This case mainly centers on the question “what is your greatest weakness?” The table on 7-2 present varying responses that the recruiter can have. A halo effect is where there is an overall impression of the candidate and it influences other ratings about the interviewee. An example is when a person meets all the qualifications on paper but their interviewing skills may need a lot of work. The recruiter may be willing to overlook or not judge as harshly because on paper they have everything they want in an employee (Holbrook, 1983). This can also tie into leniency which is when a personal characteristic causes a person to rate much more positively. In example, if the person went to the same university as the recruiter they may feel a bond with the individual. This would lead them to mark the person higher than others just because they do not want to say anything negative about another alumni.
Recency effects is when the recent information impacts a decision. This can be a misstep when answering any question and giving the recruiter a strong sense of doubt. That doubt will carry over to their final decision and negatively impact the whole interview process. The bad will essentially override any good despite the effort put into the situation. Contrast effects will always play a part during any interview process. There is competition for every job and the interviewers are trying to find the best person for a job. If a person is honest and says that their weakness is doing routine work and another person says they have no weaknesses you are left with the idea that one is honest and the other is presenting false information (Krietner & Kinicki, 2013).
In this case the recruiters’ perceptions are based on the person not ad...
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...s I wanted more responsibilities and work rather than needing to be micromanaged. On the downside a recruiter could take view this negatively. If they are looking for people to do one job and only one job I may not be the best hire. They could think that I would think any position is temporary because I am always looking toward the next thing. It would be a valid concern but I would hope that my work history and general attitude would help ease any concerns.
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What captures the attention of people when they view an advertisement, commercial or poster? Is it the colors, a captivating phrase or the people pictured? While these are some of the elements often employed in advertising, we can look deeper and analyze the types of appeals that are utilized to draw attention to certain advertisements. The persuasive methods used can be classified into three modes. These modes are pathos, logos, and ethos. Pathos makes an appeal to emotions, logos appeals to logic or reason and ethos makes an appeal of character or credibility. Each appeal can give support to the message that is being promoted.
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There is a reason why people are always happy in the world of commercials. By associating positive feelings with the product, the a...
“Leaders have always been generalists. Tomorrow’s leaders will, very likely, have begun life as specialists, but to mature as leaders they must sooner or later climb out of the trenches of specialization and rise above the boundaries that separate the various segments of society.” (Gardner, 1990, pg. 159).
Last year Marianne delegated on-site campus interviews to three department managers to be recruiters preparing them only with a briefing to keep their questions specific to qualifications for the job. The three managers conducted 64 interviews over one week at four different college campuses and most failed to file interview reports in a timely manner. This year Marianne recognized that last year’s schedule was perhaps too rigorous for only three managers so this year she has instead selected twelve managers to be recruiters on just one college campus each. Marianne’s poorly managed campus recruiting program, has led her to seek the advice of professional HR colleagues to improve her efforts during this year’s campus recruiting program.
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According to the attribution theory, interviewees’ failure as a result of controllable events (such as effort) is viewed negatively by interviewers, while failure from uncontrollable events (such as ability) stimulates an understanding reaction by interviewers (Cariess & Waterworth, 2011). As “attributions about the cause of applicant failure can be clearly linked to hiring recommendations,” according to Cariess & Waterworth (2011, pg. 236), interviewees’ reason for their failure (effort or ability) largely impacts interviewers’ behaviour in a job selection process. Interviewers recommend interviewees with high effort-high ability first, followed by low effort-high ability, then high effort-low ability, and finally low effort-low ability (Cariess & Waterworth, 2011).
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However, Fielder's theory provides useful implications for understanding the complex leadership process. First, Fielder's theory demonstrates that it is unrealistic for an organization to require a leader to be effective in every situation. Fielder argues that leaders should be placed in situations which match their style in order to optimize success. He proposed that organizations “build an organizational environment in which the leader can perform well” (Koontz, 2009). Fielder stressed that placing leaders in “mismatched” situations places a tremendous amount of pressure on a leaders which ultimately results in decreased organizational performance (Northouse, 2013). Second, Fielder's theory provides useful information to organization to help them in determining which leaders are better suited for certain situations. Using the Fielder's theory information, an organization can determine the likelihood of success before placing a leader in an a certain
Matthew R. Fairholm states, “Our leadership perspective defines what we mean when we say "leadership" and shapes how we view successful leadership in ourselves and others.” (Pg. )Therefore, change and modifications of desired behaviors must first stem from leadership, in order to achieve success. Follett does consider the challenges for “old-fashioned employers,” they have a difficult time transitioning and comprehending that training and employee is much different from providing orders. Therefore, these types of employers express their frustration with employees who are unable to complete tasks, when in actuality the employee is at a disadvantaged as they are not trained and new habits were not created and reinforced. Follett affirms that lack of training, is a deficiency in education. Therefore, it is crucial for leaders and employers to develop and plan ahead for modeled behaviors to gain the desired responses. Follett asserts psychology has a significant involvement because depending on the delivery of the order and how it is elicited can be the control of how responses are given