The Impact of Virtual Employment Interviews on the Teacher Hiring Process

In this article, we explore whether the evaluation instruments used to recruit teachers in the national teacher hiring process in Peru are good predictors of teacher effectiveness. To this end, we estimate teacher value-added (TVA) measures for public primary school teachers in 2018 and test for their correlation with the results of the 2015 and 2017 national evaluations. Our findings indicate that among the three sub-tests that comprise the first, centralized stage of the process, the curricular and pedagogical knowledge component has the strongest (and significant) correlation with the TVA measure, while the weakest correlation is found with the reading comprehension component. At the second, decentralized stage, we find no significant correlation with our measures of TVA for math, as well as non-robust correlations for the professional experience and classroom observation evaluation instruments. A positive and significant correlation is found between the classroom observation component and TVA for reading. Moreover, we find correlations between our measure of TVA and several teacher characteristics: TVA is higher for female teachers and for those at higher salary levels while it is lower for teachers with temporary contracts (compared to those with permanent positions).

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Heir to the Throne: Choice of the Replacement CEO After Unexpected CEO Turnovers

International Journal of Financial Research ◽

10.5430/ijfr.v9n2p172 ◽

2018 ◽

Vol 9 (2) ◽

pp. 172

Author(s):

Mia L. Rivolta

Keyword(s):

Shareholder Wealth ◽

Senior Management ◽

Leadership Transition ◽

Board Members ◽

Ceo Succession ◽

Management Turnover ◽

Stock Performance ◽

Hiring Process ◽

The Impact ◽

Selection Of

This paper analyzes firms’ choice of replacement CEOs after unexpected CEO turnovers, and the impact of the replacement decision on shareholder wealth. More specifically, I investigate whether the selection of replacement CEOs from the board facilitates a smoother leadership transition. I find that while selecting replacement CEO from existing board members allows the company to quickly fill the CEO position, thereby reducing uncertainty and transitional costs (measured by new CEO turnover, senior management turnover and delay), it may not be beneficial to shareholders. I provide evidence that replacing departing CEO with a board member is negatively associated with stock performance for up to two years. This paper is a step forward towards the understanding of the roles boards play in the CEO succession and new CEO hiring process.

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Racial and Ethnic Discrimination in the Labor Market for Child Care Teachers

Educational Researcher ◽

10.3102/0013189x19867941 ◽

2019 ◽

Vol 48 (7) ◽

pp. 394-406 ◽

Cited By ~ 1

Author(s):

Casey Boyd-Swan ◽

Chris M. Herbst

Keyword(s):

Child Care ◽

Ethnic Discrimination ◽

Ethnic Composition ◽

Teacher Hiring ◽

Job Seekers ◽

Data Set ◽

Customer Base ◽

Hiring Process ◽

Racial And Ethnic Discrimination ◽

Child Care Regulations

This article examines racial and ethnic discrimination in the child care teacher hiring process. We construct a unique data set that combines a résumé audit study of center-based providers with a follow-up survey of those in the original audit sample. Fictitious résumés were randomly assigned White-, Black-, and Hispanic-sounding names and submitted in response to real teacher job advertisements. The survey was then administered to capture the characteristics of children, teachers, and administrators within the center. These data reveal three key results. First, we find robust evidence of discrimination: Black and Hispanic applicants receive significantly fewer interview requests than observationally equivalent Whites. Second, our results are consistent with a model of customer discrimination: The racial and ethnic composition of the center’s customer base is correlated with the characteristics of job seekers receiving an interview. Finally, we show that states’ child care regulations mitigate the racial and ethnic gap in interview requests.

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The impact of family roles on employee’s attitudes and behaviors

Journal of Management Development ◽

10.1108/jmd-07-2015-0096 ◽

2016 ◽

Vol 35 (5) ◽

pp. 623-635 ◽

Cited By ~ 1

Author(s):

Scott L Boyar ◽

Teresa A. Wagner ◽

Amanda Petzinger ◽

Ronald B. McKinley

Keyword(s):

