Initial impressions: What they are, what they are not, and how they influence structured interview outcomes.

Nearly all employment interviews, even those considered highly structured, begin with a brief meet-and-greet conversation typically coalescing around non-job-related topics (i.e., rapport building).

Searching for the right fit: development of applicant person-organization fit perceptions during the recruitment process.

Numerous studies link applicant fit perceptions measured at a single point in time to recruitment outcomes. Expanding upon this prior research by incorporating decision-making theory, this study examines how applicants develop these fit perceptions over the duration of the recruitment process, showing meaningful changes in fit perceptions across and within organizations overtime. To assess the development of applicant fit perceptions, eight assessments of person-organization (PO) fit with up to four different organizations across 169 applicants for 403 job choice decisions were analyzed.

Peer-based control in self-managing teams: linking rational and normative influence with individual and group performance.

The authors use a multilevel framework to introduce peer-based control as a motivational state that emerges in self-managing teams. The authors specifically describe how peer-based rational control, which is defined as team members perceiving the distribution of economic rewards as dependent on input from teammates, extends and interacts with the more commonly studied normative control force of group cohesion to explain both individual and collective performance in teams. On the basis of data from 587 factory workers in 45 self-managing teams at 3 organizations, peer-based rational control corresponded with higher performance for both individuals and collective teams.

Managing and creating an image in the interview: the role of interviewee initial impressions.

In employment interviews, individuals use impression management tactics to present themselves as suitable candidates to interviewers. However, not all impression management tactics, or the interviewees who employ them, are effective at positively influencing interview scores. Results of this study indicate that the relationship between impression management tactic usage and interview success is contingent on the type of tactic employed.

Initial evaluations in the interview: relationships with subsequent interviewer evaluations and employment offers.

The authors of this study examine how evaluations made during an early stage of the structured interview (rapport building) influence end of interview scores, subsequent follow-up employment interviews, and actual internship job offers. Candidates making better initial impressions received more internship offers (r = .22) and higher interviewer ratings (r = .