Importance of Interviewee Nonverbal Behavior

Importance of Interviewee Nonverbal Behavior The Importance Of Interviewee Nonverbal Behaviours In The Interview Process In Vietnam Table of Contents I. Introduction: II. Literature Review: III. Methodology: IV. Data Sampling: V. Appendix/References: I. Introduction: Research problem: The model 7:38:55 is well-known for its emphasis on nonverbal behaviours. It suggests that verbal behaviours only contribute up to 7% the effectiveness in communication (Mehrabian, 1972). According to Mehrabian, there are three elements which account for our liking for the person expressing their feelings: + Words: 7% + Tone of Voice: 38% + Body Language: 55% The model has received criticism ever since: It is not applicable due to its theoretical approach, combining two different studies and excluding negative emotions, men, other forms of nonverbal communication. As a result, Mehrabian’s model still remains a controversy within experts. Nowadays it is often regarded as ‘the myth of nonverbal communication’. However, undeniably, nonverbal communication plays an important role in our society. In human resource management, the interview process is considerably critical. Since the 70s, there have been various studies about the effects of interviewee nonverbal behaviours on interviewee performance. However, none has been able to clarify this problem. In Vietnam, there has not been any research or article about this area. Therefore, in this research, we will attempt, for the first time, to examine interviewee performance and the importance of interviewee nonverbal behaviours in the interview process in Vietnam. Research objective: + Determine the effects of interviewees’ nonverbal behaviours on their performance. + Identify critical nonverbal behaviours. Research questions: + How can interviewees’ nonverbal behaviours influence the interview decision outcomes? II. Literature Review: Key concepts: Nonverbal behaviour: â€Å"Nonverbal behaviour includes behaviour that might be emitted without the awareness of the encoder (the one conveying the information)† (M.L. Knapp and J. A. Hall, 2005) Theories: There have been numerous theories about nonverbal behaviour or communication. However, most of them have yet to be proven exactly true. Despite that fact, they have been of significant help for researchers since then. + Semiotics + Nonverbal Code Systems + Proxemics + Kinesics All these theories pointed out that, in one way or another, nonverbal behaviour affects human interaction in daily life without us realizing it. Hence it is most important for us to study nonverbal behaviour in order to improve our interaction. The theoretical model of interviewee performance proposed by Huffcutt, Iddekinge and Roth (2011) has helped us construct our own conceptual framework. Their study on interviewee performance has suggested that interviewee performance consists of several variables, forming different sets of factors which may involve behaviours of both the interviewee and interviewer. This recently-constructed model has been of great help for us to examine the effect of interviewee nonverbal behaviours. Empirical review: Conceptual framework: Based on the theoretical model presented by Huffcutt, Iddekinge and Roth (2011), we have created our own conceptual framework by sorting out the irrelevant factors, not concerning nonverbal behaviours, and modifying the remaining sets of factors. This framework explains how interviewee performance reflects his or her nonverbal behaviours through three different elements: interviewee characteristics, interviewee state and interviewer-interviewee dynamics. + Interviewee Characteristics may affect the interviewee nonverbal behaviour, hence his or her performance. For example, apparently, Asian men and European men have significantly different understandings about nonverbal