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Mana ger ial behav iour and pract ices
may rise to the region of .44. Structuredinterviewsproducehigher validity coefficientsthan the unstructuredones (Cooper & Robertson,1995; Harris, in the selec1989;Smith & Robertson,1989). Thereis a generalconsensus tion literature that the interview is a poor selection method, particularly when it is unstructuredand conductedby one interviewer,as opposedto a panel. Its popularity, apartfrom it being economical,may be attributed to the fact that, besidesselection,it fulfils other functionstoo (Arvey & Campion, 1982;Clark, 1993;Cooper& Robertson,1995; Smith & Robertson,
198e). Recruitment is another important managerialpractice closely linked with selection. Furthermore,recruitmentcontainsa substantialpublic relations element,wherebyimpressionscreatedduring recruitmentcan extendbeyond the immediateapplicantto others,as well as beyondjob choice to consumption (Schuler,Farr & Smith, 1993). Researchconductedin different European countriesrevealedthat the most popular recruitmentmethodsused by the majority of organisationsare: advertisementsin the press,employment offices, campus recruitment, future vacancy files, and personal contacts (Bruchon-Schweitzer & Ferrieux,1991;Altink, Roe & Greuter 1991; Bartram,Lindley,Marshal& Foster1995). The purpose of our study was to examine the selection and recruitment methods used in Greece,as well as the managerialperceptionsabout the effectivenessof different methods. It should be noted that the overwhelmalmost all are familying majority of Greek enterprisesare small businesses; ownership and manbetween separation owned and -run there is often no agement. Thus, it is apparentthat thesecharacteristicsaffect their general function. Any attemptsto interject modern managementtechniques into Greek enterprisesencounterobstinateresistanceprimarily on the part of the (Georgas,1993). older generationof managers/owners
Method QuEsnoNNRrnE The researchers,taking under considerationthe Greek reality in business, decidednot to use an alreadyestablishedand complex questionnairesuch as the one used by Robertsonand Makin (1936) or Shackletonand Newell (1991), but to developa new one simplerto use and closer to the Greek culture and language.Furthermore,sincethe targetpopulationwould not be only Human ResourcesManagers,but also employeesin other managerial positions,who in one way or anotherwere involved in selectionprocedures
82
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eql go yed e olur senbru lureueSrreql -ueru pue dr -,(lruregere1 -uleqale^o aql lnoqP su luaulrnJcoJ -reg i1661r slc€luoc Isu lueufolduo,r fq pesnspo -oJna lueJoJ -drunsuoco1 puo,{eqpueg suorlsJeJcrlq qtt.vr pe1ut1,( 'uosileqou ? -ue3 ry,(eru ol pelnqrJus0 u o1 pesoddo ,{pelncrped, -celosoql u s , 'srrr?H :s661 ,{tgpr1u,r raqEl
pua8ouo1,t1
Manage rial behav iour and prac tice s
to slze
Size of company
Frequency
Small (up to 50 employees) Medium (5 l- I 50 employees) Large (more than 150 employees)
Percent
40.0 22.5 37.5
JZ
l8 30
Results SELECTION-RECRUITMENT METHODS The first finding concerned the use and the perceived degree of effectiveness of various selection methods. The results are presented in Table 2. Table2. Ft
ss ofselection methods SELECTIONMETHOD
Frequency of use Never Alwayst
Personal recommendations
5 9 .0 4 l .0
Curriculum Vitae JJ.I
66.3
lnterview
13.I 86.9
Psychological Examinations tests
8l .9 18.I
81.? 18.3
Perceived iveness2
4 .3 5 4.14 4.72 Note: 'Entriesarewithincolumnp....ntu 2Entries aremeanscoresof a l (lowjto l0 (high) scate,il+,2sa14r.62,p<0.001
The data in Table 2 suggestthe widespreaduse of ,,subjective,,selection methods as part of the selection procedure such as interviews (,,always', used by 86.9% of the respondents),and curriculum vitae (66.3%oof the respondents),as well as personal recommendations(41% of the respondents). This is opposedto more "objective" methodssuch as psychological testing (18.1%) and examinations(1s3%\ Furthermore.the two most popular selectionmethods,the interview and the curriculum vitae. are also consideredto be the most effective. Another issue is the use of recruitment methods, or the most common ways used by a firm to communicate a vacancy, The results are presented in : Table3.
