The effects of Situational Interview (SI) and Patterned Behavior Description Interview (PBDI) on applicant reactions

Using interview as one of the selection methods for recruitment, organizations not only aim to select the best candidates for the job but also want to attract them to work in their organizations. This suggests applicants‟ reactions to job interview do matter. Objective: This study sought to examine applicant reactions to different types of structured interview content by comparing between Situational Interview (SI) and Patterned Behavior Description Interview (PBDI). Method: Forty six job incumbents, as samples, were given transcripts of interview content for SI and PBDI which were counterbalanced in the order of their presentation. After completing them, the participants were asked to answer a short questionnaire on applicant reactions to the two types of structured interview content. Results: The results demonstrated a significant effect of structured interview content on applicants‟ fairness or procedural justice perception, with the mean for PBDI is significantly greater than the mean for SI. Conclusion: The findings showed that using interview transcript, job incumbents reacted more positively to PBDI than SI, which indicated that participants regarded PBDI to have a higher perceived procedural justice or perceived fairness than SI. These findings have contributed better understanding to the contradicting findings in earlier empirical researche

The effects of Situational Interview (SI) and Patterned Behavior Description Interview (PBDI) on applicant reactions

Background: Using interview as one of the selection methods for recruitment, organizations not only aim to select the best candidates for the job but also want to attract them to work in their organizations. This suggests applicants‟ reactions to job interview do matter. Objective: This study sought to examine applicant reactions to different types of structured interview content by comparing between Situational Interview (SI) and Patterned Behavior Description Interview (PBDI). Method: Fortysix job incumbents, as samples, were given transcripts of interview content for SI and PBDI which were counterbalanced in the order of their presentation. After completing them, the participants were asked to answer a short questionnaire on applicant reactions to the two types of structured interview content. Results: The results demonstrated a significant effect of structured interview content on applicants‟ fairness or procedural justice perception, with the mean for PBDI is significantly greater than the mean for SI. Conclusion: The findings showed that using interview transcript, job incumbents reacted more positively to PBDI than SI, which indicated that participants regarded PBDI to have a higher perceived procedural justice or perceived fairness than SI. These findings have contributed better understanding to the contradicting findings in earlier empirical researches

Improving engineering performance through leadership, CE and teamwork in a Malaysian semiconductor firm

The rapid change in technology among organizations motivates the need for researchers and practitioners to form new practices by understanding, re-examining and integrating the key determinants of obsolete practices. In the same way, this study aims to compositely examine the role of leadership, concurrent engineering (CE) and teamwork in a Malaysian semiconductor manufacturing firm. A total of 226 survey responses were collected back from the 2100 surveys distributed and analysed using correlation and multiple linear regression analyses. The results showed that the relationship between leadership-CE-teamwork and engineering performance was stronger than that of the other individually-tested relationships. Though best practices in leadership are important for achieving a team’s goal, a more flexible and cooperative leadership may be formed with the integration of CE, teamwork and leadership. Top management should consider exploring more opportunities in all these components for improved engineering performance and synergy among engineering teams. Tactical strategies based on various leadership styles, team member competencies and CE approaches should also be formulated to strengthen the flexibility of current leadership styles. The results can be potentially used as general guidelines for the engineering management practice and research in engineering firms