Normal view MARC view ISBD view

Rethinking Interviewing and Personnel Selection.

By: Oliveira, Teresa Carla.
Material type: TextTextSeries: eBooks on Demand.Publisher: Basingstoke : Palgrave Macmillan, 2015Description: 1 online resource (211 p.).ISBN: 9781137497352.Subject(s): Employee selection | Employment interviewingGenre/Form: Electronic books.Additional physical formats: Print version:: Rethinking Interviewing and Personnel SelectionDDC classification: 658.3/1124 LOC classification: HF5549.5.S38 O45 2015Online resources: Click here to view this ebook.
Contents:
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
Summary: The case studies in <EM>Rethinking Interviewing and Personnel Selection</EM> 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.
Tags from this library: No tags from this library for this title. Log in to add tags.
Item type Current location Call number URL Status Date due Barcode
Electronic Book UT Tyler Online
Online
HF5549.5.S38 O45 2015 (Browse shelf) http://uttyler.eblib.com/patron/FullRecord.aspx?p=2006606 Available EBL2006606

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

The case studies in <EM>Rethinking Interviewing and Personnel Selection</EM> 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.

Author notes provided by Syndetics

<p>Teresa Carla Oliveira is director of the Coimbra Centre for Innovative Management and a member of the Centre for Health Studies and Research in the Faculty of Economics of the University of Coimbra where she teaches and directs programmes in organisational psychology and management. After qualifying for university in science she took her undergraduate degree in psychology and a master's in educational psychology at Coimbra, before gaining a doctorate in organisational psychology at the University of London. She has researched in the areas of leadership, human resource management, psychological contract and performance management. She currently is addressing such issues in research on the scope and limits of government reforms of health services and of the judiciary, as well as in management of small and medium enterprise.</p>

There are no comments for this item.

Log in to your account to post a comment.