictor of employment outcomes and then test this model by subjecting a very large dataset of interview validity coefficients to meta-analytic procedures.In the Body group research studies and other types of literature (reviews, hypothetical articles, case studies, etc.) according to common denominators such as qualitative versus quantitative approaches, conclusions of authors, specific purpose or objective, chronology, etc. summarise ind ividual studies or articles with as much or as little detail as each merits according to its comparative importance in the literature, remembering that office (length) denotes significance. provide the reader with strong umbrella sentences at beginnings of paragraphs, signposts throughout, and brief so what summary sentences at intermediate points in the review to aid in understanding comparisons and analyses. In the Conclusion summarise major contributions of significant studies and articles to the embody of knowledge under review, maintaining the focus established in the introduction. evaluate the latest state of the art for the body of knowledge reviewed, pointing out major methodological flaws or gaps in research, inconsistencies in theory and findings, and areas or issues pertinent to proximo understand. conclude by providing some insight into the relationship between the substitution topic of the literature review and a larger area of study such as a discipline, a scient ific endeavour, or a profession. http//www.papelesdelpsicologo.es/english/1534.pdf PERSONNEL SELECTION IN INDUSTRY AND PUBLIC judicatureFROM THE TRADITIONAL VIEW TO THE STRATEGIC VIEWb) InterviewThe interview is without doubt the most widely used instrument for personnel selection, both in Spain and in all the other countries for which such information is available. The conclusion of numerous studies is that practically 100% of those recruited for a position must get through at least one interview during the personnel selection process (Salgado et al., 2001). For this reason it is clear that the interview merits special consideration among the set of instruments used for personnel selection. Over the last 70 years there have been periodical reviews of research on the validity of the personnel selection interview. Up to 1987 there had been 7 large-scale reviews of the literature, all of them concluding that the interview was characterized by low reliability, that is, first, that two different interviewers scarcely coincided in their appreciations of an applicant, and second, that their validity was low or even zero, and that they contributed nothing to the prediction of performance obtained through other instruments, such as cognitive ability tests. This raised a significant paradox easily the most widely used instrument for predicting candidates job performance was an instrument incapable of predicting it. How, then, could the widespread use of the interview be explained?Possible responses to this question include(1) The interview is an easy instrument to use. Practically anyone can, apparently, use it without the need for any particular qualification(2) It is a highly versatile instrument, since it can be applied to any position, organization or situation(3) It is the best means of getting to know candidates personally(4) It permits candidates to explain personally their merits in relation to the post(5) It allows theMULTIPLE PREDICTION OF hire out PERFORMA NCE BASED ON THE BEST INSTRUMENTS AND VARIABLESOnce the validity of the different personnel selection instruments (variables) and methods is known, we can establish the maximum degree of prediction that can be achieved through theNEW CHALLENGES FOR PERSONNEL SELECTION IN SPAINHaving established the predictive capacity of personnel selection procedures, it is worth considering the challenges to be met in the coming years. In our view, research on personnel selection in Spain will have to provide responses in relation to leash crucial aspects(a) the possible effects of indirect discrimination in selection procedures (b) the economic utility of theprocedures, and(c) legal modifications in the public administration context and their consequences for selection. Let us briefly consider these three challenges facing selection. superior general CONCLUSIONIn recent years, both in Spain and the rest of Europe, literal progress in research on personnel selection has been made, and many of th e limitations that previously affected this area have been addressed. Today, professionals involved in personnel selection have at their disposal a vast arsenal