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A brief history of the selection interview: may the next 100 years be more fruitful

A brief history of the selection interview: may the next 100 years be more fruitful Over the past 100 years, the interview has received much attention. It is generally agreed that the interview is modest in terms of reliability or validity. In spite of this, it will continue to be used as a selection tool. Research has shown that structured interviews are more reliable than unstructured interviews. It has also been suggested that group interviews and extensive interviewer training modestly improve interview validity. Little theoretical development has occurred since these ideas were presented in the 1940s. At the risk of denigrating research contributions on the interview process, the past 20 years of interview research have lacked substantial theoretical contributions and the creativity necessary to make the interview perform the function it is designed to perform – identify the best person for the job. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Management History (Archive) Emerald Publishing

A brief history of the selection interview: may the next 100 years be more fruitful

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Publisher
Emerald Publishing
Copyright
Copyright © 2000 MCB UP Ltd. All rights reserved.
ISSN
1355-252X
DOI
10.1108/EUM0000000005329
Publisher site
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Abstract

Over the past 100 years, the interview has received much attention. It is generally agreed that the interview is modest in terms of reliability or validity. In spite of this, it will continue to be used as a selection tool. Research has shown that structured interviews are more reliable than unstructured interviews. It has also been suggested that group interviews and extensive interviewer training modestly improve interview validity. Little theoretical development has occurred since these ideas were presented in the 1940s. At the risk of denigrating research contributions on the interview process, the past 20 years of interview research have lacked substantial theoretical contributions and the creativity necessary to make the interview perform the function it is designed to perform – identify the best person for the job.

Journal

Journal of Management History (Archive) – Emerald Publishing

Published: May 1, 2000

Keywords: Interviewing; Analysts; Theory; Human resource development

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