Life Satisfaction ◽

Job Performance ◽

Structural Model ◽

Employee Performance ◽

Performance Data ◽

Family Roles ◽

Content Type ◽

Hiring Process ◽

Core Self ◽

The Impact

Purpose – The purpose of this paper is to examine two important family roles, financial and caregiver, and their impact on four relevant outcome variables: absenteeism, partial absences, employee performance, and life satisfaction; they also explore the intervening impact of core self-evaluations (CSE) among these relationships. Design/methodology/approach – Data are collected using a questionnaire and actual employee performance data. Hypotheses were assessed in a structural model using LISREL. Findings – The results demonstrate the impact of family roles on important outcomes, such as absenteeism and life satisfaction, as well as limited support of the moderating impact of CSE. Further, life satisfaction was significantly impacted by family roles and influenced job performance. Research limitations/implications – Although the measures were self-reported, actual job performance data were collected from company records; such a design should limit the risk of common method variance (Podsakoff et al., 2003). Practical implications – Two family roles were shown to impact life satisfaction and these were positively moderated by CSE. Therefore, organization can develop family-friendly programs and policies to support employee’s multiple family roles in an effort to increase employee’s levels of life satisfaction and job performance. Incorporating CSE in the hiring process or providing employees with the skills and abilities to enhance their level of CSE should impact job performance. Originality/value – The study contributes by assessing family roles using gender-neutral measures that assess level of role engagement. It also incorporates a dispositional variable, CSE, and its relation to family roles and job performance.

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The impact of gender and profit margin on the duration of hiring process for professional service firms

Evidence-based HRM a Global Forum for Empirical Scholarship ◽

10.1108/ebhrm-10-2017-0055 ◽

2018 ◽

Vol 6 (2) ◽

pp. 153-165

Author(s):

Vikas Agrawal ◽

Leigh Hartman ◽

Clayton Rasberry ◽

Gordon Arbogast

Keyword(s):

Significant Interaction ◽

Profit Margin ◽

Candidate Selection ◽

Content Type ◽

Profit Margins ◽

Hiring Process ◽

The Impact ◽

Open Position ◽

Job Position

Purpose The purpose of this paper is to explore the impact of recruiter gender and profit margin on the duration of the hiring process in professional services firms (PSFs). Design/methodology/approach In evaluating over 500 recruiting transactions in a PSF, a factorial ANOVA was performed to determine if there is a significant interaction between recruiter gender and profit margin on days it take to fill an open position. Findings The results suggest a significant interaction exists between the recruiter gender and profit margin variables in effect on days that it takes to fill an open position. At lower job position profit margins, female recruiters were found to outperform their male counterparts. Conversely, at higher job position profit margins, male recruiters appear to outperform female recruiters. Research limitations/implications This research is focused on the duration of the recruiting process and does not address the quality of candidate selection. An evaluation of the quality of candidate selection contrasted with the time it takes to hire should be an essential consideration for future research. Practical implications If job vacancies remain vacant at client firms for an extended period, this could adversely impact the financial and reputational health of small PSFs. By focusing on key variables that impact the recruiting timeline, management may be able to consider interventions that would improve both the recruiting process and firm’s financial health. Originality/value This study provides a unique contribution by focusing on the recruiting timeline, recruiter gender, profit margin, and the resulting ability of a PSF to proactively manage its revenue.

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Use of ePortfolios in K-12 teacher hiring in North Carolina: Perspectives of school principals

International Journal of Education Policy and Leadership ◽

10.22230/ijepl.2012v7n4a336 ◽

2012 ◽

Vol 7 (4) ◽

Cited By ~ 2

Author(s):

Abdou Ndoye ◽

Albert Dieter Ritzhaupt ◽

Michele A Parker

Keyword(s):

North Carolina ◽

Teacher Candidates ◽

School Principals ◽

Technology Skills ◽

Teacher Hiring ◽

Delivery Method ◽

Hiring Process ◽

Prior Use ◽

Pros And Cons ◽

K 12

This study explored the perceptions of principals involved in the hiring process of K–12 teachers in 11 counties in southeastern North Carolina. Forty-nine principals responded to a survey on ePortfolio use in the hiring process: the pros and cons, desirable artifacts, stage of use, preferred delivery method, and improvements that can increase their usage. We examined each of these questions and whether certain factors (prior use, technology skills, and years as a hiring agent) predict principals' ePortfolio use. Our findings suggest that ePortfolios provide improved and current information about teacher candidates that is easily accessible and organized. Collectively, this allows principals to assess teacher candidates’ suitability for employment. Although, there are problems associated with ePortfolio use during hiring, which are detailed below, the results suggest that principals most frequently use ePortfolios during the interview process, prefer delivery via a website address, and that prior use is the best predictor of future ePortfolio use.

