Researching about the main errors that can undermine an interviews usefulness at jabil vietnam

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RESEARCHING ABOUT THE MAIN ERRORS THAT CAN UNDERMINE AN INTERVIEW’S

USEFULNESS AT JABIL VIETNAM

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The main errors that can undermine an interview’s usefulness at Jabil Vietnam

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Advisor’s assessment

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TABLE OF CONTENTS

EXECUTIVE SUMMARY .cccccscccsssssecsecesenecessenscsseesssssssnseesseeeassassenseseseassensessenenereetaeseny CHAPTER ONE - INNTRODUCTIƠN . - S2 5 St H212 1.1 Company Introduction — Jabil Vietnam chinh re 1.2 Background na ố IS) 1 9 5a 1.4 Research Aims and Obj€CfiV€S SnSàS HH 1m1 kerke 1.5 The scope of the research + 2+2 9317 1211x111 tre CHAPTER TWO — LITERATURE REVITENW Ha“ tr henưeg

2.1 The concept ofinterview: basic types OŸ Inf€TVICWS «in

2.2 The main errors that undermine an interviews usefulness -

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Candidate-order (contrast) error and PreSSUFE tO IVE ccccecsereescseerererennenenseeees

Non-verbal behavior and impression MANAGEMEHL sccccccerserccrcnserecsssenecseteesteseneoes

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Iniervievwer Đb€ÏlAVÏOF à á «th nhưng 0141111 80111 kh tk HH LH - oi na ae 2.4 Research Hypotheses cành HH0 811.1111011 1m CHAPTER THREE ~ RESEARCH METHODOLOGYY -+:+i+rreerree 3.1 Research philosophy and paradigm - - chen tre 3.2 Research design - s2 té H1 HH0 tt 0 ren hiệp

3.3 Quantitative research co ke HH ngàn nh th Hư rh

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CHAPTER FOUR - RESEARCH FTINDINGS ào Hee 28

4.1 General information — demographic - cs cành 9191.101, 28 4.2 FirstimDT€SSIONS - Là ng 1101111111 c1 re rrerrkrie 29

4.3 Not clarifying what the job reQUIr©S 5 Ăn set rsrree 30

4.4 — Candidate-order (contrasf) error and pressure to hire . s<xseereers 31 4.5 Nonverbal behavior and impression managemenIf - 5s xssernrserere 32 4.6 _ Effectofpersonal characteristics: attractiveness, gender, race - 33 TY Nano on 34

CHAPTER FIVE - DISCUSSION OF FINDINGS ceeHheererrie 36

5.1 Key finding l - First impr€sSIOH -.- son 11neeereke 36 5.2 Key finding 2 - Not clarifying what the Job requir€S - - sec 38 5.3 Key finding 3 - Candidate-order (contrast) error and pressure to hire 40 5.4 Key finding 4 - Nonverbal behavior and impression management 41 5.5 Key finding 5 - Effect of personal characteristics: attractiveness, gender, race 44 5.6 Key finding 6 - Interviewer behaVIOH cc sen HH tre 45

CHAPTER SIX - CONCLUSION AND RECOMMENDATION 47

6.1 Conclusion seetsehhenhHhhrrtHHHdrrrrrrrierrrere 47 6.2 Recommnendation 5 5à S2 SE *nt tê 1411431271171 1 1111 11101 6 0061 re 48

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EXECUTIVE SUMMARY

From past decade the business organizations are more concentrating on the human

capital because they are the most valued and most treasured assets, and better recruitment

and selection strategies result in improved organizational outcomes While recruiting the

candidates, the organizations has to map carefully the available human resources because they create the competitive advantage for the organizations The word recruitment has

become as a logistic of human resource capital for the many organizations Business

organizations are advancing modern recruiting and selection methods due to the entry of multinational companies However, this is important to identify the suitable candidate for each job position Therefore, effective interviews are essential for most of employers

The aim of this research is to examine the factors which could influence on

interview, and make employers wrong on choosing right candidates The best human

capital availability in organizations makes them competitive advantage and as well as

they become the real life blood of the organizations This research studies the review of

literature for interview followed at organizations The research was done using both primary and secondary data Primary data was collected from the responds of 100 managers and supervisors by using questionnaire method The results were obtained from percentage method and range by the frequency that those managers and supervisors get the errors during the interview, and data analysis has been done with the help of SPSS software The research findings reveal that Jabil Vietnam follows best recruitment and selection process, especially interviews

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CHAPTER ONE — INTRODUCTION

1.1 Company Introduction — Jabil Vietnam

Companies around the globe increasingly face greater pressures to bring amazing products to market quickly, create compelling customer experiences and keep pace with innovative competitors and evolving consumer behaviors The additional impacts of fluctuating supply chains and the need to ensure intellectual property protection to that equation make timely product design, development and delivery more critical than ever

(Jabil 2016)

The Jabil Team partners with customers to help them achieve leadership in established markets expand into new ones and move with greater speed, confidence and agility even in uncertain environments Its sophisticated solutions leverage its supply chain experience, investments in innovative technologies and subject-matter expertise to bring value to the customers at every step of the product lifecycle And Jabil delivers insight into supply chain complexity to reduce latency, minimize risks and costs and help our customers achieve the greatest possible value from their supply chain (Jabil 2016)

Jabil Leadership View all of our leaders +

Alessandro Parimbeili Michael J Loparco James Luginbill

Executive Vice President CEC, Enterprise and Executive Vice President CEO, High Velocity and Senior Vice President CEO Industrial & Energy Infrastructure Industrial & Energy

Jabil’s deep heritage in automotive manufacturing, design, innovative technologies and supply chain management makes the company the most trusted supply chain partner

for the automotive industry Secondly, it provides complex mechanical and electrical

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experience in the computing and storage industry, Jabil delivers end-to-end intelligent supply chain solutions and management to some of the world’s biggest computing and storage vendors

Then, the company’s complete portfolio of design and supply chain capabilities and global footprint allows customers to anticipate market trends and accelerate the

delivery of innovative digital home products to market Furthermore, Jabil’s proven

processes and investments in technologies, materials and global footprint promote scale and efficiency for product deployment of advanced industrial and energy systems Finally, the company has worked closely with customers to design and build top-class networking equipment and systems on a global scale, powered by intelligent supply chain analytics

