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UNIVERSITI TEKNOLOGI MARAFACULTY OF INFORMATION MANAGEMENTCOMMUNICATION SKILLS FOR INFORMATION PROFESSIONAL( IMD121 )TITLE :ARTICLE SUMMARYPREPARED BY :NAME UiTM ID NUMBER MOHAMAD BADRUL HUSNI BIN AHMAD ALI HUSNI 2020461086 MUHAMMAD ZAIDAN BIN ZAWANI 2020808938 MUHAMMAD NOOR AZAMI BIN WAHID 20208799...

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UNIVERSITI TEKNOLOGI MARA FACULTY OF INFORMATION MANAGEMENT COMMUNICATION SKILLS FOR INFORMATION PROFESSIONAL ( IMD121 )

TITLE : ARTICLE SUMMARY

PREPARED BY : NAME

UiTM ID NUMBER

MOHAMAD BADRUL HUSNI BIN AHMAD ALI HUSNI

2020461086

MUHAMMAD ZAIDAN BIN ZAWANI

2020808938

MUHAMMAD NOOR AZAMI BIN WAHID

2020879998

MUHAMMAD HAKIMIE BIN MOHD JALANI

2020874692

PREPARED FOR : MADAM RASHIDAH BINTI MOHAMED

CLASS : JIM110 2D

SUBMISSION DATE : 24TH JUNE 2021

TABLE OF CONTENTS

ACKNOWLEDGEMENT……………………………………………………………………………..1 ARTICLE REVIEW 1 ABSTRACT…………………………………………………………………………………………...2 INTRODUCTIN……………………………………………………………………………………….2 OBJECTIVES………………………………………………………………………………………….3 DISCUSSION………………………………………………………………………………………….3 CONCLUSION………………………………………………………………………………………...4 BIBLIOGRAPHY……………………………………………………………………………………...4 ARTICLE REVIEW 2 ABSTRACT…………………………………………………………………………………………...5 INTRODUCTIN……………………………………………………………………………………….5 OBJECTIVES………………………………………………………………………………………….6 DISCUSSION………………………………………………………………………………………….6 CONCLUSION………………………………………………………………………………………...7 BIBLIOGRAPHY……………………………………………………………………………………...7

ACKNOWLEDGEMENT

First and all, we want to thank Madam Rashidah Binti Mohamed, our IMD121 lecturer, for her ongoing support and encouragement. We express our gratitude for the educational possibilities provided by our speaker. Without the help of our classmates, we would not have been able to finish our assignment. Thanks also to our parents, who have always been supportive of us since we were children. Finally, we trust that this assignment will meet the standards you require.

1

ARTICLE REVIEW 1 : Is anybody listening? The impact of automatically evaluated job interviews on impression management and applicant reactions

ABSTRACT This case study is testing argument from previous research suggesting that applicants whose interview will be automatically evaluated but could react negative to interview. This study work using method took an online mock interview via recording messages, and after that participant will report their honest behaviour as they reaction to the interview. The participant felt they had fewer opportunities to perform during the interview session and provided shorter answer. The finding from this found that automatically evaluated interviews might affect interview validity and influence interview response behaviour. Hiring manager maybe can decrease automatically evaluated interview application, however this also challenge organization to pay attention to negative effects. This is first study case that investigating the impact of automatically evaluated interview on application behaviour and reactions. Keywords: Personnel selection, Job interview, New technologies, Automatic applicant assessment, Impression management, Faking, Applicant reactions

INTRODUCTION As we know, each year technologies development is increasing. The advanced technologies had given big impact to many industry and people, include the job interview session. The technologies assisted job interview from classical telephone interview to automatic assessment of interview. The reason why this new advanced technology method has been development in job interview session is because the higher efficiency and independence from time and space when conducting interview session. The provider of automatically evaluated interview also promise that with new technologies that they had, it still can reduction human influence on application rating while lead to more fairness and objectivity. There was theoretical assumption that applicant engage less impression management (IM) during technology advanced interviews. Media richness theory predicts it is not possible to use interview-directed impression management (IM) behaviour during the interview technology session. The applicants may not familiar as they know that their interview answer will be analysed automatically by machine and not human. This may make the applicant’s honest answer rate decrease as well automatically evaluated interview approach them during interview session. Evaluated interview also might increase potential validity of interview as they only reveal good side of them rather than showing they real abilities during impression management (IM).

The research also shows that technology-enhanced interviews evoke a negative reaction from applicants as the opportunities to use IM during interviews distracted. Hiring manager for using technology-enhanced interviews might ensure that applicants show they true colour during interview as this might help remove the applicants that does not belong into that work. Still now the technology-enhanced job interview is speculative as it still lacks IM use in the interview session.