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Interviewers' perceptions of impression management in employment interviews

Journal of Managerial Psychology ◽

10.1108/jmp-10-2012-0295 ◽

2014 ◽

Vol 29 (2) ◽

pp. 141-163 ◽

Cited By ~ 51

Author(s):

Nicolas Roulin ◽

Adrian Bangerter ◽

Julia Levashina

Keyword(s):

Field Study ◽

Impression Management ◽

Design Methodology ◽

Employment Interviews ◽

Content Type ◽

Image Protection ◽

Self Reports ◽

Image Creation ◽

The Impact ◽

Practical Implications

Purpose – Applicants often use impression management (IM) in employment interviews, and such tactics can considerably influence interviewers' evaluations of their performance. Yet, little research has examined interviewers' perceptions of such behaviors. This paper aims to examine if interviewers' perceptions of various IM behaviors converge with applicants' self-reports and the impact of interviewers' IM perceptions on interview outcomes. Design/methodology/approach – Findings are based on data from a field study of 164 real employment interviews, conducted in recruiting agencies in Switzerland. Findings – Interviewers' perceptions do not converge with self-reported applicant IM. Interviewers' perceptions of self-promotion and perceived applicant transparency are positively related to interview evaluations, while perceptions of slight image creation tactics are negatively related to interview evaluations. Perceptions of deceptive ingratiation, image protection, and extensive image creation were not related to evaluations. Practical implications – It may not be that easy for interviewers to identify when applicants use IM, partly because they may be prone to overconfidence in their judgments and may (wrongly) believe they can “see through the applicant”. Also, what may actually matter in interviews is not the impression applicants think they are making, but interviewers' perceptions of applicant IM. Originality/value – This study investigates interviewers' perceptions in addition to applicants' self-reports of five types of IM in real employment interviews, and how such perceptions are related to interview outcome.

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Improving Police-Community Relations in the USA

Global Perspectives on Reforming the Criminal Justice System ◽

10.4018/978-1-7998-6884-2.ch003 ◽

2021 ◽

pp. 40-55

Author(s):

Marty Allen Hatfield

Keyword(s):

Law Enforcement ◽

Community Relations ◽

Future Research ◽

Law Enforcement Agencies ◽

Hiring Process ◽

Community Oriented Policing ◽

The Usa ◽

Model Law ◽

Police Community Relations ◽

The Impact

To prevent and control crime using the community-oriented policing model, law enforcement agencies must develop positive relationships and partnerships with the communities they serve. Unfortunately, several obstacles impede the development and maintenance of police-community partnerships, particularly excessive force and other forms of misconduct, and negative coverage of law enforcement by the media. To restore public trust in the police, agencies must implement competency-based interviews and assessments during the hiring process; develop a recruitment plan to attract more diverse applicants; provide regular crisis intervention, de-escalation, and implicit bias training to all officers; and evaluate and make any necessary improvements to existing use-of-force and disciplinary policies. Future research should continue to evaluate the impact of community policing on crime rates, the impact of body-worn cameras on misconduct, and the correlation between higher education and misconduct.

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If They Come Here, Will They Fit? A Case Study of an Urban No-Excuses Charter Management Organization’s Teacher Hiring Process

Urban Education ◽

10.1177/0042085919860564 ◽

2019 ◽

pp. 004208591986056

Author(s):

A. Chris Torres

Keyword(s):

Student Discipline ◽

Teacher Hiring ◽

Realistic Job Preview ◽

Teachers Perceptions ◽

Hiring Process ◽

Contextual Feature ◽

Teacher Surveys ◽

Before And After ◽

Charter Management Organization

This case study of one “no-excuses” charter management organization (CMO) uses teacher surveys and interviews with principals, central office staff, and teachers to examine how a realistic job preview is enacted during the hiring process, and how newly hired teachers perceive their fit with the job and the organization before and after starting the position. Findings show a strong emphasis on honestly and clearly communicating expectations during the hiring process. Consequently, teachers’ perceptions of the job and the organization were initially high at the time of hire. However, these perceptions decreased most significantly in views of student discipline, a key contextual feature of the no-excuses model.

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