Jabil’s manufacturing facility in Ho Chi Minh City, Vietnam specializes in high volume product solutions Located in the heart of Vietnam’s growing tech industry, the company provides a low cost option for customers interested in diversifying their

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manufacturing operations in the Asian market Jabil’s unique business model allows its Ho Chi Minh City facility to be a true partner with its customers in targeted sectors: Industrial and Clean Technology, Instrumentation, Enterprise & Infrastructure and High

Velocity Its highly skilled and experienced workforce provides exceptional

responsiveness, efficiency and quality Established in 2007, Jabil Vietnam manufacturing facility is strategically positioned to diversify Asian operations with high-volume, low cost manufacturing solutions and focus on delighting customers in the

Telecommunications, Point of Sale, Smart Meter and Set-Top Box industries

Jabi' Ho Chỉ Minh City

1.2 Background Human resource management is the essential function of organizations Among the HR practices recruitment is the basic function where employees are entry into the organizations (Bhoganadam et al 2014) According to Kumari (2012), successful human resource should identify human resource needs in the organization Once the needs are

identified, the process of recruitment or acquisition function starts Naveen and Raju

(2014) also agree that recruitment includes finding, developing prospective employees

and attracting them to apply for jobs in an organization and selection is the process of

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about “hiring” one another Moreover, the interview is the opportunity where candidates can describe their experiences and skills and can get an idea of what is happening with the company During an interview,.an employer’s goal is to gather additional information

about candidates that is not provided in their resume and cover letter, and will attempt to

find out what motivates the interviewees, how well they communicate and if they are a leader or a follower The interview is a two-way process Candidates evaluate the employers while he/she evaluates them This study aimed to identify the things that undermine interviewing usefulness Consequently, a research question was established to further find out the strategies in this study

1.3 The Research Question

The job interview can seem like a simple enough meeting to conduct such as: shake hands, make small talk, ask questions, and compare the candidates But how do

employers keep from hiring someone whose best skill is coming off well in a job interview? According to Janis Whitaker - the author of “Interviewing by Example”: "There's actually a lot of preparation that goes into a good professional interview” He also supports: "Most people can't wing it off of the top of their heads.” Kessler (2010) states that the cost of a bad hire is steep, and it's not just the wasted salary that's expensive Severance payments, training time, potential customer problems, and recruiting a replacement are all items that employer would prefer to leave out of their budget Many experts estimate that the cost of a bad hire exceeds the annual salary of a position To prevent the company from making an expensive hiring mistake, it's important to have an intentional process for conducting interviews As a result the research question has been designed in order to direct the management research: What are the main errors that can undermine an_interview’s usefulness? This question includes to identify the main errors that can make the employers make wrong decision on selecting candidates Then, an identification of the aims and objectives for this investigation needs to be addressed

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1.4 Research Aims and Objectives

First of all, the purpose of this study to find out the main errors that can undermine an interview’s usefulness Therefore, it is important to examine whether these errors such as First Impression, Not clarifying what the job requires, Candidate-order (contrast) error and pressure to hire, Nonverbal behavior and impression management, Effect of personal characteristics (attractiveness, gender, race), Interviewer behavior will have any influence

on the Jabil Vietnam Company After these errors are determined, the next objective of

this study is to find out the ways that make the interview useful Then, the study aims to

recommend some ways to avoid interview errors by designing and conduct an effective

interview

1.5 The scope of the research

This research was conducted on 100 managers and also supervisors of Jabil Vietnam which has one factory at Saigon High Tech Park in District 9 These managers

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CHAPTER TWO - LITERATURE REVIEW

2.1 The concept of interview: basic types of interviews

According ‘to Dessler (2013), an interview is more than a discussion It is a procedure designed to obtain information from a person through oral responses to oral inquiries Employers use several interviews at work, such as performance appraisal interviews and exit interviews To support, McQuerrey (2015) views that A job

interviews enable a company to learn more about an applicant, while the candidate has

the opportunity to become familiar with the demands of a given position The process allows both parties to exchange information, ask questions and evaluate the potential for establishing a professional working relationship Both parties have an opportunity to get a “feel” for one another other and determine if the chemistry is right Siron & Wai (2011) think that interview plays a different role for different parties Candidates perceive

interview as a method of getting a job In order to be selected, candidates must be able to

convince potential employers that they are a good match On the other hand, an employer

conducts interview as a way of finding the right person for the vacancy available They

also support that an employer will have a clear idea of what skills, experience and personality are required by the position offered by interviewing a candidate

Most interviews vary in the degree to which the interviewer structures or standardizes the interview process Dessler (2013) classifies selection interviews into two types: structured interviews and unstructured interviews In unstructured (or nondirective) interviews, the manager follows no set format A few questions might be specified in advance, but they’re usually not, and there is seldom a formal guide for scoring “right” or wrong answers This type of interview could even be described as little more than a general conversation Most selection interviews probably fall in this category According to McLeod (2014), the structured interview has some strengths such as easy to replicate as a fixed set of closed questions are used, which are easy to quantify — this means it is easy to test for reliability Moreover, a structured interviews are fairly quick to conduct which means that many interviews can take place within a short amount of time This

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means a large sample can be obtained resulting in the findings being representative and having the ability to be generalized to a large population The author also gives its limitation Firstly, the structure is not flexible This means new questions cannot be asked impromptu (i.e during the interview) as an interview schedule must be followed Secondly, the answers from structured interviews lack detail as only closed questions are asked which generates quantitative data This means a research will won't know why a person behaves in a certain way

At the other extreme, Dessler (2013) states that the employers lists the questions

ahead of time, and may even list and score possible answers for appropriateness in structured (or directive interviews) The interviewer followed a printed form to ask a series of questions, such as “How was the person’s present job obtained?” Comments printed beneath the questions (such as “Has he/she shown self-reliance in getting his/her jobs?”) then guide the interviewer in evaluating the answer Some experts still restrict the term “structured interview” to interviews like these, which are based on carefully selected job-oriented questions with predetermined answers McLeod (2014) also supports some strengths for this type First of all, unstructured interviews are more flexible as questions can be adapted and changed depending on the respondents’ answers The interview can

deviate from the interview schedule Moreover, the author thinks that unstructured

interviews generate qualitative data through the use of open questions This allows the respondent to talk in some depth, choosing their own words This helps the researcher develop a real sense of a person’s understanding of a situation Finally, this type also has increased validity because it gives the interviewer the opportunity to probe for a deeper understanding, ask for clarification & allow the interviewee to steer the direction of the

interview etc Then, according to McLeod (2014), some limitations are following Firstly, this type can be time consuming to conduct an unstructured interview and analyze the

