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Why do situational interviews predict performance? Is it saying how you would behave or knowing how you should behave?


Oostrom, Janneke K; Melchers, Klaus G; Ingold, Pia V; Kleinmann, Martin (2016). Why do situational interviews predict performance? Is it saying how you would behave or knowing how you should behave? Journal of Business and Psychology, 31(2):279-291.

Abstract

Purpose: The present study examined two theoretical explanations for why situational interviews predict work-related performance, namely (a) that they are measures of interviewees’ behavioral intentions or (b) that they are measures of interviewees’ ability to correctly decipher situational demands.
Design/Methodology/Approach: We tested these explanations with 101 students, who participated in a 2-day selection simulation.
Findings: In line with the first explanation, there was considerable similarity between what participants said they would do and their actual behavior in corresponding work-related situations. However, the underlying postulated mechanism was not supported by the data. In line with the second explanation, participants’ ability to correctly decipher situational demands was related to performance in both the interview and work-related situations. Furthermore, the relationship between the interview and performance in the work-related situations was partially explained by this ability to decipher situational demands.
Implications: Assessing interviewees’ ability to identify criteria might be of additional value for making selection decisions, particularly for jobs where it is essential to assess situational demands.
Originality/Value: The present study made an effort to open the ‘black box’ of situational interview validity by examining two explanations for their validity. The results provided only moderate support for the first explanation. However, the second explanation was fully supported by these results.

Abstract

Purpose: The present study examined two theoretical explanations for why situational interviews predict work-related performance, namely (a) that they are measures of interviewees’ behavioral intentions or (b) that they are measures of interviewees’ ability to correctly decipher situational demands.
Design/Methodology/Approach: We tested these explanations with 101 students, who participated in a 2-day selection simulation.
Findings: In line with the first explanation, there was considerable similarity between what participants said they would do and their actual behavior in corresponding work-related situations. However, the underlying postulated mechanism was not supported by the data. In line with the second explanation, participants’ ability to correctly decipher situational demands was related to performance in both the interview and work-related situations. Furthermore, the relationship between the interview and performance in the work-related situations was partially explained by this ability to decipher situational demands.
Implications: Assessing interviewees’ ability to identify criteria might be of additional value for making selection decisions, particularly for jobs where it is essential to assess situational demands.
Originality/Value: The present study made an effort to open the ‘black box’ of situational interview validity by examining two explanations for their validity. The results provided only moderate support for the first explanation. However, the second explanation was fully supported by these results.

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Additional indexing

Item Type:Journal Article, refereed, original work
Communities & Collections:06 Faculty of Arts > Institute of Psychology
Dewey Decimal Classification:150 Psychology
Uncontrolled Keywords:Applied Psychology, General Business, Management and Accounting, Business and International Management, General Psychology
Language:English
Date:2016
Deposited On:15 Dec 2015 11:14
Last Modified:18 Aug 2018 23:53
Publisher:Springer
ISSN:0889-3268
OA Status:Closed
Publisher DOI:https://doi.org/10.1007/s10869-015-9410-0

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