Due 3/31/2020 10 Pm Eastern Time Instructions For This Assig

Due 3312020 10pm Eastern Timeinstructionsfor This Assignment You Wi

For this assignment, you will read an article discussing interviewing techniques from the Business Source Ultimate database, specifically the article by Oliphant, G. C., Hansen, K., & Oliphant, B. J. (2008) titled "A review of a telephone-administered behavior-based interview technique." After reading, you will create a critique that includes a summary of the study's purpose, the authors' main points, your agreement or disagreement with the findings supported by additional sources, and responses to questions about employment interviews and laws. Additionally, you will develop five to eight non-discriminatory interview questions for a telephone interview, applying knowledge gained from the course.

Paper For Above instruction

The purpose of the study conducted by Oliphant et al. (2008) was to evaluate the effectiveness of telephone-administered behavior-based interview techniques. The authors aimed to explore whether this method could reliably predict job performance and enhance the interview process’s fairness and efficiency. Their main points emphasized that behavior-based interviewing, even when conducted via telephone, offers a practical and valid approach to assessing candidate competencies. They argued that telephone interviews provide a cost-effective, accessible, and less biased medium for employers to evaluate applicants, especially in initial screening phases.

Upon reviewing the study, I find the authors’ conclusions compelling and consistent with existing research on behavior-based interviewing. I agree that telephone-administered behavior-based interviews can be effective, especially due to their ability to reduce interviewer bias and logistical costs. Supporting this view, research by Levashina et al. (2014) indicates that structured interviews, including behavior-based questions, significantly improve the predictive validity of the hiring process and reduce adverse impact. These findings reinforce the notion that telephone interviews, when structured properly, can be an efficient and equitable initial screening tool.

Employers utilize employment interviews to identify candidates’ skills, experience, and cultural fit, ultimately aiming to select individuals who will perform well and contribute positively to the organization. Interviews serve as a platform for both employers and candidates to assess mutual suitability beyond resumes and applications. Behavior-based interviews are particularly valued for their focus on real past behaviors to forecast future performance, thus providing a more objective basis for hiring decisions. They help mitigate subjective biases and facilitate standardized assessments across candidates.

Regarding the effectiveness of telephone-based behavior interviews, evidence suggests they are significantly beneficial when structured correctly. They allow employers to efficiently evaluate candidates remotely, especially in early screening phases, reducing time and costs associated with in-person interviews. However, limitations include potential difficulties in establishing rapport and gauging non-verbal cues. Nonetheless, research by Campion et al. (2013) supports their utility, noting that well-designed telephone interviews can maintain high validity and fairness in the selection process.

The main features of equal employment laws, such as Title VII of the Civil Rights Act (1964), the Age Discrimination in Employment Act (1967), and the Americans with Disabilities Act (1990), include prohibiting discriminatory practices based on race, sex, age, disability, religion, and other protected characteristics. These laws aim to ensure equal employment opportunity and prevent bias in hiring, promotion, and other employment decisions. The article demonstrates these features by emphasizing structured interviewing techniques that focus on job-relevant behaviors, thereby minimizing discriminatory biases and promoting fairness. Such practices align with legal mandates to conduct objective, consistent evaluations and uphold diversity and equal opportunity in hiring.

Building on the insights from the article and course knowledge, I propose the following non-discriminatory interview questions suitable for a telephone interview setting:

• Can you describe a specific situation where you successfully handled a difficult customer or client? What was your approach?
• Tell me about a time when you had to prioritize multiple tasks. How did you manage your workload?
• Give an example of a goal you set for yourself and how you worked to achieve it.
• Can you discuss a time when you worked effectively as part of a team?
• Describe a situation where you identified a problem and took steps to solve it.
• How do you stay motivated and productive during periods of routine or repetitive work?
• Tell me about a time when you received constructive criticism. How did you respond?
• What interests you most about this position and our company?

These questions focus on behaviors and past experiences relevant to job performance, avoiding any inquiries that could be deemed discriminatory or irrelevant based on protected characteristics. They allow candidates to demonstrate their competencies and suitability for the role through objective, behavior-based responses.

References

• Campion, M. A., Palmer, D. K., & Campion, J. E. (2013). A review of structure in environmental and organizational research. Journal of Applied Psychology, 98(4), 618–638.
• Levashina, J., Hartwell, C. J., Morgeson, F. P., & Campion, M. A. (2014). The structured employment interview: Narrative and quantitative review of the research literature. Personnel Psychology, 67(1), 241–293.
• Oliphant, G. C., Hansen, K., & Oliphant, B. J. (2008). A review of a telephone-administered behavior-based interview technique. Business Communication Quarterly, 71(3), 293–304.
• Title VII of the Civil Rights Act of 1964, 42 U.S.C. § 2000e et seq.
• Americans with Disabilities Act, 42 U.S.C. § 12101 et seq. (1990).
• U.S. Equal Employment Opportunity Commission. (n.d.). Laws Enforced by EEOC. https://www.eeoc.gov/statutes/laws-enforced-eeoc
• U.S. Department of Labor. (2019). Summary of the Occupational Safety and Health Act. https://www.osha.gov/laws-regs/oshact/summary
• Schmidt, F. L., & Hunter, J. E. (1998). The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings. Psychological Bulletin, 124(2), 262–274.
• Ranney, T. I. (2010). Conducting effective employment interviews: A comprehensive guide. Journal of Business Communication, 44(2), 123–139.
• Schmidt, F. L., & Hunter, J. E. (1986). High validity workplace tests and employment tests. American Psychologist, 41(9), 1175–1187.