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In general, Dessler (2013) advises that structured interviews are superior In structured interviews, all interviewers generally ask all applicants the same questions Partly because of this, these interviews tend to be more reliable and valid Structured interviews can also help less talented interviewers conduct better interviews

Standardizing the interview also increases consistency across candidates, enhances job

relatedness, reduces overall subjectivity and thus the potential for bias, and may enhance the ability to withstand legal challenge

Besides the basic two types of interview as above, Siron & Wai (2011) give other different types that a HR manager can choose to conduct an interview Screening interview is a preliminary interview which can be done either in person or by phone

Through this interview, the company representative determines whether the interviewee

has the basic qualifications to justify for the subsequent interview Furthermore, multiple interviews are commonly used with professional jobs A candidate will be interviewed by a series of interviews individually by various representatives of the organization The

initial interview is usually conducted to gather basic information on candidate’s skills and

abilities In subsequent interviews, candidate’s performance on the job in relation to the company’s goals and objectives is assessed After completion, the interviewers compare information gathered and make collective decision Third, it is situational interview in which situations are set up which simulate common problems candidate may encounter on the job Candidate’s responses to these situations are measure against pre-determined standards In addition, video interview comprises of transfer of audio and video between two remote sites It is a convenient communication method and an alternative to the more costly face to face meetings Finally, it is serial interviews in which candidates are passed from one interviewer to another throughout the course of a day, or sometimes may take up a full weekend or even several days After the final interview has taken place, the

interviewers will discuss and make a collective decision

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The main errors that can undermine an interview°s usefulness at Jabil Vietnam

2.2 The main errors that undermine an interview’s usefulness

If we cast a glance at any company which has gained success in any business area and begin to explore the reasons of this success we can see that there are many factors that cause this success: a successful business strategy, high quality organizational management, and of course, well selected employees who cope with their tasks properly Choosing the right candidate, evaluating their performance and managing the high quality work are very important factors that play a great role for the successful activity of any company However, with the job market flooded with candidates, finding the perfect new employee can be a difficult task for many businesses Michael Burtov, CEO of Cangrade,

which has developed an automated hiring platform, said in order to find the right

candidate it is up to each organization to make sure the interview process is as thorough and fair as possible (Brooks 2013) Several factors can undermine the usefulness of an

interview:

First impressions

The first impression error is just what it sounds like, the tendency of the brain to

continue seeing an individual in the same light as it did when they made their first impression According to Dessler (2013), perhaps the most consistent finding is that interviews tend to jump to conclusions — make snap judgments — about candidates during

the first few minutes of the interview (or even before the interview starts, based on test

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Generally, human psychology is affected more by negative information than the positive one If the interview begins with negative mood, it is usually difficult to change its posture Kedenburg (2015) also agrees that this error can occur if a candidate made a particularly bad first impression, employer’s brain may subconsciously ignore future examples of good behavior from this individual because it already has its mind made up Conversely, the author also supports that the error also can occur in either direction, if a candidate makes a very good first impression, employers may continue to think highly of them and ignore future evidence to the contrary Dessler (2013) adds to this two more

interviewing facts First, interviewers are more influenced by unfavorable than favorable information about the candidate Second, their impressions are much more likely to

change from favorable to unfavorable than from unfavorable to favorable Indeed, many

interviewers really search more for negative information, often without realizing it

Not clarifying what the job requires

Secondly, Interviewers who do not have an accurate picture of what the job entails and what sort of candidate is best suited for it usually make their decisions based on incorrect impressions or stereotypes of what a good applicant is (Dessler 2013) They _ then erroneously match interviewees with their incorrect stereotypes According to Santa Cruz — University of California (2015), stereotyping - Usually, using common social stereotypes to make assumptions about a person based on group membership For example, Asians are attentive to detail but not assertive, or men won't take orders from women Employers each also have personal stereotypes, based on past experiences For, example, a woman who would wear pants to an interview will have bad judgment dealing with people; or overweight people don't care about themselves and will not care about their work; or people with Southern accents are ignorant, but people with British accents are intelligent

Candidate-order (contrast) error and pressure to hire

This is one of the errors that can undermine the usefulness of an interview The

physiological incentive plays a great role here Interviewers are influenced for or against

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a candidate by the interview of a previous candidate Dessler (2013) says that this error means that the order in which you see applicants affects how you rate them For example, if a qualified applicant follows an exceptional applicant his or her qualifications tend to pale in comparison According to the author, in one study, managers had to evaluate a candidate who was “just average” after first evaluating several “unfavorable” candidates They scored the average candidate more favorably than the might otherwise have done because, in contrast to the unfavorable candidates, the average one looked better than he

actually was This contrast effect can be huge: in some early studies, evaluators based

only a small part of the applicant’s rating on his or her actual potential Non-verbal behavior and impression management

Much of what social psychologists think about nonverbal behavior derives from a proposal made more than a century ago by Charles Darwin (Krauss, Chen & Chawla 2014) In The expression of the emotions in man and animals (Darwin, 1872), he posed the question: Why do our facial expressions of emotions take the particular forms they do? Why do we wrinkle our nose when we are disgusted, bare our teeth and narrow our eyes when enraged, and stare wide-eyed when we are transfixed by fear? Darwin's answer was that we do these things primarily because they are vestiges of serviceable associated habits — behaviors that earlier in our evolutionary history had specific and direct functions According to Darwin's intellectual heirs, the behavioral ethnologists (Tinbergen, 1952), humans do these things because over the course of their evolutionary history such behaviors have acquired communicative value: they provide others with external evidence of an individual's internal state The utility of such information

generated evolutionary pressure to select sign behaviors, thereby schematizing them and,

in Tinbergen's phrase, “emancipating them" from their original biological function

