Technology and Discourse: A Comparison of Face-to-face and Telephone Employment Interviews

Very little research has investigated the comparability of telephone and face-to-face employment interviews. This exploratory study investigated interviewers' questioning strategies and applicants' causal attributions produced during semi structured telephone and face-to-face graduate recruitment interviews (N=62). A total of 2044 causal attributions were extracted from verbatim transcripts of these 62 interviews. It was predicted that an absence of visual cues would lead applicants to produce, and interviewers to focus on, information that might reduce the comparative anonymity of telephone interviews. Results indicate that applicants produce more personal causal attributions in telephone interviews. Personal attributions are also associated with higher ratings in telephone, but not face-to-face interviews. In face-to-face interviews, applicants who attributed outcomes to more global causes received lower ratings. There was also a non-significant tendency for interviewers to ask more closed questions in telephone interviews. The implications of these findings for research and practice are discussed

Epstein-Barr virus: clinical and epidemiological revisits and genetic basis of oncogenesis

Epstein-Barr virus (EBV) is classified as a member in the order herpesvirales, family herpesviridae, subfamily gammaherpesvirinae and the genus lymphocytovirus. The virus is an exclusively human pathogen and thus also termed as human herpesvirus 4 (HHV4). It was the first oncogenic virus recognized and has been incriminated in the causation of tumors of both lymphatic and epithelial nature. It was reported in some previous studies that 95% of the population worldwide are serologically positive to the virus. Clinically, EBV primary infection is almost silent, persisting as a life-long asymptomatic latent infection in B cells although it may be responsible for a transient clinical syndrome called infectious mononucleosis. Following reactivation of the virus from latency due to immunocompromised status, EBV was found to be associated with several tumors. EBV linked to oncogenesis as detected in lymphoid tumors such as Burkitt's lymphoma (BL), Hodgkin's disease (HD), post-transplant lymphoproliferative disorders (PTLD) and T-cell lymphomas (e.g. Peripheral T-cell lymphomas; PTCL and Anaplastic large cell lymphomas; ALCL). It is also linked to epithelial tumors such as nasopharyngeal carcinoma (NPC), gastric carcinomas and oral hairy leukoplakia (OHL). In vitro, EBV many studies have demonstrated its ability to transform B cells into lymphoblastoid cell lines (LCLs). Despite these malignancies showing different clinical and epidemiological patterns when studied, genetic studies have suggested that these EBV- associated transformations were characterized generally by low level of virus gene expression with only the latent virus proteins (LVPs) upregulated in both tumors and LCLs. In this review, we summarize some clinical and epidemiological features of EBV- associated tumors. We also discuss how EBV latent genes may lead to oncogenesis in the different clinical malignancie

Ratings of test fairness by human resource professionals

10.1111/j.1468-2389.2007.00380.xInternational Journal of Selection and Assessment152185-19

Employee workplace effectiveness : implications for performance management practices and research

This article discusses the implications for senior managers and human resource management (HRM) specialists of operating a performance management system that takes into account employee workplace effectiveness. Performance management systems need to be compatible with, and complemented by, other HRM systems. If sub-par employee performance is diagnosed to reflect shortcomings of organizational culture, this is a call to top management to indicate, through acts of leadership, their commitment to building a culture that expects and values citizenship, emotional labor and intelligence, and ethics. At the level of organization, collective capabilities, such as gaining the trust of customers, or arriving at tailored solutions through cross-functional collaboration, may reflect core competencies that draw upon the non-task performance domains to provide sustained competitive advantage. A major contemporary challenge for strategic HRM is to realize the full gamut of capabilities and core competencies of organizations and their members. It is suggested that in order to achieve this, employee performance management systems should not focus narrowly on task performance, should emphasize employee development rather than control, and should consider judgments from all sides about employees\u27 actual and potential contributions in the supporting performance domains of citizenship, emotions, and ethics