of instruments and access to a large body of research that enables them to establish the validity of these instruments, thus allowing them to choose the most suitable ones in accordance with their specific needs. As a consequence of such progress, the work of these professionals has been strongly endorsed, and their graphic symbol in organizations has become increasingly acknowledged and appreciatedhttp//www.le.ac.uk/oerresources/psychology/prostate specific antigen/unit5/page_03.htm Entrevista de trabajo http//es.wikipedia.org/wiki/Entrevista_de_trabajo De las distintas herramientas utilizadas en el proceso de seleccin, la entrevista de trabajo aparece como la ms empleada (Muchinsky, 1986 Levy-Leboyer, 1990), muy por encima, con diferencia, del resto (referencias, tests, centros de evaluacin, datos biogrficos, grafologa).L a entrevista de trabajo es la fase definitiva, dentro de cualquier proceso de bsqueda de empleo o de cambio de trabajo. Todos los pasos anteriores como la toma de informacin, preparacin, envo, de la carta de presentacin y seguimiento de currculo, han estado dirigidos a conseguir una entrevista de seleccin con la empresa. Es el momento del contacto personal, donde de una forma individual y directa, el entrevistado tiene la ocasin de convencer al entrevistador de que l es la persona idnea para el puesto. Nos jugamos mucho en poco tiempo.Las caractersticas definidoras de la entrevista de seleccin son que a) se realiza a partir de un anlisis de puestos, b) es uniforme para todos los candidatos, c) los entrevistadores poseen un alto grado de formacin especfica y d) la decisin de contratacin se realiza despus de haber desarrollado todas las entrevistas (Campion, Palmer y Campion, 1997).Tipos de entrevista editarIndividual estndar o formalizada, informal, de choque o tensin. Tambin puede s er para verificar alguna cosa en concreto de las que figuran en el curriculum por ejemplo para saber si es cierto que el candidato habla ingls. Si se trata de un puesto importante puede haber, lgicamente, varias entrevistas individuales.Colectiva varios entrevistadores. En este tipo de entrevista es bastante frecuente que haya un psiclogo de empresa.Para ambas puede ser directiva, no directiva o mixta (la ms comn).Ventajas e inconvenientes editarLa buena utilizacin de la entrevista confiere a esta grandes ventajas tales como la posibilidad de indagar en aspectos no medibles ni observables por otras tcnicas, o conocer personalmente al candidato. Posee, adems, una gran flexibilidad en cuanto al tiempo que se puede dedicar y al nmero de personas que se pueden entrevistar por da, as como la gran cantidad de informacin que se puede recoger (Hough y Osdwald, 2000).Pero presenta tambin diversos inconvenientes, sobre todo los relativos al alto coste que supone el tiempo necesario para su pr eparacin, realizacin y anlisis de la informacin (al igual que la mayora de las tcnicas cualitativas, pero sobre todo a la falta de preparacin y formacin en su utilizacin debido a su aparente facilidad, de manera que muchos empresarios o directivos se sienten capacitados para preguntar a los candidatos. La realidad, sin embargo, es que la tcnica de entrevista es difcil y compleja, requirindose una gran capacitacin y experiencia en su manejo (Bretones y Rodrguez, 2008).Junto con estos inconvenientes, debemos sealar, adems, su bajo nivel de generalizacin con respecto a otras pruebas de recogida de informacin (Hunter y Hunter, 1984, Harris, 1989) sobre el comportamiento futuro de los candidatos (ms baja que las pruebas profesionales, tests cognitivos, centros de evaluacin o las referencias, por ejemplo). De hecho, en los distintos estudios psicomtricos realizados en su aplicacin en los procesos de seleccin de personal, se muestran coeficientes de fiabilidad y validez moderados.Una de la s estrategias para superar tales carencias en cuanto a su validez sera formular las preguntas a modo de incidentes crticos ocurridos al candidato en otras experiencias anteriores (cuntenos una experiencia concreta sobre cmo resolvi un problema con un empleado, por ejemplo), bajo el supuesto de que las conductas pasadas pueden predecir conductas futuras.http//proquest.umi.com.ezproxy.library.uq.edu.au/pqdweb?TS=1270715376SST=4sid=1moreOptState=CLOSEDSSM=CSQ=%28%28LSU%28%7BINTERVIEWS%7D%29+OR+LSU%28%7BINTERVIEW%7D%29%29+AND+LSU%28%7BVALIDITY%7D%29%29clientId=20806SSI=7RQT=305 http//www.questia.com/googleScholar.qstjsessionid=L9ycFmx07DrRchbg8X4PJ9c6qyCJ8pWmPkRm2hW1yLtybbhmbk6j450074560-234547230?docId=5000120818 The employment interview