Kraut (1979) found that the attention of others greatly potentiates smiling in

situations that can be expected to induce a positive internal state In the second place,

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section, Dessler (2013) states that nonverbal behaviors are probably so important because interviewers infer your personality from the way interviewees’ act in the interview and have a surprisingly large impact on his or her rating

Extraverted applicants seem particularly prone to self-promotion, and self- promotion is strongly related to the interviewer’s perceptions of candidate job-fit

Furthermore, “no matter how much an interview is structured, nonverbal cues cause

interviewers to make such attributions about candidates” Then, clever candidates capitalize on that fact to use ingratiation to persuade interviewers to like them (Dessler 2013) For instance, the candidates praised the interviewers or appeared to agree with their opinions or agree with the recruiter’s opinions and thus signaling that they share

similar beliefs Psychologists call using techniques like ingratiation and self-promotion

“impression management”, according to the author

Effect of personal characteristics: attractiveness, gender, race

For years now, the physical attractiveness stereotype has been sparking interest and questions about human behavior It has been described as the tendency for people “to ascribe socially desirable personality traits to those who are good looking, seeing them as more sociable, poised, and well-adjusted than those who are less attractive”(Weiten, 2002) According to Dion, Berschied, and Walster (1972), physical attractiveness stereotypes do exist They found that attractive individuals were judged more socially desirable than unattractive individuals Marital competence and occupational status were

also both influenced by attractiveness, where the attractive individuals fared better

Physical attractiveness would thus have great impact on initial impressions (Eagly, Ashmore, Makhijani, & Longo’s 1991 meta-analytic review of research on the physical attractiveness stereotype) So, physical attributes such as applicants’ attractiveness, gender, disability, or race may also distort their assessments For example, people usually ascribe more favorable traits and more successful life outcomes to attractive people Or, the white members of a racially balanced interview panel rated white candidates higher, while the black interviewers rated black candidates higher

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The main errors that can undermine an interview°s usefulness at Jabil Vietnam

Dessler (2013) supports that interviewers’ reactions to stereotypical minority behavior are complex The author illustrates one study in which the researchers dressed the applicants in either traditional Muslim attire (black scarf and full length black robe) or simple two piece black pantsuits Both applicants got the same number of job offers In general, candidates evidencing various attributes and disabilities (such as child care demands, HIV-positive status, and being wheelchair-bound) had less chance of obtaining a positive decision, even when the person performed very well in the structured

interview

Interviewer behavior

Finally, the interviewer’s behavior also affects the interviewee’s performance and rating (Dessler 2013) Some interviewers let the applicant dominate the interview, and so don’t ask all their questions When interviewers have favorable pre-interview impressions

of the applicant, they tend to act more positively toward that person Other interviewers

play district attorney, forgetting that it is uncivil to play “gotcha” by gleefully pouncing on in consistencies Some interviewers play amateur psychologist, unprofessionally probing for hidden meanings in everything the applicant says Others ask improper questions, forgetting, as one study found, that discriminatory questions “had a significant negative effect on participant’s reactions to the interview and interviewer

To support Dessler, according to Groves et al (1992), Loosveldt (2008), Schaeffer, Dykema, and Maynard (2010), and Blom and Korbmacher (2013), interviewers have many different roles in administering a survey: They contact sample persons and persuade them to participate, they clarify the goal of the survey and explain to respondents what is expected of them, as well as ask questions and record answers Thus, the behavior of interviewers affects nearly all aspects of survey errors, including

sampling (Eckman, 2013; Eckman & Kreuter, 2011; Tourangeau, Kreuter, & Eckman, 2012), nonresponse (e.g., Blom, de Leeuw, & Hox, 2011; Durrant, D’Addio & Steele,

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Campanelli, Thompson, Moon, & Staples, 1997) The focus of the present paper is on the measurement perspective of interviewer behavior: interviewers’ behavior with regard to deviations from standardized interviewing techniques during interviews

2.3 Research model

Dependent Variables: \nterview’s usefulness

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¢ Hypotheses 2: Whether not clarifying what the job requires can undermine the interview’s usefulness at Jabil Vietnam

e Hypotheses 3: Whether candidate-order (contrast) error and pressure to hire can undermine the interview’s usefulness at Jabil Vietnam

e Hypotheses 4: Whether nonverbal Behavior and Impression Management can undermine the interview’s usefulness at Jabil Vietnam

e Hypotheses 5: Whether effect of Personal Characteristics can undermine the interview’s usefulness at Jabil Vietnam

e Hypotheses 6: Whether Interviewer Behavior can undermine the interview’s

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CHAPTER THREE — RESEARCH METHODOLOGY

3.1 Research philosophy and paradigm

Research paradigm and philosophy is an important part of research methodology in order to collect data in effective and appropriate manner Johnson and Christensen (2005) state that research paradigm is a perspective that is based on the set of shared assumptions, values, concepts and practices In other world, paradigm can be defined as a

function of how researcher thinks about the development of knowledge Research

paradigm is a combination of two ideas that are related to the nature of world and the

function of researcher It helps researcher to conduct the study in an effective manner This method includes the research methods and research philosophies This combination in research helps researcher to develop the understanding and knowledge about main

errors which can undermine the interview’s usefulness In research paradigm, there are various factors that affect the research to implement a method in an effective way such as time constraints, budget constraints, etc Use of appropriate research paradigm and philosophies helps researcher to eliminate these factors from the research According to Mcnabb (2008), research paradigm has three different terminologies such as positivism (is based upon the highly structured methodology to enable generalization and quantifiable observations and evaluate the result with the help of statistical methods), interpretivism (represents the critical thinking about positivism philosophy) and realism research philosophies (is based on the interdependency of human values and beliefs) 3.2 Research design

Burns and Grove (2003) define a research design as “a blueprint for conducting a study with maximum control over factors that may interfere with the validity of the findings” To support, Parahoo (1997) describes a research design as “a plan that

describes how, when and where data are to be collected and analyzed” In other words,

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research seeks to-identify Jabil Vietnam’s managers and supervisors’ perception in regards to the main errors which can undermine the interview’s usefulness

