Organisational Behaviour: Building Accurate Interviewer Perceptions

This essay delves into the realm of organisational behaviour, specifically examining the factors that hinder interviewers from forming accurate perceptions of interviewees. It identifies several key hindrances, including the impact of first impressions, emotional and preconceived biases, confirmation bias, time constraints, and the structure of the interview process. The paper also discusses the importance of qualified employees, legal compliance, and pre-employment standards in designing effective appraisal and interview systems. The essay emphasizes the need to avoid biases, allow sufficient time for decision-making, and focus on relevant job-related capabilities rather than superficial accomplishments. The conclusion highlights the significance of unbiased, informed decision-making processes in achieving accurate perceptions of interviewees and existing employees within an organisation.

Running head: ORGANISATIONAL BEHAVIOUR
ORGANISATIONAL BEHAVIOUR
Name of the Student
Name of the University
Author Note

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The study regarding human behaviour in a workplace or organizational setting,
interface connecting between organization and human behaviour is known as Organizational
Behaviour. The application of organizational behaviour studies the individual’s behaviour in
respect to the organizational roles. Organizational Behaviour helps in understanding the
behavioural pattern of individual employees (Vasu, Stewart & Garson, 2017). The
organizational behaviour helps in the encouraging employees. The implication of
organizational behaviour also helps in stimulating control over the human behaviour. The
main purpose of this paper is to understand the factors that hinders the formation of accurate
perception by interviewers of interviewees. In this paper, the recommendation regarding the
designing of appraisal and interview system will also be provided for a better perception
(Pentland & Hærem, 2015). The paper will be concluded by presenting a summary regarding
the responsible factors and the implication of consumer behaviour aspect on interview and
appraisal process.
There are numerous factors that affect the process of building perception about an
interviewee by an interviewer. The perception depends on the selection criteria of the
employers. Employers develop biasness before even initiating the interview. The interview
process Interviewers tend to form a perception through the means of experiences and
capability of handling situations (Derous & De Fruyt, 2016). The checklist or actual
requirement of organization for conducting the employment process majorly affect the base
of perception of employers (Pinto, Patanakul & Pinto, 2015). The interview criteria for a
basic employment process includes the aspects of employee qualification, organizational
compliances and pre-employment perceptions and standards.
The factors hindering the formation of accurate perception about the interviewees by
the interviewers, also influences the hiring decision in an organization. One of the first
hindrance affecting the building process of perception about interviewees is the effect of first
impression. First impressions is considered important in the gaining an idea about an

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individual’s behavioural pattern. However, the first impression should only be considered for
extracting the manner in which an individual presents herself or himself. First impressions
reflects the capability of projecting stress on maximizing positives and reducing negatives.
Superficial judgement can lead to the selection/rejection of undeserving/deserving candidate.
Another factor affecting the accurate perception for an interviewee is the
incorporation of emotional or preconceived biases. The hiring biases of the employees leads
to ineffective decisions regarding selected and/or rejected interviewees. One of the most
influential biases while constructing employee perception is confirmation bias, where the
employers stimulates a decision within few minutes of interaction. Employers tend to confirm
their hypnotised perception by arriving at an ineffective hiring decision (John & Taylor,
2016). The hypnotized judgment will also influence the questioning criteria of the
interviewers. Effective Heuristics explains the biasness of the employers while shaping a
perception about employee, taking shortcuts whole arriving at a conclusion in terms of
employee’s capabilities. Another bias affecting the formation of accurate perception about
employees as the employer only focuses on one identified positive aspect of candidate, which
ultimately shape the hiring process (Palm et al., 2015).
Another major factor that hinders the process of building accurate perception by
employers is time. Less time while interviewing and/or while taking a decision can majorly
affect the perception building criteria of the candidates. Interviewing individuals for a short
period can lead to the false perception of the interviewees as it is challenging for interviewers
for arriving at a quick decision. Moreover, deducing a hiring decision right after an interview
can also lead to the false perception about the interviewee (Hoffman, Kahn & Li, 2017).
Another factor can be, responsibility of hiring. The allotment of responsibility
involved in taking the final decision for the employment also determines the outcome of
accuracy in perceiving an interviewee. Dependency on a single individual for a hiring

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decision may lead to ineffective alignment between the actual job requirements and the
capabilities of selected candidate.
Interview structure is another factors for ineffective shaping of employee perception.
Structuring questions that is vaguely linked to the actual job profile negatively influences the
perception for interviewees.
Tendency of over-quoting can be another negative practice that leads to a false
perception about interviewee. Concentrating on the Fact-less accomplishments can also lead
to biased perception by the interviewers.
The design of the appraisal and interview process should be focussed on the effective
execution of building accurate perception regarding employee and interviewee’s behaviour.
The process of implementing effective interview and appraisal design will involve significant
guidelines and processes. One of the most significant criteria for designing effective process
includes, qualified and well-aware employees, legal compliances, workplace guidelines and
pre-employment standards (Ekwoaba, Ikeije & Ufoma, 2015). Qualified and well-aware
employees in regards with planning and executing the appraisal and employment process.
The employment manager should have management skills, leadership skills and specialist of
a specific functional unit. In alternate role of the employment manager. Human resources
manager should oversee functional and strategic aspects regarding appraisal and hiring
process. Employment specialist and recruiters should portray experience regarding
comprehensive life-cycle recruitment process, including orientation, employee retention and
training expertise (Osland, Devine & Turner, 2015). The employment managers and
recruiters should be aware of the equal employment opportunity policies and laws. Effective
recruitment and appraisal system will need proper workplace policies and guidelines in
alignment of the interview process. The recruitment process dedicated towards creating a
base for shaping an accurate perception of interviewee is assessing the background

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information of the interviewee in the association of work history, verification and background
investigation. The pre-employment standards can be used as a checklist but not for pre-
conceived notion about an interviewing. For the purpose of shaping the appraisal system in
the course of developing an accurate perception for the existing employees, the decisions
should only be shaped on the basis of performance records of the employees.
The decision of waiting for thirty minutes after interviewing the individuals can help
eliminating the effect of first impression and the preconceived judgement about the
interviewee. The application of force delay for taking a decision will allow the interviewer to
develop an accurate perception for the candidates. In case of the appraisal system, the desire
of involvement of the employees can be assessed for the purpose of shaping an accurate
perception about an existing employee. The factors that needs to be considered while
recruiting interviewee are either leadership, technical ability, cultural fit and problem solving
capabilities, rather than concentrating on the first impression and fact-less data. The schedule,
pattern and board of interviewers should be based solely on the actual requirement of
organization. Structuring questions and pattern of selected based on the requirements of the
role will clearly present the ability and expertise of the interviewees without the application
of unnecessary presumptions (Lăzăroiu, 2015). In spite of concentrating on first impressions,
interviewers should concentrate on the significant aspect of understanding the job role
capabilities of the interviewees. Treating interviewees and employees like consultants will
stimulate the mutual understanding between the employer and employee as well as between
management and employees. The employer should not focus on the accomplishments that are
not backed by facts. The system of recruitment and appraisal should include biases,
prejudices or stereotyping.
Therefore, it can be concluded that employers with preconceived notion, dependence
of first impression and unawareness regarding the actual policies and standards will stimulate
incorrect perception regarding interviewees and existing employees by the employer. The

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main requirements or initiatives for addressing the concern and generate correct perception
will be the avoidance of biasness, delegating strategic time for and after the interview for a
fair decision. Employers should either be from employer management and human resources
with complete knowledge of the organizational requirements and workplace guidelines.

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