84
Table3.Fre Recruitmen
Newspapea Friendsouts Intemaladve LiaisonwithI Consulting ap Futurevacan -N ote: 'Entr 'L*g. 1-
" Larg
As expect tisement"I firm", i.e.p suchas "C organisati favourites by utilising lar method
THE USEOF
As it wasn selectionm prediction tt iourandpel
Table4. Appli inten
Diagnosisof ap Personality Motivationatw Knowledgeand Development Co-operative Fit with organi -Note: 'Entrie always 'Meansr
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The confidenceof the respondentsin the use of the interview as a selection method, and consequentlyin their own ability as interviewers to predict these aspectsof the applicants' behaviour,is obvious from the results presentedin Table 4. It is also clear that certain applicantcharacteristicslike personality,knowledgeand skills and organisationalfit are perceivedto be more successfullyassessed than othersthroughthe interview. The final set of questionsreferred: (a) to the actual characteristicsof the applicant that are usually assessedduring the interview; and (b) to those characteristicsthat are perceivedto be necessarilyassessedin an interview session. The respondentswere presentedin each casewith a list of characteristics. Each characteristic was rated on a l0-point scale where 1="definitely no" and lO="definitely yes" for the first set of characteristics and "not necessary"I "very necessary"respectively,for the secondset. The results(means)are presentedin Table 5: Table 5. Applicants' characteristics which are usually assessedor should necessarily be assessedduring an interttiew
Applicant's characteristics Appearance Speechcommunication Co-operativeness Motivation at work Knowledge and skills Developmentalpotential Personality Fits with climate
which are usually assessedl
7.13 7.96 7.97 8.31 8.45 7.02 8.36 7.92 Note: 'OveralleffectF(7,567):10.85, p<0.001 'OveralleffectF(7,760):8.15, p<0.001
which should necessarily be assessed2
7.42 8.27 8.29 8.38 8.32 7.43 8.55 8.l 8
The perceptionsof the managersin our sampleregardingapplicants' qualities that are usually assessedduring an interview differ significantly. It appearsthat they considermotivation,knowledgeand skills, and personality to be more often assessed during an interview than otherjob-relatedaspects. Theseviews are unanimousacrossmanageriallevels,with the exceptionof "speech communication"which is viewed by junior managersto be more frequently assessed, than by senior managers(F(2,83):3.9, p< 0.05). This might imply a changein emphasisof the interview acrossmanageriallevels. The same pattern appears with regard to what they consider that should necessarilybe assessedin an interview: personality,motivation, skills etc. 86
are someo with the pt however,a what shou
A stepwis characteri influencett ent variabl tors entere mentalpot resultsare perceivede effective as organisati
Table 6. Reg
Predictorsin tl
K""-l.dg. Fit with organ
Note: R.Sq. **+n< Y-
The main f selectionan methods,lik tions aremc more valid finding is c and with an the table). I in Germany France,whi employedir sametende
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Table 7. Selection methods across selecled European countrtes
Interviews
CVs
References Tests: Personal Personality Contacts -Cognitive
that are "chem
Country: UK Robertson & Makin,1986 Bevan& Fryatt,1988 Abrahamsen, 1990
81.4 95.5 100
Bruchon& Ferrieux, 199| Shackleton & Newell,1994
91.6
67.3 77.1
99 94.3
88.6
I 1.3
6t-63 7.5-17 .0
33-57 59.7
91-97 83.3
33-66 75.8
2.0-7.0 1.6
94
57-64
65-70
24-66
85.4 86.9
46-69 66.3
56.3 41
12.5 l 8.l
4.0-5.2 5.5-8.7 5.8-9.6
France
Germany Schuler et al.,1991 Shackleton & Newell,1994 Netherlands Altink et al.,l99l Greece
Eleftheriou, l997 Presentstudy: Note: Cell entriesare percentages
concentrating on the interview, we found that its perceived effectiveness related mainly to the assessment of knowledgeand skills and of organisational fit. Theseresultsare in someway in accordancewith speculationsin the f iteratureconcerningits popularity. Arvey & campion (1982) discussing the popularity of the selectioninterview, againstall the evidenceabout its low validity, suggestthat apartfrom it being more economicaland giving an illusion of validity, the interview might indeedbe valid acrossdifferent aspectsthat cannot be assessedin other traditional ways (e.g. sociability, speech,motivation). Furthermore,the interview works well in other aspects, e.g. convincingthe candidate. clark (1993) attributesthe wide use of the interview as a selection method to the fact that through it, acceptabilify rather than suitability is assessedonce a first screeninghas more or less establishedthe existenceof a fair degreeof suitability. our data seem to support such speculations:assessingthe candidates'fit with the organisational climate appearsto play an important role in the perceptionsof our sample of managersconcerningthe effectivenessof the interview. The Greek private sector,as has alreadybeen indicated,consistsmainly of small businessesand even among the larger ones quite a few are still owner- or family-run. This might explainto a certainextentthis insistenceon methods
88
Abraham curren ageme on Nor Altink, S Nether Arvey, R recentr Bartram, of you cholog Bevan,S Institut UK wit Bruchon Europe Clark,T. countn 49. Cook.M. Cooper,I don:Ro Eleftheri M.Scdi GeorgasJ Europe Harris,M. and sug Robertson critique Schuler,H German Schuler,H Individut Associa Shackleto and Fren Shackleto parison( Smith,M. ( Reviewo Smith,M., Wiley.
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