behaviours. + Interviewee State can reflect his or her true intentions, feelings and thoughts. Fortunately, it is quite easy to observe one’s behaviours and figure out their state. Invariably, the eyes, arms and legs are considerably informative about our feelings and thoughts. + Interviewer – Interviewee Dynamics refers to the interrelationship between interviewer and interviewee. This is one of the most important set of factors as the interaction between interviewer and interviewee can significantly enhance or worsen interviewee performance. For instance, when the interviewee nonverbal behaviours match with those of the interviewer, this means that they are attracted to each other. III. Methodology: Qualitative From the 70s to the 90s, researchs about nonverbal behaviours mainly focused on quantitative method as the researchers thought that with exact and accurate numbers, they could have been able to shed light on ‘the myth of nonverbal communication’. It was not as effective as they thought. Since 2000, qualitative method has replaced quantitative as the critical method for this area due to its in-depth and detailed findings, highly-focused on the problem. Presumably, it is reasonable for us to use qualitative method in this study. For the qualitative method, we need to collect data from the interview process, preferably videotaped interviews from certain companies, regarding: + How accurately can interviewer identify interviewee nonverbal behaviours? + How can interviewer rate interviewee nonverbal behaviours? Specifically what are the most important nonverbal behaviours that the interviewee needs to possess or display? Consequently, the relationship between these nonverbal behaviours and the three elements mentioned above are examined to identify the effects of interviewee nonverbal behaviours on interviewee performance. Data analysis method: We intend to use inductive approach as it is very common and effective in qualitative method. In addition, this might be the first research ever in Vietnam about this problem. Hence inductive approach is most suitable for our research. IV. Data Sampling: Primary and Secondary Data Data Collection Method: + Interview + Focus group + Observation Sampling: In order to acquire more accurate data, we agree to collect data from the interview process in several human resource companies in Vietnam, such as: + Talentnet + RGF HR Agent Vietnam + Faro Recruitment Vietnam + Kosaido HR Vietnam + HR2B + JSC + NIC + Le Associates + Manpower Group ­Ã‚ ­TM As many researchs since 2000, we expect to use judgment sampling because it might help emphasize the experiences and expertise of the researchers in the research process, which later can contribute to the depth and detail of our findings. V. Appendix/References: M. L. Knapp and J. A. Hall (2005), Nonverbal Communication in Human Interaction (6th Edition), Belmont, CA: Wadsworth. A. Mehrabian (1972), Nonverbal Communication, Aldine Transaction. M. A. Gotcher (1990), Nonverbal Communication In The Job Interview: First Impressions And Nonverbal Immediacy, Texas Tech University, 1990. S. P. Levine and R. S. Feldman (2002), â€Å"Women and Men’s Nonverbal Behaviour and Self-Monitoring in a Job Interview Setting†, Applied Human Resource Management Research, Volume 7, Number 1, 1-14. D. Weinstein (2012), â€Å"The psychology of behaviourally-focused rà ©sumà ©s on applicant selection: Are you hiring managers really hiring the ‘right’ people for the ‘right’ job?†, Business Horizons 55, 53-63. T. V. McGovern and H. E.A. Tinsley (1978), â€Å"Interviewer Evaluations of Interviewee Nonverbal Behaviour.†, Journal of Vocational Behaviour 13, 163-171. A. I. Huffcutt, C. H.V. Iddekinge, P. L. Roth (2011), â€Å"Understanding applicant behaviour in employment interviews: A theoretical model of interviewee performance.†, Human Resource Management Review 21, 353-367.

