Academic journal article Contemporary Management Research

Interviewers' Characteristics and Post-Hire Attitudes and Performance

Academic journal article Contemporary Management Research

Interviewers' Characteristics and Post-Hire Attitudes and Performance

Article excerpt


Many studies have demonstrated the impact of interviewers' characteristics on applicants' reactions in terms of their impressions of the organization and their intentions to accept the job offer. However, previous research has generally neglected the effect of interviewers' characteristics on applicants after they join the firm. The present study, which involved a sample of 200 employees from different industries, showed that interviewers' characteristics significantly affect applicants' job satisfaction, motivation, and performance after they were hired in the firm. However, the results did not show support for the proposed effect of interviewers' characteristics on organizational commitment. Discussions and conclusions are presented.

Keywords: Recruitment, Applicant Reactions, Interviewer Characteristics, Post-Hire Attitudes, Recruiter


The recruitment interview continues to be the primary method by which organizations evaluate potential applicants (Posthuma et al., 2002). As a selection tool, the employment interview plays a major role in identifying productive employees and is considered of vital importance for survival today in light of increasing competition and uncertain environments (Michaels et al., 2001; Smart, 1999). It follows that the firm's interviewer who interviews the job candidates who apply to the firm is at the center of this activity. He or she has a major task to convince and attract candidates to work at the firm. The interviewing approach followed by the recruiter is considered essential in attracting employees to join the organization (Rynes et al., 1991). For example, studies have shown that the interviewer's personality significantly affects the applicants' overall perceptions of the firm and their decision to accept the job offer (Harris & Fink, 1987). The interviewers' characteristics, including manners, friendliness, and personal knowledge, have an influence on attraction and job choice intentions (Carless & Imber, 2007). For instance, research shows that interviewers demonstrating a warm and friendly personality during the interview increase applicants' motivation to pursue the job (Chapman et al., 2005). Although previous research has confirmed that the interviewer's characteristics have an effect on whether employees will join the firm (i.e., before they are hired), previous studies have neglected employee behavior and attitudes after they are hired. Therefore, research needs to investigate the effects of recruiter characteristics on post-hire attitudes and performance (e.g., Hausknecht, Day, & Thomas, 2004). In fact, what happens after they join the firm, in terms of their attitudes and behavior, is critical to the effectiveness of the organization.

The aim of this study is to examine the impact of interviewers' characteristics on (a) job satisfaction, (b) motivation, (c) commitment, and (d) performance of employees. The paper aims to increase our understanding of the relationship between the recruiter and employees' reactions after they join the firm. The paper begins with a literature review on interviewers' characteristics and applicants' reactions, followed by a review of attitudes and performance and ending with the hypotheses of this study. Next, the methods will be presented. The subsequent sections focus on the results, discussion, and implications.


Recruiter Characteristics

Recruiters can influence how job applicants perceive the firm and their intentions to join the firm. It has been argued that applicants perceive recruiters as representing the character of the entire company (Odiorne & Hann, 1961). Evidence shows that recruiters exhibiting positive characteristics, such as being warm, friendly, and helpful during the interview, can influence applicants' perceptions (Carless & Imber, 2007; Goltz & Giannantonio, 1995; Schmitt & Coyle, 1976; Turban & Dougherty, 1992). …

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