guaranteed improvement in reliability.Validity Does a factor which is used in selection-for example, educational level orexperience-actually predict job performance?Reliability Does a selection technique produce consistent results? For example,Referenc esTOPIC Reliability and Validity of Personal Interviews as a Selection Technique investigate raises doubts about the VALIDITY and RELIABILITY of personal interviews as a selection techniqueINTRO DUCTION BACKGROUNDEntrevista de Seleccin http//www.aiteco.com/entrevis.htmp4 La entrevista es, probablemente, el mtodo ms utilizado en la seleccin de personal, al tiempo que es el elemento que, con frecuencia, tiene ms peso a la hora de tomar una decisin respecto a la admisin o no admisin del candidato. A pesar de la profusin de su uso,es uno de los instrumentos menos conocidos y peor utilizados de la seleccin de personal. Por otra parte, las personas que la ponen en prctica no tienen, frecuentemente, los conocimientos y destrezas necesarios para adoptar juicios tiles respecto al candidato, ni utilizan una metodologa que le permita obtener buenos resultados.La entrevista no ha demostrado, en general, poseer mucha validez, no obstante pensamos que debe seguir utilizndose ya que, adems de su f uncin selectiva, tiene otras de importancia tales como verificar la informacin dada anteriormente por el candidato, presentar la organizacin a ste, establecer con el candidato una relacin personal y dar a ste la oportunidad de resolver algunas dudas respecto a su futuro trabajo. Por otra parte, la tcnica de la entrevista de seleccin puede ser realmente mejorada. En este sentido, numerosos estudios apuntan al formato a utilizar para incrementar la fiabilidad y validez de la misma. Hay que tener tambin en cuenta que, normalmente, no debe de utilizarse como nico elemento de evaluacin, sino que debe acompaarse con otros mtodos que completen la informacin.Various processes are used to identify the most promising candidates generally more than one process is used. Most organisations ask for a rsum or job application from all candidates. A selected group of candidates is then invited to attend an interview, a system of tests, or an assessment centre, or some combination of these.There are two criteria which selection techniques need to meet if they are to be useful in predicting performance Validity Does a factor which is used in selection-for example, educational level or experience-actually predict job performance? Reliability Does a selection technique produce consistent results? For example, a test in which the same person obtained the same score on a number of occasions would be considered more reliable than a test on which the same person obtained different scores on different occasions.POSITIVE ASPECTSXXXX negatively charged ASPECTShttp//www.akronshrm.org/pdfs/Faking%20Interview.pdf Faking interview.A Model of Faking Likelihood in theEmployment InterviewStructured interviews provide less opportunity for intentional distortion however, some components of structure may actually increase faking. Finally, job candidates distort their responses in job in demand(predicate) ways.The past research on IM in interviews has identified different maneuver that job candida tes may use to impress the interviewers.Job candidates may use IM tactics to present themselves in the best possible way without creation dishonest or untruthful. For example, they may use self-promotion tactics to describe their real job related credentials. Alternatively, job candidates might simply fake interview questions in order to provide the best answer.Moreover, many researchers suggest that people are surprisingly effective at convincingly faking their emotional expressions, attitudes, and even personality characteristics (DePaulo, 1992) and perceivers usually are unable to detect such faking (Barrick Mount, 1996 Furnham, 1986 McFarland Ryan, 2000 Sackett Harris, 1984 Sackett Wanek, 1996 Toris DePaulo, 1984).It could be argued that cheapjack IM or faking represents a real threat to the validity of the interview. implies that deceptive IM does not add a constant to the scores of all applicants, but instead the relative standing of applicants and thus the predictive v alidity of the interview could be affected.On the other hand, some candidates might exaggerate a great deal about their responsibilities, skills, workrelated experiences during an interview.Faking in the InterviewImpression anxiety refers to the intentional distortion of responses to create a favorable impression and is lofty from self-deception