Managing Human Resource

This document discusses the effectiveness of using traditional interview process to select high-quality candidates for vacant posts. It also explores broad theories related to selecting new employees from the external market and the process to select high-quality candidates for the vacant posts. Additionally, it provides ways to increase the predictive validity of interviews.

RUNNING HEAD: Managing human resource 0
Managing human resource

Managing human resource 1
Contents
Introduction...........................................................................................................................................2
Evaluation of the effectiveness of using traditional interview process to select high-quality candidates
for vacant posts......................................................................................................................................2
Conclusion...........................................................................................................................................10
References...........................................................................................................................................11

Managing human resource 2
Introduction
The interview approach depends on various factors comprising job type and company size.
The traditional interview process comprises hypothetical, cognitive and personality kind of
questions. It requires answers to broad questions. The interview process gives both
interviewer and interviewee an opportunity to meet and conclude any mutual fit. The
traditional interview facilitates interviewer and candidate to institute a rapport and they also
get to know each other in the less stressful environment. This report comprises the broad
theories and processes related to selecting new employees from the external labor market.
The traditional interview process is evaluated for selecting a high-quality candidate for vacant
posts in this report. The report also includes the way predictive validity of the interviews
should be increased.
Evaluation of the effectiveness of using traditional interview process to select high-
quality candidates for vacant posts
The interviews are an important part of the selection process in an organization. The wrong
selection made in the interview can result in the employ the employees are not going to meet
the expectations of the organization (Bondarouk, 2016). The traditional interviews are the
out-dated and are the significant method of employing employees in the organization. The
questions are asked directly in the traditional interview. The interviewer asks directly about
the current situation to the candidate. The beliefs are stated evidently and precisely. The
traditional interview is all about gathering background information about a candidate. It gives
an inclusive sense of the candidate. The questions in the traditional interview cover the
candidate’s work history, personal interests, education along with the career goals. The
questions of the traditional interviews do not fit into the behavioral and hypothetical
categories. The traditional interview requires less time for preparation and analysis. It is

Managing human resource 3
generally calmer and allows interviewee and interviewer to define if there is a communal fit.
The traditional interviews are also identified as unstructured interviews. It is because they
follow a loose framework and used in the brainstorming sessions, discerning focus group
participants and in the job interviews (Schaverien, et al. 2018). The common questions to be
asked in the traditional interview are:
 Tell about yourself
 The reason behind leaving the last company? Did you get fired?
 Where do you see your career after five years?
 What are your biggest strengths and weaknesses?
 What motivates you to put forward your greatest strength?
 What are the accomplishments of your earlier job?
 What are your career goals?
 Why do you want to join this company?
The traditional interviews provide interviewer and interviewee with sufficient information to
conclude whether the applicant’s qualification and skill sets are appropriate for the job. It also
helps to discern whether the values of candidates are closely aligned with the organization’s
values and philosophy. Both company and applicant have an essential role in the decision-
making process conveyed by effective interviewing (Brown and Capozza, 2016). The
effectiveness of using the traditional interview process to select high-quality candidates can
be judged from the following points:
More complex issues can be investigated: The traditional interviewer allows the interviewer
to construct better rapport with the interview due to the casual conversation. The traditional
interviews are mainly useful when the candidates are asked about personal experiences. The
interviewer can discover significant information in the traditional interviews which can even

Managing human resource 4
do not seem relevant. It is even a better method for researching sensitive subjects (Turley,
Monro and King, 2016).
Readability and validity: Traditional interviews are more effective than structured interviews.
It builds a better understanding of the interview as it is more of a normal conversation. More
effective responses can be formed by letting the candidate followed usual paths of free
association. The questions in the traditional interview are changed in order to create an
understanding of each participant (Pourmand, et al. 2018). Such interviews results in creating
more valid responses. The traditional interview empowers the interviewer to return to the
same topic several times. It allows the candidate to create information with motivated
memory.
Balance in power relationships: The traditional interview infers an uncensored relationship
between the interviewer and interviewee. The interview’s uniqueness is highly valued in the
interview than the focus on data retrieval. The interviewer in the traditional interview attains
the power over the conversation and decides the way it evolves (Sanghi, 2016). The
interviewer makes efforts to retrieve the interviewer’s world by comprehending the
perspectives.
Broad theories related to selecting new employees from the external market are:
The motivational theories are used by the employer company to select new employees. The
motivational theories are segregated into the content theories and process theories. The
content theories are focused on ‘what’ whereas process theories focus on ‘how’ human
behavior can be encouraged. The content theories are considered the most basic theories of
motivation. These theories have the greatest influence on the management practice and policy
but are least acknowledged. The content theories are also identified as needs theories
(Kureková, Beblavý, and Thum-Thysen, 2015). It tries to find out the needs of the candidates