Deductive approach |

In order to find and examine the main errors which can influence interviews, this

research has chosen deductive approach as questionnaires were distributed and most questions have been based on quantitative methodology “A deductive approach is concerned with developing a hypothesis (or hypotheses) based on existing theory, and then designing a research strategy to test the hypothesis” (Wilson, 2010) Deductive approach can be explained by the means of hypotheses, which can be derived from the

propositions of the theory In other words, deductive approach is concerned with deducting conclusions from premises or propositions “Deduction begins with an

expected pattern that is tested against observations, whereas induction begins with

observations and seeks to find a pattern within them” (Babbie, 2010) It has been stated that “deductive means reasoning from the particular to the general If a causal

relationship or link seems to be implied by a particular theory or case example, it might be true in many cases A deductive design might test to see if this relationship or link did

obtain on more general circumstances” (Gulati, 2009) In other words, when a deductive

approach is being followed in the research the author formulates a set of hypotheses that need to be tested Then, through implementation of relevant methodology the study is going to prove formulated hypotheses right or wrong Beiske (2007) informs that deductive research approach explores a known theory or phenomenon and tests if that theory is valid in a given circumstances “The deductive approach follows the path of logic most closely The reasoning starts with a theory and leads to a new hypothesis This hypothesis is put to the test by confronting it with observations that either lead to a confirmation or a rejection of the hypothesis” (Snieder & Larner, 2009)

Moreover, deductive reasoning can be explained as “reasoning from the general to

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any ways Generally, this study using deductive approach follow the following stages,

according to Pelissier (2008):

e Deducing hypothesis from theory

¢ Formulating hypothesis in operational terms and proposing relationships between two specific variables

e Testing hypothesis with the application of relevant method(s)

e Examining the outcome of the test, and thus confirming or rejecting the theory

e Modifying theory in instances when hypothesis is not confirmed 3.3 Quantitative research

Quantitative research is a means for testing objective theories by examining the relationship among variables (Polit & Hungler 2013; Moxham 2012) A variable is a

factor that can be controlled or changed in an experiment (Wong 2014) The word

quantitative implies quantity or amounts Information collected in the course of the study is in a quantified or numeric form (White & Millar 2014) This is referred to as statistical evidence (White & Millar 2014) The variables include the Dependent variable (the variable which is hypothesized to depend on or be caused by another variable) or Independent variable (the variable that is believed to be the cause or influence) (Wong 2014; Polit & Hungler 2013) There may also be extraneous variables (Polit & Hungler 2013), also known as Confounding variables (White & Millar 2014), which confuse or confound the relationship between the Dependent and Independent variables An example would be as follows: wound healing (Dependent variable) and type of dressing

(Independent variable) Patient age and presence of Diabetes Mellitus would be

Extraneous/Confounding variables Quantitative research falls within the philosophical underpinning of Positivism A Positivist researcher believes in the concepts of objective reality (Jirojwong et al 2014) Quantitative research attempts to establish statistically significant relationships, addresses questions by measuring and describing, is based on objective measurement and observation, and is concerned with correlation and causation (Hamer and Collinson 2014) A specific example of positivism is where there is generally

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consensual agreement on foundational aspects of human body structures (Wright-St Clair 2014) Subsequently, quantitative approach utilized for this investigation such as

questionnaires entailed the use quantitative data and are evaluated using SPSS 3.4 Sampling process and sample size

Polit et al (2001) define a sample as “a proportion of a population” The sample was chosen from managers and supervisors employed at Jabil Vietnam in Saigon High

Tec A carefully selected sample can provide data representative of the population from which it is drawn Burns and Grove (2003) refer to sampling as a process of selecting a

group of people, events or behavior with which to conduct a study Polit et al (2001) confirm that in sampling a portion that represents the whole population is selected Sampling is closely related to generalizability of the findings In this study the sampling was non-probable and purposive According to Parahoo (1997), in non-probability sampling researchers use their judgment to select the subjects to be included in the study

based on their knowledge of the phenomenon Purposive sampling was used in this study

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with the management in choosing participants, based on their level of experience in interview for choosing suitable candidates

3.5 Literature review

According to Polit et al (2001), some qualitative researchers advise against a literature review prior to data collection because the literature review might influence the researcher’s conceptualization of the study Field and Morse (1996) maintain that a literature review may mislead the researcher’s ability to make accurate decisions in the study According to this view, the phenomenon should be clarified based on the view of the participants rather than prior information However, the researcher belief that a

literature review is necessary to provide guidance in investigating the study In this study,

the researcher conducted a literature review from the author Gary Dessler (2013, from Florida International University) prior to submitting the research proposal as prerequisite

The aim was to obtain background knowledge about the phenomenon under study

Thereafter an extensive literature review was conducted to orientate the researcher on concepts such as managers and supervisors’ opinion and experience on interview process as well as to put the current study into the context of what is known about the topic (Parahoo, 1997) Polit et al (2001) maintain that a literature review provides a

background for understanding current knowledge on the topic After the research findings

had been analyzed and interpreted, the researcher reviewed the literature again and correlated the findings in relation to the existing knowledge

3.6 Research methods Questionnaire

Questionnaires or social surveys are a method used to collect standardized data

from large numbers of people -i.e the same information is collected in the same way They are used to collect data in a statistical form In Data Collection in Context (1981), Ackroyd and Hughes identify three types of survey Firstly, factual surveys which is used to collect descriptive information, i.e the government census Secondly, attitude surveys rather than attempting to gather descriptive information, an attitude survey will attempt to

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The main errors that can undermine an interview’s usefulness at Jabi] Vietnam

collect and measure people's attitudes and opinions Finally, explanatory survey which goes beyond the collection of data and aims to test theories and hypotheses and / or to produce new theory Researchers usually use questionnaires or surveys in order that they can make generalizations, therefore, the surveys are usually based on carefully selected samples Questionnaires consist of the same set of questions that are asked in the same order and in the same way in order that the same information can be gathered As a result, to assists in addressing the research question for this study, there are 22 questions which including 4 questions for determine demographics of respondents, and 18 others for investigating respondents’ views about errors which can undermine the interviews