Organizational performance Essay

Today’s society is diverse and rapidly changing and it is the organisation’s ability to adapt or be in fit with the external environment that will determine its overall performance. Ethical issues arise throughout all organisations daily activities but it is the continual debate about what is right or wrong that will shape ethical decision making now and for generations to come. This essay aims to investigate culture within the internal environment and how culture plays a role in an organisation’s ability to fit in with the environment. According to (Samson and Daft, 2003:80) the internal environment is â€Å"composed of present employees, management and business culture†. This essay will investigate how culture plays a role in the organisations overall success. In addressing the issue it will be shown how the external environment has changed in terms of how organisations are evaluated. How changing an organisation’s culture can help the organisation be in fit with the external environment and how the success of changing culture may depend on the level of employee moral development. It is argued that the organisation’s performance depends on a fit between the organisation and its external environment. Body Key point 1: How the external environment has changed in terms of how organisations are evaluated. The external environment has changed with respect to how organisations are evaluated today. According to ( Samson and Daft, 2003:79) the external environment is â€Å"all elements existing outside the organisation’s limitations that have the possibility to affect the organisation†. Companies around the world have started to realise that investors are not concerned exclusively with financial performance (Tschopp, 2003). The days of companies being  evaluated on their financial performance are gone and companies are now finding that they are being evaluated on a more overall perspective. Increasing the ethical obligations can help an organisation when adapting to the external environment. According to ( Samson and Daft, 2003:147) ethics is † the code of honourable principles and standards that governs the behaviours of an individual or group with respect to what is correct or incorrect.† If ethics is incorporated as part of the organisation this can lead to improvements in the workplace and towards society. The triple bottom line approach has been introduced as a way of achieving overall success both internally and externally throughout the organisation. Triple bottom line entails reporting on economic, social, and environmental issues. Corporate success should be considered not just by the traditional financial bottom line, but also by its social/ethical and environmental performance ( Samson and Daft, 2003). Triple bottom line has not only put the emphasis on managers to not only make a profit but to also consider the surrounding external environment that they could be affecting. Businesses now report annually on social and environmental performance as well as their financial performance because they know it provides a more complete measure of long-term value creation and strategic opportunity (Tuchman. J, 2004). Key Point 2: Organisations need to change to fit. They can do this by changing an organisation’s culture to fit in with the external environment. The external environment has altered and it’s the organisation’s ability to change to keep in touch with the external environment that determines its performance. One way an organisation can change to keep in contact with the environment is by altering it’s culture. According to (Samson and Daft. 2003: 94) culture is â€Å"the knowledge, beliefs, values, behaviours and ways of viewing shared among members of a society†. Organisational culture has been defined, in very simple but intuitive words, as â€Å"the way we do things around here† (Domenec, 2003). The notion that we can make others do what we want them to do by persuading them to want to do  it is one that has a long pedigree. This notion became formalised as an integrative view of organisation culture and became more ingrained after the publishing of the book In Search of Excellence in 1982 (Thomas J. Peters and Robert H. Waterman, Jr., 1982) Moving towards greater corporate responsibility may require culture change or at least cultural re-enforcement. The fundamental values that exemplify cultures at these and other organisations can be understood through the noticeable manifestations of symbols, stories, heroes, slogans and ceremonies. Any organisation’s culture can be interpreted by observing these factors (Samson and Daft, 2003:95). By incorporating symbols, stories, heroes, slogans and ceremonies into an organisation’s culture they will be able to adapt to the changing external environment. According to (Samson and Daft, 2003:97) slogan is † a phrase or sentence that succinctly expresses a key corporate value†. Hungry Jacks for example has the slogan † The burgers are better at Hungry Jacks†. They have incorporated this slogan as part of their culture to try and separate them from the other competitors. By incorporating the different types of culture into and organisation, may change the way managers and employees think to incorporate social and natural environmental responsibilities into the workforce. Key Point 3: The success of changing culture may depend on the level of employee ethical development. The success of changing culture can depend on numerous factors but the level of employee ethical development plays a role. The three levels of personal moral development could pose a problem for employee ethical development. The theory developed by Kohlberg goes through the different stages of employee development from pre-conventional to post conventional. Starting at the pre-conventional level which focuses on right vs. wrong and the behaviour is on one’s self to the conventional level which