Rethinking Interviewing and Personnel Selection [electronic resource] /
Oliveira, T.author.
 The case studies in Rethinking Interviewing and Personnel Selection find support for Herriot (1993, 2003) and Fletcher's (1997, 2003) claims that the selection interview is a social process which may gain from a degree of semi-structured interaction with candidates.
Description based upon print version of record.
Cover; Rethinking Interviewing and Personnel Selection; Contents; List of Figures; List of Tables; Preface; Acknowledgements; About the Author; Introduction; 1 What Selection Theory Claims; The normative mission; Box 1.1 Inviting inferential overload; Principles, norms and practice; Questions on bias; Survival of the fittest; Cognitive fit and candidate fit; Person-job and person-organisation fit; Social and cultural differences; Implications; 2 Who Knows for a Fact?; Understanding in context; perceptions and paradigms; Schema and socio-cognitive dynamics; Rethinking schema and scripts
Tacit knowledgeNot by focal attention; Tacit rules, implicit norms and selection; 3 Yet How Do We Know?; Competing hemispheric rationalities; Box 3.1 Left and right hemispheric thinking; Hume and after; The self and the other; Implicit learning and tacit knowledge; The cognitive continuum; Neural Darwinism; Referential rationality; The socially constructed self; 4 What's the Logic?; Conscious and unconscious logic; Grammar, symmetrisation and unconscious logic; Tacit rules and implicit norms; Norms and mental models; Iterative logic, fractals and semi-structured interviewing
Iterative method and selection sequencing5 Where's the Proof?; Predictors and proof; Cognition and prediction; Questions on verification; Grounded theory and selection; Social construction, discourse and verification; 6 Why Dismiss Intuition?; Intuition and scientific method; Recognising intuition; Intuition's setback; No time to reflect; Premise dependence; Intuition as iterative processing; Intuition and tacit knowledge; Intuition and selection decision-making; Box 6.1 Intuition, cognition and understanding; An alternative conceptual framework; 7 Interviewing and Psychological Contract
Bourdieu's habitusThe interview as a psychological contract; Perceptions and presumptions; Career anchors and plateaux; Theory and practice; 8 Tacit Knowledge and Implicit Learning; Learning from work and from life; Making sense of experience; Fractal insights; Starting from the self; Case study A - Identifying lifelong learning; Surfacing tacit knowledge and implicit learning; Findings and implications; 9 Rethinking Selection Theory; Sets-within-sets of meaning; Level, content and role fit; The interview as iteration; Dispositional and situational logics; Dichotomising interviewing methods
Integrating structured and iterative methodsGaining a balance; 10 What Managers Have in Mind; Not initially premised; The selection context; Content analysis; Case study B - Personnel selection in a public broadcasting corporation; Surfacing tacit knowledge in choice of selection criteria; Structured and semi-structured interviewing; Selectors and selection sequencing; Findings; Different rationales but consistent logic; Implicit sets of criteria; Situational and dispositional logics; Unconscious logic and procedural and distributive justice; Findings
Structured and semi-structured panel interviewing
Includes bibliographical references and index.
 The case studies in Rethinking Interviewing and Personnel Selection find support for Herriot (1993, 2003) and Fletcher's (1997, 2003) claims that the selection interview is a social process which may gain from a degree of semi-structured interaction with candidates.
Organization.
Planning.
Personnel management.
Management.
Leadership.
Success in business.
Careers.
Economics.
Management science.
Organization.
Human Resource Management.
Management.
Business Strategy/Leadership.
Careers in Business and Management.
Economics, general.