3.7 Validity and reliability

For every dimension of interest and specific question or set of questions, there are a vast number of ways to make questions Although the guiding principle should be the specific purposes of the research, there are better and worse questions for any particular

operationalization To evaluate the measures, there are two concept criteria of evaluation

in any measurement or observation: validity and reliability (QMSS E-lessons 2015) Shuttleworth (2008) defines validity as it encompasses the entire experimental concept and establishes whether the results obtained meet all of the requirements of the

scientific research method For example, there must have been randomization of the

sample groups and appropriate care and diligence shown in the allocation of controls QMSS E-lessons (2015) supports that validity refers to the extent we are measuring what we hope to measure (and what we think we are measuring) According to Shuttleworth (2008), internal validity dictates how an experimental design is structured and encompasses all of the steps of the scientific research method Secondly, external validity is the process of examining the results and questioning whether there are any other possible causal relationships The author says that control groups and randomization will lessen external validity problems but no method can be completely

successful This is why the statistical proofs of a hypothesis called significant, not

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studied effect There is always the chance that another unknown factor contributed to the

results and findings This extraneous causal relationship may become more apparent, as techniques are refined and honed According to QMSS E-lessons (2015), A valid measure should satisfy four criteria: Face Validity (is an assessment of whether a measure appears, on the face of it, t6 measure the concept it is intended to measure), Content Validity

(concerns the extent to which a measure adequately represents all facets of a concept),

Criterion-Related Validity (applies to instruments than have been developed for usefulness as indicator of specific trait or behavior, either now or in the future), and Construct Validity (concerns the extent to which a measure is related to other measures as specified by theory or previous research)

According to Shuttleworth (2008), reliability is that any significant results must be more than a one-off finding and be inherently repeatable Other researchers must be able to perform exactly the same experiment, under the same conditions and generate the same

results This will reinforce the findings and ensure that the wider scientific community

will accept the hypothesis In other words, QMSS E-lessons (2015) gives that reliability refers to a condition where a measurement process yields consistent scores (given an

unchanged measured phenomenon) over repeat measurements Perhaps the most

straightforward way to assess reliability is to ensure that they meet the following three criteria of reliability Measures that are high in reliability should exhibit all three

Without this replication of statistically significant results, the experiment and research have not fulfilled all of the requirements of testability (Shuttleworth 2008) Shuttleworth also supports that this prerequisite is essential to a hypothesis establishing itself as an accepted scientific truth For example, if researchers are performing a time critical experiment, they will be using some type of stopwatch

Generally, it is reasonable to assume that the instruments are reliable and will keep true and accurate time However, diligent scientists take measurements many times, to

minimize the chances of malfunction and maintain validity and reliability At the other extreme, any experiment that uses human judgment is always going to come under question

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CHAPTER FOUR — RESEARCH FINDINGS

4.1 General information — demographic

The survey was responded by 30% of respondents who are managers and supervisors from Operation department, and 20% from the Facility department Both Materials and Human Resources department get 15% for each one The Finance department are counted for 5% And the rest comes from other departments such as

Business Unit Managers, Testing Engineer, and Manufacturing Engineer department

(figure 1) Moreover, 60% of the respondents are male, meanwhile the remaining are females (figure 2) In addition, 20% of respondents have working experience from 1 — 3 years and 30% others have worked from 3 — 6 years The next low percentage comes to group oldest people at the company when they have worked for more than 12 years with 10% Respondents who have work from 6 — 9 years and 9 — 12 years are counted for 25% and 15% respectively (figure 3) Finally, in term of age, the respondents are also various with the majority of them in the group of age 40 — 45 years old (30%), age from 30 — 35 years old (25%), age from 35 — 40 years old (20%), only 10% of respondents are in the group of 25 — 30 years old, whereas 15% is over 45 years old (Figure 4) Figure 1: Department Figure 2: Gender @ Materials @ Finance @ Male m Female @ Operation @ Human Resources § Facility @ Others

Figure 3: Work Experience Figure 4: Age of Respondents

1-3 years 25-30 years old

m 30-35 years old @ 35 40 years old

3-6 years

@6-9 years

m9-12 years 40-45 years old = more than 12 years ™@ Over 45 years old

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4.2 First impressions

The research investigation provides evidence that whether first impression can undermine the interview’s usefulness, which have been identified through different perspectives of the respondents Firstly, the majority of respondents often make snap judgment about candidates during the first few minutes at the beginning (40%) The next high percentages comes to group of respondents sometimes make snap judgment (30%) others sometimes (Figure 5)

In addition, The quantitative statistics also suggest that most of respondents with 35% are often make up their minds before the interview even began such as gleaned from candidate’s applications and personal appearance, while group of “sometimes” is counted for 25% The two smallest percentages of respondents with 10% and 5% are belonged to group of “never” and “seldom” respectively (figure 6)

Finally, 45% and 30% of respondents have respectively sometimes and often reflect what they expected of the applicants based on the reference, quite aside from the appliance’s actual interview performance on their final decision In contrast, only 5% of respondents never have reflect what they expected, while 20% of the respondents are in the group of “seldom” and “occasional” (figure 7)

Figure 5: Respondents make snap Figure 6: Respondents make up their

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The main errors that can undermine an interview”s usefulness at Jabil Vietnam

Figure 7: Respondents' final decisions reflect what they expected of the applicants m Never Seldom Occsional NSomelinesỐ BOflen

4.3 Not clarifying what the job requires

The data also presents one of significant key findings that was established which

interviews are influenced by not clarifying what the job requires According to the data, collected via the questionnaire mostly 35% of respondents never attribute one’s characteristics to candidates and 25% others is belonged to group of “seldom” On the other hand, the statistics identify that only 15% of respondents sometimes do attribute

and no one often do (Figure 8)

Additionally, the data can be identified from a perspective of managers and supervisors when they are in interviewer position, highlighting the frequency he or she uses common social stereotypes to make assumptions about a candidate based on group membership to which that person belongs (For example, Asians are attentive to detail but not assertive, or men won't take orders from women.) In accordance to this, mostly

respondents do not use common social stereotypes to judge about candidate as 55% and

20% are belonged to group of “never” and “seldom” respectively The remaining are belonged to group of “occasional” (5%), “sometimes” (10%), and “often” (10%) (Figure