Managing human resource 5
along with the related motivation required to fulfill these needs. These theories cannot
completely illuminate what encourage or discourage candidates. The theories identified under
content theories are Maslow’s needs hierarchy, Alderfer’ ERG theory, McClelland’s
achievement motivation and Herzberg’s two-factor theory. On the other side, process theories
mainly include Skinner’s reinforcement theory, Victor Vroom’s expectancy theory, Adam’
equity theory, and Locke’s goal setting theory.
No particular motivational theory is capable of explaining all the aspects of motives or lack
of motives. Each motivation theory serves as the basis for motivating techniques. Maslow’s
needs hierarchy, Alderfer’ ERG theory are the most recognizing content theories (Romano
and Peters, 2016). Maslow’s hierarchy needs to divide the needs into five basic categories.
These categories comprise biological requirements, safety and security needs, belongingness
and love, self-esteem and self-actualization needs. The Alderfer-ERG theory had
distinguished three types of needs survival, connection, and growth. Maslow’s physiological
and safety necessities are linked to the existing requirements (Kumar and Panday, 2018). The
relatedness can be coordinated belongingness and esteem. Growth is the same as self-esteem
and self-actualization.
As per the Skinner’s reinforcement theory, behavior can be designed by its significances.
The positive assistances are applause, gratefulness, promotion, trophy or other rewards. It has
a role in encouraging the behavior performances. The negative reinforcement eradicates the
unpleasant state. It defines how behavior is learned by individuals. It implies to the
probability of the undesired behavior and used for the increasing desirables. On the other
side, Victor Vroom’s expectancy theory splits effort, performance, and outcomes. According
to this theory, candidates are encouraged to perform activities in order to attain some goals.
The behavior of the individuals results from the choices made by them. A candidate selects
the specific behavior over the others with the expectation of getting results (Karatepe and

Managing human resource 6
Olugbade, 2016). As per the Adam’s equity theory, candidates maintain an association
between the performance and rewards in comparison to the others.
The process to select high-quality candidates for the vacant posts is:
It is one of the significant decisions which an organization is required to make to find suitable
employees from the external labor market. It comprises selecting the most suitable method of
recruitment to fascinate employees. The process of selecting candidates comprises tasks like
assessing qualifications and background information to determine the eligibility for the
unoccupied posts. The selection process can be either internal or external. The internal
selection process contains observing within the organization for the qualified employees who
can be promoted to the higher level posts or for the new openings (Delgadová, Gullerová, and
Ivanová, 2017). The external recruitment is a more elaborative form of selection as it
comprises looking outside the organization to find prospective employees to find positions
within the organization. The methods for the organization rely on the extant recruitment
policy and other relative factors. There are various options for the recruitment in the form of
external recruitment like job advertisements, online recruiting, job fairs, recruitment agencies,
and employee referral.
In order to determine the appropriate method to use, the organization is required to assess the
job design along with the type of candidates and credentials required for the vacant posts. For
instance, it can be suitable to opt for the external recruitment method in the situations where
the vacancy in the organization necessitates a candidate with the advanced skills and good
experience. Such employees are very familiar and capable enough with the latest trends and
needs of the organization (Huang, Raimo, and Humfrey, 2016). In such a scenario, external
recruitment can serve the best interest of the organization to recognize appropriate employees
from the internal organization. It is also helpful in the performance enhancement the existing

