This paper is an analysis of the interview questions and practices of seven middle school principals from a large suburban city in southeastern Virginia. Data were collected from actual audio taped teacher interviews conducted by the principals and from a postteacher interview questionnaire sent via E-mail from the researcher to each principal. This qualitative research was undertaken to serve as a benchmark for present practices used in the city and to determine if training in personnel selection is necessary for principals. Data collected were analyzed using descriptive statistics devised by the researcher and her dissertation committee members. Frequencies were used to present quantitative data. While all interview questions were labeled according to both content and category, the mean for interrater reliability was computed for category only and was found to be 0.94 overall, which was deemed acceptable by the researcher. Major study findings indicated that principals do use some components of a structured interview but lack the training to fully utilize this as a selection method. Most principals indicated that they had never received any formal training on conducting either a structured or unstructured interview. Demographic characteristics (i.e., experience as principal, age, race, and gender) showed no differences in types of questions asked or practices used. Interview questions were coded and grouped according to the following six categories: factual knowledge, cognitive ability, role play, problem-solving, synthesis, and professional opinion. Of the 844 questions asked by all principals, 365 (43%) were coded as factual knowledge and almost none required role play or synthesis. There was great variation in the time spent in each interview, ranging from 8 to 40 minutes. Analysis did not show significant differences in the questions asked of those hired compared to those not hired. Results of this study suggest that the school system needs to provide training to principals and evaluate their skills on an on-going basis to be sure that the best employees are being selected by principals. / Ed. D.

Conducting proper and thorough investigations is one of the most important and most difficult responsibilities for today's health care manager in terms of avoiding or successfully defending lawsuits. This article provides guidance for managers on how to use proper interview and investigative techniques while avoiding a violation of employees' rights to privacy. Suggestions are provided on how to protect confidential information obtained by the investigation. Interview questions that may be asked during the investigation are provided. By asking appropriate questions and documenting all aspects of the investigative process, employers can provide useful information to their legal counsel and be on the winning side if the situation results in litigation.

Indiana University-Purdue University Indianapolis (IUPUI) / Although interviews are a widely used and popular selection technique, when they lack clear structure and a predetermined set of questions, bias can permeate the interview selection process. In particular, illegal interview questions (i.e., questions that cannot legally be asked, such as marital status or children) may be particularly threatening for female applicants. Justice and social identity theory were used to explain the applicant reactions to illegal interview questions in this study. Participants were randomly assigned to one of four hypothetical interview conditions – a control of four low face-valid interview questions, four non-gender relevant illegal interview questions, or four gender-relevant illegal interview questions. There was a significant gender by condition interaction on all outcome measures. Illegal interview questions had a significant negative effect on women’s organizational reactions (job pursuit intentions, organizational attractiveness, belonging, trust & comfort) but not on men’s organizational reactions. In contrast both women and men had significantly lower procedural justice perceptions of the gender-relevant illegal interview condition compared to the two other conditions. However, women perceived the illegal interview questions (both the gender relevant and gender non-relevant questions) as lower in face validity (i.e., were less relevant to the job), whereas men perceived all the interview questions as equally face-valid. Thus, although men believed the illegal interview questions were low in procedural justice and unfair, men still perceived these questions as valid and job-relevant. Overall, an indirect effect of procedural justice perceptions on organizational reactions was significant for both men and women, indicating that lower procedural justice did have a significant negative effect on applicants’ organizational reactions. Taken together, the following study demonstrates that illegal interview questions (both those related to gender and unrelated to gender) act as a social identity threat for women and harm women’s attraction to the organization, whereas men are primarily unaffected by these illegal interview questions in their reactions.