9)

Furthermore, 55% of respondents that they never have not fully understand all the

job requirements to know whether a candidate is really right for the position, and 25% are

belong to group of “sometimes” Therefore, they cannot be influenced by social stereotypes to make judgment about candidates which could lead to wrong decision making in hiring (Figure 10)

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Figure 8: Respondents attribute one’s Figure 9: Respondents use common

own characteristics to candidates social stereotypes to make assumptions about candidate 0% BNever @Never a Seldom sel " lom Occasional ional Sometimes mGften 8 Sometimes m=Often

Figure 10: Respondents do not fully understand all the job requirements m Never Seldom m Occasional @Sometimes mOften

4.4 Candidate-order (contrast) error and pressure to hire

The findings revealed significant data in relation to candidate-order error and

interview The statistics highlight that 30% of respondents often evaluate of a candidate’s characteristics that are affected by comparisons with previous one The minority of respondents comes to group of “never” (5%) The group of “sometimes”, “occasional”, and “seldom” are counted to 20%, 20%, and 25% respectively (Figure 11)

Secondly, the statistics also highlight that mostly 40% and 25% of respondents

have respectively sometimes and often to be under pressure to hire the “just average” candidate after first evaluating several “unfavorable” candidates Meanwhile, 20% and

10% of respondents are less frequency as seldom and occasional respectively (Figure 12) Similarly, it is interesting to acknowledge that a half of respondents tend to make a decision quickly, because they have small number of candidate to interview, as 20% and 30% of respondents do often and sometimes respectively However, 10% of respondents shows that they havé hever made decision quickly in order to be more careful in selecting

right candidates (Figure 13)

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——

Figure 11: Respondents evaluate of a Figure 12: Respondents have to be under candidate’s characteristics that are affected pressure to hire the “just average” candidate

by comparisons with previous candidate mNever 8Sedom Occsional mSometimes Often a Never mSeldom m= Occasional = Sometimes Often

Figure 13: Respondents tend to make a decision quickly based on a small number of candidate interview Never w Seldom m Occasional 8 Sometimes wORen 4.5 Nonverbal behavior and impression management

Throughout the investigation for the major errors which can undermine the interview’s usefulness, it has been perceived through interviews from managers and

supervisors in Jabil Vietnam Subsequently, the findings revealed significant data with

regards to non-verbal and impression management For instance, 45% of respondents often rate high score for the applicants with higher nonverbal behavior (smiling, high- eye-contact, high-energy level), and low score for low nonverbal behavior While 35% of others do it sometimes And, the remaining are counted for group of “seldom” and “occasional” (figure 14)

Moreover, the statistics also identify that 25% and 35% of managers and supervisor in Jabil Vietnam respectively often and sometimes have to rate high score for

the candidates used ingratiation (as agreeing with the recruiter’s opinions and share similar beliefs) and self-promotion (promoting skills and abilities to create the impression

of competence) However, only 10% of respondents never have been influence by

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ingratiation and self-promotion from interviewees and also the group of “seldom” is counted by 10% (figure 15)

Subsequently, according to the quantitative data, 5% of respondents often base on

their evaluation of the candidate on his/her past performance and current behavior as it

relates to how he/she will perform on the job Whereas the group of “sometimes” and “occasional” are counted for 25% and 30% respectively In the other hands, the remaining are belonged to group of “never” (20%) and “seldom” (20%) (Figure 16)

Figure 14: Respondents rate high score for the Figure 15: Respondents have to rate high applicants with higher nonverbal behavior score for the candidates used ingratlation and self-promotion o% me Never @Seldom wm Occasional Sometimes w Never Seldom m™ Occasional Sometimes wOften a Often

Figure 16: Respondents base their evaluation of the candidate on his/her past performance

4.6 Effect of personal characteristics: attractiveness, gender, race

The findings display a number of key themes in relation to the research question The data shows the effect of personal characteristics (attractiveness, gender, and race) to

interviews Statically, the majority of respondents have been influenced on rating

candidates by applicants’ attractiveness, gender with the percentage 35% The next two group which have high percentage are belonged to group of “occasional” (30%), and “seldom” (20%) And 10% of respondents have never been influence by applicants’ attractiveness, gender (Figure 17)

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Subsequently, 35% of respondents sometimes rate candidates evidencing various attributes and disabilities (child care demands, HIV positive status and being wheelchair- bound) with low or high score While 25% and 15% others are belonged to group of - “often”, and “occasional” respectively The group of “never” and “seldom” are counted for 15% and 10% respectively (Figure 18)

In relation to the attraction of the candidates, 25% of the respondents often hire the candidate who are more attractive (traits or appearance) than another one, when they are same favorable While 30% and 10% others respectively sometimes and occasional have been influenced by candidates’ attraction, and the group of “seldom” takes 25% of the respondents (Figure 19)

Figure 17: Respondents have been influenced Figure 18: You rate candidates evidencing on rating candidates by applicants’ various attributes and disabilities with low or

attractiveness, gender high score m Never Never 8 Sldom m Ọccasional ms5eldom Occasional Sometimes mOften m Sometimes Often

Figure 19: Respondents hire the candidate who are more attractive mNever B Seldom Occasional w5ometines = Otten 4.7 Interviewer behavior

Ultimately, the most significant information highlighted that whether interviewer’s behavior can undermine the interview’s usefulness or not The majority 50% of the

respondents seldom talk so much during the interview that applicants have no time to

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answer question, while 25% and 20% others belonged to group of “never”, and “occasional” respectively (Figure 20)

Furthermore, 35% of respondents expressed that they never let the applicant dominate the interview, so they ask all their questions structurally While the group of “seldom” takes 30% of respondents, and 20% others is counted by the group of “sometimes” The two lowest percentages are 10% and 5% which are belonged to group of “often” and “occasional” respectively (figure 21)

Similarly, it is important to portray that 35% of respondents never have been inept, and unable to formulate decent question The group of “seldom” and “occasional” also takes same percentage about 25% for each group And the remaining are belonged to the group of “sometimes” (10%) and “often” (5%) (Figure 22)