Managing human resource 7
employees of the organization. The external recruitment offers a wide option of the potential
employees along with the required skillset. It is a proved and successful process for selecting
new employees from the external labor market. The power of the economy and labor market
circumstances considerably affects the organization’s capability to appeal and maintain top-
level employees. It is considered that when the economy is robust with little redundancy than
the organization is required to contend with other employees for the specific number of
skilled employees. It also results in necessitating increased compensation or benefits
incentives to appeal to quality candidates (Nikolaou and Georgiou, 2018). The problem is not
just scarcity of qualified candidates but managing a huge number of candidates. The sources
of the traditional selection process are:
Advertisements in the newspapers: The senior posts in the organization are mainly occupied
by this method. This method can be monitored by the company in three different types. Some
companies do not advertise their own promotion. They refer their applications to specific
agencies which are expert in advertising sites in the leading newspapers without revealing the
label of the companies. The submissions attained from the applicant by the agencies are e-
mailed to the client companies. The other type identified as is in which some companies do
their advertise by their own but provide only box figures. The box figure advertisements
commonly do not draw efficient candidates who realize that it is not advisable to relate
without signifying the employer’s name. The third type, some companies reveal the names in
their advertisements (Huffcutt, et al.2017).
Employment exchanges: The employment exchange the official set up to bring organized as
fast as possible those candidates who are in the need of occupation and the employers who
are viewing for the candidates. The employment exchanges record the unemployed
candidates and also preserve a record of the name of the candidates along with the
qualifications and other skills. The employers and companies on their behalf inform the

Managing human resource 8
exchange regarding vacancies which befall in the factories and the form of staff they
necessitate for the filling the vacancies. Whenever any vacancy is broadcasted by the
employers, the exchange picks specific persons among the listed candidates (Napier, 2017).
The names of such candidates are forwarded to the employer companies for the
consideration. There are also various private employment agencies which are specially hired
and maintained by the companies at a certain fee. These agencies are managed in order to
select supervisory personal and at the higher levels.
Field trips: The field trips are used by the traditional interview. It has a role in
comprehending the type of employees requisite. The dates, time and venues of the interview
are publicized in the advance.
Educational institutions: The organizations can also visit the institutions where the candidates
can meet the organizational requirements. The placement services command the appropriate
candidates. The companies also send their representatives for professional meetings and
agreements to recruit employees.
Labor contractors: The labor in various industries is enrolled through the contracts who are
also the employees of the organizations.
Employee recommendations: The industries with a best of good personnel relations motivate
the employees to take appropriate contenders for several intros in the organization (Jøranli,
2018).
Telecasting: The telecasting of the posts over the TV is attaining prominence these days. The
platforms like job watch, youth pulse and employment news over the television have become
widespread for the several types of job recruitments. The complete job requests and the
required qualities are published along with the profile of the organization where the vacancy

Managing human resource 9
occurs (Jerant, et al. 2018). The usage of TV as compared to other recruitment sources is less
prevalent compared to other sources. It is because telecasting is an expensive medium and the
applicants who do not watch TV miss the information regarding job vacancies.
Direct employment: The direct recruitment is can be made possible by enlisting a notice on
the factory gates, on the board of the enterprise along with specifying the jobs available. The
direct recruitment is mainly used to fill the spontaneous vacancies of inexpert or semi-skilled
labor jobs. The labors are hired as budli workers. Generally, a great number of workers gather
every day at the gate of recognized factories. The personal manager inspects in the common
way whenever the unskilled workers are necessitated. The workers available in the
organization pick up the necessitated number of the workers (Messing, et al. 2017).
The way ‘predictive validity’ of interviews can be increased
The interviews are a flexible method of assessment. The traditional interviews assess the
skills, knowledge, abilities, motivation and more. This different build can have a different
relationship with job performance. It is necessary to increase the predictive validity of the
interviews because it offers a correct judgment of the future performance of the applicants.
The predictive validity of interviews can be increased with the help of Meta-analyses. The
large Meta-analyses reveal the modest validity constants for the selection interviews (Miller
and Rose, 2015).
The reliability is a significant contribution to the increasing predictive validity of the
interviews. According to classic psychometric theory, reliability fixes the upper limit for the
validity. As the interview continues to advance, it is significant to understand how much
further validity can improve the interview process. The difference in the criterion-related
validity between traditional and structured interviews is mainly due to the differences in
reliability (Lemaitre, et al. 2018). There is also a new method for correcting validity

Managing human resource 10
estimates. It is an essential part and corrector for predictor reliability. The shorter interviews
can be implemented by the organizations in order to save time and money in comparison to
the longer interviews without sacrificing reliability and predictive validity.
Conclusion
The traditional interviews process is effective enough in selecting high-quality candidates for
the vacant posts. The broad theories are included in this report in order to select new
employees from the external labor market. The theories used are motivational theories. The
motivational theories comprised content theories and process theories. The process of
selecting new employees included sources like an advertisement in the newspaper,
employment exchanges, field trips, educational institutes, labor contractors, employee
references, telecasting and direct employment. The predictive validity of the interviews can
be increased by using metal analysis along with the fixing reliability with the upper limit for
the validity.