focuses on the  group rather then one’s self. Then lastly Kohlberg’s post-conventional level of individual development which focuses on abstract and self-chosen principles (Arnold and Lampe, 1999). Kohlberg’s theory brings attention to the fact that if employees are going in different directions it can hinder the success of an organisation. If there are employees who are focusing on what is right vs. wrong and other employees who are following self chosen principles even though they know people hold different views. In this sense, the greatest danger to modern organisations is the betrayal of â€Å"ambitious, selfish, untrustworthy people who care more for their own progression than the mission of the organisation† (Domenec, 2003). Since each person is unique, each one can focus on personal accomplishment in very different ways (Domenec, 2003). Conclusion This essay investigated culture within the internal environment and how culture plays a role in an organisation’s ability to fit in with the environment. In support of this argument there has been evidence supported to show how organisations incorporate culture to be in fit with the changes of external environment. Organisations are finding that they are being evaluated not only on their financial status but also their social and environmental performance. This has meant that organisations have had to change their culture to compensate in the change in evaluation. An organisation culture can be observed through such factors as slogans and symbols which now have to coincide with the external environment. The success of the changing culture can depend on the level of employee ethical development and at what stage everyone is at. If an organisation is united and following the same path or views they may find greater overall success. Views that link an organisation’s culture with its performance seek to shape managers and employees understandings in a common and coherent direction (Kolter and Keskett, 1992). Bibliography: 1. Samson, D., & Daft, R.L. (2003) Management: Pacific rim edition. Victoria: Thomson. 2. Thomas J. Peters and Robert H. Waterman, Jr., In Search of Excellence: Lessons from America’s Best-Run Companies (New York: Warner Books, 1982), 3. Tuchman, J. 2004, Big Owners Balance Triple Bottom Line [online], Available from URL: http://www.enr.com/news/bizlabor/archives/040809-1.asp 4.

Handling Complaints: How Did the Employee Respond?

In our case, a guest is having meal in The Hong Kong Jockey Club. She has order an a la carte with steak. She would like her steak with well done. Unfortunately, the waiter gives her a wrong meat temperature dish, i. e. medium. The guest is not satisfy with the dish and begin lose temper asking for explanation. The waiter has do the following step to provide the right and quality service to the guest. Firstly, the waiter tries to calm the guest down. Secondly, he is listening to the guest’s grievances, so as to provide the right service to the guest again.And he is allowing the guest to vent, to let the guest express her unsatisfactory. Thirdly, the employee tries to apologize for the wrong service, to give the image that our restaurant is willing to correct our mistake and not to happen again. Fourthly, the employee has done the corrective action. He asks the chef to cook the dish again as soon as possible. And with the correct meat temperature i. e. well done. This can show to the guest that we have a positive â€Å"can do† attitude. Finally, servicing the guest with politeness again. The skills and theories that we have apply in the case:For the procedural side: We have attempt timeliness. When the guest has problem regarding the steak she ordered. The employee has taken immediate action to approach to the guest. Listening what is her concerns and grievances. Then make a corrective action. Therefore, we can practice the moment of truth to the guest. Communication skill also applies on our case. When the employee notice that the food production section have cook the wrong dish to the guest. He immediately asks the chef to cook it again with the right meat temperature. And this dish is the first priority to be cooked.So the guest needs not to wait for longer time. This can show that we apologize for our fault. For the personal side: Firstly, positive attitude can be found in the case. When the guest is complaining with the wrong dish, we immediat ely apologize for our fault. And we do try clam the guest down to let her vent her dissatisfy feeling. Also the employee listens to her concerns and grievances as to give the right service to her again. Secondly, guidance also can be found in the case. The employee use positive wordings like â€Å"Please wait; let me order a new one for you. This shows that we are willing to be of assistance. And we are concern of every customer’s needs. No one we will miss out. Lastly, we have solved the problem immediately when guest has a problem. The employee immediately calls the chef to cook the right dish as soon as possible. Therefore, the guest no needs to wait for long time to have her meal. So the guest tempers being recovered very soon. And do not affect her feeling while dinning out. Recommendations for improvement To avoid the problem happen again, I suggest when taking order from the guest, repeat what items the guest had ordered.It is because double check of order can prevent mistake, sometimes the environment is noise, and service provider may not listen well to what the guest has ordered. Also, the chef can ask clarification from the front line staff when come across some rare food order. It is because in tradition in cooking steak, cooking steak with well done are not commonly found in western eating culture. When the chef comes across with this kind of rare cooking method, he can ask the front line staff to make clarify. Then mistake can be minimize.

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