Follow the Yellow Brick Road: the Path to the Understanding Interview Constructs

Topic: Interviewing, Selection, Human Resources
Publication: International Journal of Selection and Assessment (March, 2011)
Article: An Empirical Review of the Employment Interview Construct Literature
Author: Allen I. Huffcutt
Reviewed by: Jade L. Peters

It can be very easy to assume a structured interview is the best technique when interviewing. It can be easier to forget about what important constructs feed into an interview that makes the interviewers’ ratings change. Much of the Employment Interview literature only focuses on a narrow selection of important constructs. While this article addresses these critical constructs, it reviews and quantifies past literature to strongly support the ideas that both (a) important constructs are being ignored and (b) the structured interview is not error proof.

Like many reviews, a theoretical model was developed to solidify the already scattered literature of the construct related variance. Constructs refer to what is being measured, in this case during an interview. Essentially, the constructs being assessed can create a bias and effect the interviewers’ rating scores, which can accurate measurement of the construct. Job-Related Interview Content, Interviewee Performance, and Personal/Demographic Characteristics are three posits of the implied model that contribute to important constructs in employment interview ratings and represent a gap in the research that struggles to be filled. The structured interview in itself still deserves a fair amount of research, as do any construct used widely in practice.

Though the review was extensive and addressed knowledge summarized many times before, employment interview literature is still up and coming and deserves continued assessment with more critical constructs in mind.

Huffcutt, A.I. (2011). An empirical review of the employment interview construct literature. International Journal of Selection and Assessment, 19(1), 62-81.

human resource management,organizational industrial psychology, organizational management