Managing human resource 11
References
Bondarouk, T., 2016. Electronic recruitment. In Encyclopedia of Human Resource
Management. Edward Elgar Publishing Limited.
Brown, R. and Capozza, D. eds., 2016. Social identities: Motivational, emotional, cultural
influences. Psychology Press.
Delgadová, E., Gullerová, M. and Ivanová, E., 2017. Recruitment and selection processes in
Slovak enterprises and multinational corporations. International Journal of Organizational
Leadership, 6(2).
Huang, I.Y., Raimo, V. and Humfrey, C., 2016. Power and control: managing agents for
international student recruitment in higher education. Studies in Higher Education, 41(8),
pp.1333-1354.
Huffcutt, A.I., Culbertson, S.S., Goebl, A.P. and Toidze, I., 2017. The influence of cognitive
ability on interviewee performance in traditional versus relaxed behavior description
interview formats. European Management Journal, 35(3), pp.383-387.
Jerant, A., Henderson, M.C., Griffin, E., Hall, T.R., Kelly, C.J., Peterson, E.M., Wofsy, D.
and Franks, P., 2018. Do multiple mini-interview and traditional interview scores differ in
their associations with acceptance offers within and across five California medical
schools?. Academic Medicine, 93(8), pp.1227-1233.
Jøranli, I., 2018. Managing organisational knowledge through recruitment: Searching and
selecting embodied competencies. Journal of knowledge management, 22(1), pp.183-200.
Karatepe, O.M. and Olugbade, O.A., 2016. The mediating role of work engagement in the
relationship between high-performance work practices and job outcomes of employees in

Managing human resource 12
Nigeria. International Journal of Contemporary Hospitality Management, 28(10), pp.2350-
2371.
Kumar, M. and Panday, P., 2018. A model for employer’s decision for recruitment. Int. J.
Hum. Capital Urban Manage, 3(2), pp.111-124.
Kureková, L.M., Beblavý, M. and Thum-Thysen, A., 2015. Using online vacancies and web
surveys to analyse the labour market: a methodological inquiry. IZA Journal of Labor
Economics, 4(1), p.18.
Lemaitre, T., Carrier, N., Farrands, A., Gosselin, V., Petit, G. and Gagneur, A., 2018. Impact
of a vaccination promotion intervention using motivational interview techniques on long-term
vaccine coverage: the PromoVac strategy. Human vaccines & immunotherapeutics, pp.1-8.
Messing, J.T., Campbell, J., Sullivan Wilson, J., Brown, S. and Patchell, B., 2017. The
lethality screen: the predictive validity of an intimate partner violence risk assessment for use
by first responders. Journal of interpersonal violence, 32(2), pp.205-226.
Miller, W.R. and Rose, G.S., 2015. Motivational interviewing and decisional balance:
contrasting responses to client ambivalence. Behavioural and cognitive psychotherapy, 43(2),
pp.129-141.
Napier, M.R., 2017. Behavior, truth and deception: Applying profiling and analysis to the
interview process. CRC Press.
Nikolaou, I. and Georgiou, K., 2018. Fairness reactions to the employment interview. Revista
de Psicología del Trabajo y de las Organizaciones, 34(2), pp.103-111.

Managing human resource 13
Pourmand, A., Lee, H., Fair, M., Maloney, K. and Caggiula, A., 2018. Feasibility and
usability of tele-interview for medical residency interview. Western Journal of Emergency
Medicine, 19(1), p.80.
Romano, M. and Peters, L., 2016. Understanding the process of motivational interviewing: A
review of the relational and technical hypotheses. Psychotherapy Research, 26(2), pp.220-
240.
Sanghi, S., 2016. The handbook of competency mapping: understanding, designing and
implementing competency models in organizations. SAGE Publications India.
Schaverien, M.V., Butler, C.E., Suami, H., Garvey, P.B., Liu, J. and Selber, J.C., 2018.
Interview Scores Correlate with Fellow Microsurgical Skill and Performance. Journal of
reconstructive microsurgery, 34(03), pp.211-217.
Turley, E.L., Monro, S. and King, N., 2016. Doing it differently: Engaging interview
participants with imaginative variation. Indo-Pacific Journal of Phenomenology, 16(1-2).