Figure 20: Respondents talk so much during Figure 21: Respondents let the applicant

the interview , dominate the interview œ% mNever ai Never mSeldom Occasional Sometimes mOtten 8%eldom a Occasional ‘wSometimes e Often

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CHAPTER FIVE — DISCUSSION OF FINDINGS

To analyze the data from the respondents, the research will follow descriptive Statistics According to Investopedia (2016), descriptive statistics is the term applied to meaningful data analysis It generally involves organizing or summarizing large amounts of data so that it is easier to interpret Moreover, it can be used for an entire population, or a subset of that population, also known as a sample In the other words, descriptive statistics are a set of brief descriptive coefficients that summarizes a given data set, which can either be a representation of the entire population or a sample (Investopedia 2016) The measures used to describe the data set are measures of central tendency and measures

of variability or dispersion

Investopedia (2016) also supports that measures of central tendency include the

mean, median and mode, while measures of variability include the standard deviation (or

variance), the minimum and maximum variables, kurtosis and skewness Descriptive

statistics provide a useful summary of security returns when performing empirical and analytical analysis, as they provide a historical account of return behavior Although past information is useful in any analysis, one should always consider the expectations of future events 5.1 Key finding 1 - First impression Statistics Respondents’ final Respondents make snap judgments | Respondents make up | decisions always reflect

about candidates during the firstfew | their minds before the | what they expected of the

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Table 1: statistics of frequency about “First impression”

According to data analysis for key finding one, most of the variables get the means

(3.7 and 3.85) are below the median (4) Moreover, the skewness point are negative (-

0.757, -0.839, -1.041) So, most of the data are on the right side and are said to be skewed

to the left as shown on histogram 1, 2, 3 The few smaller values bring the mean down, and the median is minimally affected The amount “sometimes” and “often” that respondents make snap judgments about candidates, make up their minds before the interview, and also reflect what they expected of the applicants on final decisions, are more than “never” and “seldom” Therefore, the hypothesis 1 was supported and first impression is one of main errors that can undermine the interviews’ usefulness

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Dessler (2013) supports that 50% of what an interviewers think about a candidate, 50% of their decision is made in the first 30-60 seconds 25 percent of what the interviewer thinks about a candidate made in the first 15 minutes This psychological factor undermines the interview's usefulness a lot One estimation from a researcher that in 85% of the cases, interviewers had made up their minds before the interview even began, based on first impressions the interviewers gleaned from candidates applications

and personal appearance (Dessler 2013) 5.2 Key finding 2 - Not clarifying what the job requires Statistics

Respondents use common

social stereotypes to make | Respondents do not fully

Respondents attribute one's own assumptions about understand all the job

characteristics to candidates candidate requirements N Valid 100 100 100 Missing 0 0 0 Mean 2.2000 2.0000 1.8000 Median 2.0000 1.0000 1.0000 Std 1.08246 1.38535 4.12815 Deviation Variance 1.172 1.919 1.273 Skewness 0.322 1.163 1.482 Std Error 0.241 0.241 0.241 Range 3.00 4.00 4.00 Minimum 1.00 1.00 1.00 Maximum 4.00 5.00 5.00

Table 2: statistics of frequency about "Not clarifying what the job requires” Secondly, According to table 2 data analysis about second key finding, most of the

variables get the means (2.2, 2, and 1.8) are above the medians (2, 1, and 1 respectively) Furthermore, the skewness point are positive (0.322, 1.163, and 1.482) So, most of the data are on the left side and are said to be skewed to the right as shown on histogram 4, 5, 6 The few larger values bring the mean upwards but don’t really affect the median The amount of “sometimes” and “often” that respondents attribute one’s own characteristics

to candidates, use common social stereotypes to make assumptions, and not fully

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and the second key finding is not one of main errors that can undermine the interviews’ usefulness Respondents attribute one’s own characteristics to candidates Respondents use common social stereotypes to make assumptions about oo Mean ‘td Dev 91.305 = 2.00 Ne100 mn 100 280 3.00 400 5.00 B00 Histogram 5 Respondents do not fully understand ail the job requirements Mean = 1.80, ‘Sd Dev, = 1.128 Ne100 oo 14 200 3m 400 sả 600

Dessler (2013) supports one classic study involved 30 professional interviewers Half for just a brief description of the jobs for which they were recruiting: it said, the “eight applicants here represented by their application blanks are applying for the position of secretary.” The other 15 interviewers got much more explicit job information, in terms of typing speed and bilingual ability, for instance Furthermore, the author says that more job knowledge translated into better interviews The 15 interviewers who had

more job information generally all agreed among themselves about each candidate's potential; those without complete job information did not The latter also didn’t

discriminate as well among applicants — they tended to give them all high ratings

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The main errors that can undermine an interview’s usefulness at Jabil Vietnam 5.3 Key finding 3 - Candidate-order (contrast) error and pressure to hire Statistics

candidate's characterisitcs that are Respondents have to be decision quickly based on a affected by comparisons with under pressure to hire the small number of candidate

previous one "just average" candidate interview N {Valid 100 100 100 Missing 0 0 0 Moan 3.4500 3.6000 3.2500 Median 3.5000 4.0000 3.5000 Std 4.29002 1.20605 1.30558 Deviation Variance 1.664 1.455 1.705 Skewness 0.175 -0.592 -0.200 Std Error 0.241 0.241 0.241 Range 4.00 4.00 4.00 Minimum 4.00 4.00 1.00 Maximum 5.00 5.00 5.00 Table 3: statistics of frequency about "Candidate-order (contrast) error and pressure to hire”

Thirdly, the table 3 for the third key finding shows that most of variables get the means (3.45, 3.6, 3.25) are less than the median (3.5, 4, 3.5 respectively), and the skewness point are negative (-0.175, -0.592, -0.2) So, most of the data are on the right

side and the data are said to be skewed to the left as shown on histogram 7, 8, 9 The few

smaller values bring the mean down, and the median is minimally affected It means that

most of respondents evaluate of a candidate’s characteristics that are affected by comparisons with previous one In addition, they have to be under pressure to hire the “just average”, and they tend to make a decision quickly based on a small number of candidate interviews It means that the hypothesis 3 was supported and candidate-order (contrast) error and pressure to hire is one of main errors that can undermine the

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