529REAL REFERENCE A Study Tool
Define the nature of interviews:
c An interview is a transaction between two parties
that is deliberate and purposeful (p. 500).
c Interviews are planned, goal-driven, structured, dyadic
(involving two parties), and transactional (p. 500).Outline the different types of interviews:
c The information-gathering interview serves to
transfer knowledge from one party to the other
(p. 501). Service-oriented interviews provide
advice or support after getting necessary information
(p. 502). Media interviews question and analyze
people, politics, media, and events (p. 502).
c In a persuasive interview, questions are designed to
change the interviewee’s behavior or opinions (p. 502).
A problem-solving interview deals with problems,
tensions, or conflicts (pp. 502–503). Motivational
interviews are persuasive by eliciting change collab-
oratively through goal-oriented questions designed to
strengthen personal motivation (p. 503).
c Performance appraisals allow you to review your
accomplishments and plan your goals (p. 503).
c In exit interviews, employers seek to identify
organizational problems that might affect employee
retention (pp. 503–504).
c In a selection interview, the primary goal is to
fill a position in an organization (p. 504). Selection
interviews designed to gain employment are job
interviews (p. 504).
Describe the three parts of an interview: opening,
questions, and conclusion:
c An interview should open with the topic and length
(the task), something about the interviewer and
how the information will be used (the relationship),
and who will benefit (the motivation) (p. 504).
c Questions and answers accomplish the goals of the
interview (pp. 505–506).
c An open question gives the interviewee freedom
to respond in his or her own words (p. 506).
c Closed questions limit answers to specific
choices; bipolar questions can be answered with
only “yes” or “no” (p. 506).
c Primary questions introduce new topics;
secondary questions seek clarification (p. 506).
c Directed questions, leading questions, or
loaded questions may subtly or even blatantlyinfluence the answer, whereas neutral questions
do not hint at a preferred answer (pp. 508–509).
c There are three main structures for ordering interview
questions: the funnel sequence, inverted funnel
sequence, or tunnel sequence, (pp. 509–510).
c Interviewers use verbal and nonverbal strategies to
conclude and summarize the interview (pp. 510–512).Devise an interview strategy from the interviewer’s
point of view:
c Consider potential barriers that might be disruptive
(pp. 511–512).
c Find ways to put the interviewee at ease (p. 512).
c Make sure the questions are ethical and appropriate
(p. 512).
c Remember to listen well and take notes (p. 512).
Prepare for the role of interviewee:
c Have a clear idea of what you want to achieve in
the interview (p. 512).
c Don’t arrive tired or hungry. Dress appropriately,
and bring any documents you may need (p. 513).
c Listen and respond effectively (p. 513).
c Share with the interviewer the responsibility of adapt-
ing to the situation and the person, being particularly
sensitive to cultural differences (pp. 513–514).Secure job interviews and manage them with
confidence:
c Locate jobs through networking connections, place-
ment centers, and job-specific sites (pp. 515–516).
c Networking involves meeting new people through
people you already know (p. 515).
c Write an effective résumé and cover letter
(pp. 518–520).
c Remember that rejection is not uncommon (p. 520).
c Impression management involves both verbal and
nonverbal behaviors (p. 522).
c Come prepared to answer standard questions about
your abilities, desire, personality, character, and
health (p. 523).
c Answer difficult questions honestly but be brief;
decline to answer or defuse questions that are
unethical (p. 524).
c Ask thoughtful questions about the position and
the organization (pp. 524, 526).
c Follow up with a note of thanks (p. 526).Now that you have finished reading this Appendix, you can✁
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