This 4 page paper discusses three separate and diverse issues. The first explains what an unstructured interview is and what's wrong with it. The second discusses pre-training attributes that would lead to more effective training. The last discusses five bases of power, sometimes referred to as types of power. Bibliography lists 5 sources.
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advance but the interview tends to be structured to allow free-flowing conversation that is non-threatening to the interviewee (BusinessDictionary.com, 2009). This is a very casual interview process that does not
have a pre-set structure (MacGregor Research, 2005). The very casualness of the unstructured interview is its problem. Lacking a predetermined list of questions, a purpose for each question, and a
procedural structure means that the interviewer will not obtain the same kinds of information from each interviewee (BusinessDictionary.com, 2009). Different questions will happen in each of the interviews because
it is a free-flowing conversation as opposed to a structured interview that is designed to gain the same types of information from all candidates. The interviewer cannot accurately compare the
competencies of each candidate when they use an unstructured approach (MacGregor Research, 2005). There are a variety of reasons companies may still use this type of interview. They may want
to make the interview setting comfortable for the candidates, which they think will provide them a clearer picture of the candidates abilities and attitudes. Probably the main reason is
that it is easy. It takes time to formulate a list of questions that will obtain the information the interviewer really needs. 2. Impact of Pre-training attributes to
Training Effectiveness Switzer, Nagy and Mullins (2005) report there are numerous variables that affect the effectiveness of any training program. Given the fact that American organizations spend an aggregate
total of about $60 billion every year on training employees, it is useful to know and understand the variables that will impact the effectiveness of training (Switzer, Nagy and Mullins,
2005). Effectiveness can be defined as transferring the training to the work area to become more productive, efficient, etc. One of the variables identified is pre-training motivation. Individuals who