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Managers' Perceptions of Cross-Cultural Differences in Job Interviews /

Record Type:	Electronic resources : Monograph/item
Title/Author:	Managers' Perceptions of Cross-Cultural Differences in Job Interviews // Arlene Marcia Garrick.
Author:	Garrick, Arlene Marcia,
Description:	1 electronic resource (251 pages)
Notes:	Source: Dissertations Abstracts International, Volume: 86-12, Section: A.
Contained By:	Dissertations Abstracts International86-12A.
Subject:	Leisure. -
Online resource:	https://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=31935372
ISBN:	9798286430215

Managers' Perceptions of Cross-Cultural Differences in Job Interviews /
Garrick, Arlene Marcia,

Managers' Perceptions of Cross-Cultural Differences in Job Interviews /Arlene Marcia Garrick. - 1 electronic resource (251 pages)

Source: Dissertations Abstracts International, Volume: 86-12, Section: A.

With a growing diverse workforce, cultural assumptions in interviews can lead to misunderstandings, incorrect hiring decisions, and lower organizational performance. Despite the growing research on workplace diversity, cross-cultural challenges in interviews remain underexplored. In this study I addressed this gap by exploring the impact of cultural differences on interview practices and hiring decisions within the hospitality industry, with a focus on the challenges human resource professionals face in navigating cross-cultural dynamics. The research objectives were as follows: 1) to explore whether cultural differences impact interviewers' expectations of applicants' behavior (non-verbal and verbal) during the interview process; 2) to explore if interviewers are conscious of unintentional systematic cultural biases in their interview process and what impact this has on hiring decisions; 3) to explore whether managers are more likely to reject job candidates whose responses are not culturally accepted than those whose answers fit cultural expectations; 4) to explore hiring managers' perceptions of cross-cultural miscommunication (non-verbal and verbal) and hiring decisions; and 5) to explore what organizational strategies are in place for reducing cross-cultural misunderstandings in communication during job interviews. A qualitative research design was used, involving semi-structured interviews with seven hiring managers from luxury hotel chains, recruited through purposive and snowball sampling. An interview guide developed based on the research objectives, was pilot tested with three participants to ensure logical flow, clarity, and alignment with the study's objectives. The interviews explored participants' experiences with cultural diversity, human resource management, and diversity-related challenges within their organizations.Interviews were transcribed and analyzed using a constructivist grounded theory approach, supported by NVivo software. Line-by-line coding identified initial patterns, leading to sub-themes such as communication barriers, assuming positive intent, cultural miscommunication and bridging the gap, and the role of corporate guidelines in reducing bias, leadership solidarity, cultural diversity in the workplace, and perceived impact of cross-cultural understanding on candidate evaluation, cultural sensitivity in hiring, training, and personal development. These sub-themes were synthesized into four main themes: Adaptability, Cultural Interaction, Intercultural Competence, and Emotional Intelligence. These themes informed the development of the Cross-Cultural Effectiveness Model (CCEM), which outlines key factors influencing inclusive hiring practices. The findings underscore the importance of cultural sensitivity, structured evaluation processes, and bias-mitigation training in supporting inclusive hiring practices. While participants acknowledged the strategic value of diversity, particularly in customer-facing roles, responses also reflected varying levels of awareness regarding unconscious bias and its impact on hiring decisions. Candidates whose responses were perceived as culturally misaligned were more frequently rejected, indicating a need to reassess prevailing hiring practices. A shift from the concept of 'cultural fit' to 'cultural addition' is proposed to position innovation and inclusivity as central to organizational effectiveness.Practical implications include the development of structured interview guides, training programs, and workshops designed to address biases and improve hiring practices. The introduction of the CCEM builds on existing theoretical frameworks, such as Hofstede's Cultural Dimensions and Attribution Theory, by offering a tool to support diversity and fairness. Further investigation is needed to assess the applicability of the CCEM across industries and its long-term impact on organizational performance. Enhanced cross-cultural awareness and improved hiring practices are identified as strategies to reduce bias, foster inclusivity, and strengthen organizational outcomes.

English

ISBN: 9798286430215Subjects--Topical Terms:

528341
Leisure.
Subjects--Index Terms:

Cross-cultural communication

Managers' Perceptions of Cross-Cultural Differences in Job Interviews /
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520 $a With a growing diverse workforce, cultural assumptions in interviews can lead to misunderstandings, incorrect hiring decisions, and lower organizational performance. Despite the growing research on workplace diversity, cross-cultural challenges in interviews remain underexplored. In this study I addressed this gap by exploring the impact of cultural differences on interview practices and hiring decisions within the hospitality industry, with a focus on the challenges human resource professionals face in navigating cross-cultural dynamics. The research objectives were as follows: 1) to explore whether cultural differences impact interviewers' expectations of applicants' behavior (non-verbal and verbal) during the interview process; 2) to explore if interviewers are conscious of unintentional systematic cultural biases in their interview process and what impact this has on hiring decisions; 3) to explore whether managers are more likely to reject job candidates whose responses are not culturally accepted than those whose answers fit cultural expectations; 4) to explore hiring managers' perceptions of cross-cultural miscommunication (non-verbal and verbal) and hiring decisions; and 5) to explore what organizational strategies are in place for reducing cross-cultural misunderstandings in communication during job interviews. A qualitative research design was used, involving semi-structured interviews with seven hiring managers from luxury hotel chains, recruited through purposive and snowball sampling. An interview guide developed based on the research objectives, was pilot tested with three participants to ensure logical flow, clarity, and alignment with the study's objectives. The interviews explored participants' experiences with cultural diversity, human resource management, and diversity-related challenges within their organizations.Interviews were transcribed and analyzed using a constructivist grounded theory approach, supported by NVivo software. Line-by-line coding identified initial patterns, leading to sub-themes such as communication barriers, assuming positive intent, cultural miscommunication and bridging the gap, and the role of corporate guidelines in reducing bias, leadership solidarity, cultural diversity in the workplace, and perceived impact of cross-cultural understanding on candidate evaluation, cultural sensitivity in hiring, training, and personal development. These sub-themes were synthesized into four main themes: Adaptability, Cultural Interaction, Intercultural Competence, and Emotional Intelligence. These themes informed the development of the Cross-Cultural Effectiveness Model (CCEM), which outlines key factors influencing inclusive hiring practices. The findings underscore the importance of cultural sensitivity, structured evaluation processes, and bias-mitigation training in supporting inclusive hiring practices. While participants acknowledged the strategic value of diversity, particularly in customer-facing roles, responses also reflected varying levels of awareness regarding unconscious bias and its impact on hiring decisions. Candidates whose responses were perceived as culturally misaligned were more frequently rejected, indicating a need to reassess prevailing hiring practices. A shift from the concept of 'cultural fit' to 'cultural addition' is proposed to position innovation and inclusivity as central to organizational effectiveness.Practical implications include the development of structured interview guides, training programs, and workshops designed to address biases and improve hiring practices. The introduction of the CCEM builds on existing theoretical frameworks, such as Hofstede's Cultural Dimensions and Attribution Theory, by offering a tool to support diversity and fairness. Further investigation is needed to assess the applicability of the CCEM across industries and its long-term impact on organizational performance. Enhanced cross-cultural awareness and improved hiring practices are identified as strategies to reduce bias, foster inclusivity, and strengthen organizational outcomes.
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