面試官不當行為對組織人才吸引力之影響 —以應徵者負向情緒感受為中介

根據社會認知理論，人的行為是由個人、環境和行為三因素的交互作用而影響。甄選面談是一個雙向溝通的過程，面試官和應徵者會相互評估並選擇是否將彼此間的關係轉變成長期的僱傭關係。理論上來說，這是雙方建立關係的起始點，基於人際交往的原則，彼此應該相互尊重且處於對等的位置。然而，面試官可能存在一些不合理的行為、或過程本身存在的不平等因素，使得應徵者可能會產生不同的反應。過去研究較關注面試官的正面行為對應徵者的影響，忽略了面試官的負面行為對應徵者產生的影響。而關於面試官負面行為的定義多出現在壓力式面談相關的文獻中，但對於其定義過於攏統。因此，本研究首先針對面試官較為負面之行為做更深入研究，透過關鍵事例法探討面試官在面試情境下展現出使應徵者感受到負向情緒感受之行為內涵及表現實例。其次，由於人際互動慣性和獲取工作機會的功利動機，即使面試官表現不當行為，應徵者可能會試圖做印象管理而隱藏負向情緒感受。然而，應徵者僅僅是刻意地不表達，實際上仍然會經歷負向情緒感受，這可能會對應徵者對組織的觀感產生負面影響，產生負面印象，進而影響應徵者是否願意加入組織。儘管面試官的不當行為對組織的人才吸引力和應徵者的情緒感受具有直觀的負面影響，且過去研究情緒與行為之間存在緊密聯繫，但目前仍缺乏實證研究來探討面試官不當行為對組織的人才吸引力產生的影響以及其中的中介過程。且我們無法確定是面試官行為引起應徵者的負向情緒感受。因此，本研究根據前導研究收集到的面試官不當行為，使用情境式腳本和模擬實驗的方式，呈現不同面試情境下，面試官不當行為對組織人才吸引力的影響。同時，透過自陳式量表讓受試者自我評估對於面試官行為的情緒感受。

關鍵字

面試官不當行為；應徵者情緒感受；應徵者行為反應；組織人才吸引力

並列摘要

According to social cognitive theory, human behavior is influenced by the interaction of three factors: individual, environment and behavior. The selection is a two-way communication process. The interviewer and the applicant will evaluate each other and choose whether to transform their relationship into a long-term employment relationship. Theoretically speaking, this is the starting point for the two parties to establish a relationship. Based on the principle of interpersonal communication, each other should respect each other and be in an equal position. However, there may be some unreasonable behavior of the interviewer, or the unequal factors in the process itself, so that the applicant may have different reactions. Previous research have paid more attention to the impact of the interviewer's positive behavior on the applicant, ignoring the impact of the interviewer's negative behavior on the applicant. The definition of interviewer's negative behavior mostly appears in the literature related to stress interview, but the definition is too general. Therefore, this study first conducts a more in-depth study on the more negative behaviors of interviewers, and explores the incident of interviewers' behaviors that make applicant feel negative emotions in interview situations through critical incident technique. Second, due to the inertia of interpersonal interactions and the utilitarian motivation to obtain a job offer, applicant may try to manage their impressions and not display negative emotion even if the interviewer behaves inappropriately. However, the applicants just deliberately not to express, but still experience negative emotions, which may have a negative impact on the applicant's perception of the organization, create a negative impression, and then affect the applicant's willingness to join the organization. Although the inappropriate behavior of interviewers has an intuitive negative impact on organizational attractiveness and the emotion of applicant, and there is a close relationship between emotion and behavior in past research, but there is still a lack of empirical research to explore the impact of inappropriate interviewer behavior on organizational attraction and the mediating process. And we can't be sure that it is the interviewer's behavior that caused the negative emotional feelings of the applicant. To sum up, this study uses situational scripts and simulated experiment to present the impact of interviewer misbehavior on organizational attraction in different interview situations based on interviewer misbehavior collected from previous studies. At the same time, the subjects self-evaluate their emotion towards the interviewer's behavior through a self-report inventory.