Williams: Does Practice Make Perfect? Effects of feedback and practice on interview performance

Does Practice Make Perfect? Effects of feedback and practice on interview performance
Kate Williams

Committee: Pat Raymark (Chair), Cindy Pury, Patrick Rosopa, Ben Stephens

Wednesday, September 7th, 2011 at 11:00am
Room 419 Brackett

ABSTRACT
This study examines the incremental effectiveness of interview practice and feedback on candidates’ interview performance. In addition, interviewee anxiety, impression management behaviors, and core self-evaluation are considered as potential intervening variables between the training manipulations and interview performance. In this experimental design, participants will be randomly assigned to one of three groups: the control group, the interview practice group, and the coaching group that received practice plus feedback from a counselor. Employer representatives will evaluate subsequent interview performance within a final mock interview.

Results are expected to reveal differences between treatment groups, with the coaching group receiving the highest criterion interview scores, followed by the practice-only group. In addition, interview anxiety is expected to partially mediate this relationship between treatment condition and interview performance. Some of the relationship between anxiety and interview performance will be explained by the candidates’ use of impression management behaviors, with the less anxious candidates performing more IM behaviors. Finally, core-self evaluation, the composite variable including self-esteem, self-efficacy, locus of control and emotional stability, is expected to have a direct effect on interview performance, interview anxiety and impression management behaviors along with a moderating effect on the treatment group-interview performance relationship.

In sum, this study will be among the first to tease apart the differential effects of practice and feedback on interview performance, while expanding our knowledge of how anxiety, impression management behaviors, and core self-evaluation influence this relationship.

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