OBJECTIVES A new study tests arguments from previous research suggesting that applicants whose interviews will be automatically evaluated may use less impression management (IM) but could react more negatively to the interview. The aim of the study is to examine how people react when algorithms automatically evaluate their responses to an interview.

DISCUSSION This study case research aims to investigate the effect of perceived automatic evaluation of job interviews on IM behaviour and applicant reactions and the results from this study is to provide empirical evidence for the existence of trade-off between behaviour IM and applicants reaction during interview session, including technology that affect behaviour the antecedents and consequences of IM behaviour. Participants reported slightly less use of deceptive IM but perceived slightly lower opportunity to perform when they expected their interview responses to be automatically evaluated. The results suggest that the experimental manipulation effected the interview behaviour of the participants. Participants who believed that the interview would be automatically evaluated ended up giving slightly shorter interview answers. Furthermore, the findings regarding the recording duration of interview answers and deceptive IM suggest that perceived automatic evaluation of interviews may influence behaviour during interviews. This may also imply that the use of automatic evaluation may have an impact on the validity of interviews. Since our findings show that the automatic evaluation only reduced deceptive IM, the latter assumption becomes even more likely. The research suggested where honest IM is a logical consequence of application situations while some industry need good

behaviour for good job experience. Automatic evaluation could be an intriguing way of preventing applicants from using deceptive IM while preserving applicants' honest, natural, and, in some industries, even desirable IM behaviour. Furthermore, regardless of the chance to use honest IM, participants perceived less opportunity to perform in the automatic evaluation condition, and deceptive IM did not correlate with opportunity to perform. Participants in the automatic evaluation condition may have been suspicious that the evaluation algorithm would be able to accurately assess their responses and assess their abilities. In contrast to the findings for opportunity to perform, our manipulation had no significant effect on other applicant reaction variables. In terms of job relevance, it appears that our participants were unimpressed with any version of the asynchronous audio recording interview. Fairness was not significantly different between the conditions in the current sample, indicating that informing applicants that there will be an automatic evaluation of the interview did not have a negative impact on their justice expectations. Concerning privacy, the results are clearer: the manipulation produced no significant differences. In the human rate condition, mean values of privacy concerns were, if anything, higher than in the respective hypothesis. Participants may be less concerned about such issues in the case of an automatic evaluation because they may have assumed that only a machine "listened" to the recordings

CONCLUSION The conclusion is that automated evaluation of job interviews is becoming more common in businesses, and the current study is one of the first to demonstrate the influence of technology-enhanced personnel selection procedures on traditional research areas such as IM and applicant reactions. As a result, it is envisaged that the number of researches investigating the influence of new technology processes on human resource management procedures would rise in the future years.

BIBLIOGRAPHY Langer, M., König, C.J. and Hemsing, V. (2020), "Is anybody listening? The impact of automatically evaluated job interviews on impression management and applicant reactions", Journal

of

Managerial

Psychology,

284. https://doi.org/10.1108/JMP-03-2019-0156

Vol.

35

No.

4,

pp.

271-

ARTICLE REVIEW 2 : Strategic exit interviewing: encouraging voice, enhancing alignment and examining process

ABSTRACT In this article says that exit interviews should integrate employee input and be connected with other HR procedures to optimise their effectiveness. The goal of this article is to outline a three-step strategy for using exit interviews strategically. The suggested approach was applied to the case study, which showed circumstances, crucial occurrences, and cognitive processes that underpin leave decisions for employees in a variety of job categories. To characterise comparable employee withdrawal pathways, qualitative departure information is employed. Exit interviews are used in this case study to get insight into the underlying causes of voluntary departure. Other than that, use of the three-step exit interview process is expected to enhance HR decisions. Information gleaned from exit interviews pointed to HRrelated initiatives. Exit interviews can provide highly focused information that can help organisations increase retention and productivity. Keywords: Retention, Turnover (employee), Strategic human resource management, Voice, HR systems, Exit interviews

INTRODUCTION In my understanding this article mentions that employees leave organizations for many reasons, not simply to pursue a larger pay check. Effective employee turnover is particularly costly to companies in terms of staff replacement expenses. Reduced productivity during staff transfer, strained relationships with clients and consumers, diminished morale among existing workers, and the possibility of rivals obtaining talented people and insider information. This paper highlights the role of employee voice in the strategic use of exit interviews. Exit interviews may have unclear goals or are not clearly linked to corporate strategy, and data obtained from exit interviews is frequently seen as inaccurate. Exit interview data flaws might be caused by organisational obstacles to employee input. As a result, choices based on inadequate exit interview information are frequently inaccurate. Most HR professionals understand that different employment procedures are parts of a larger and interdependent system. Other than that, better alignment of exit interviews with other HR processes can improve the effectiveness of all processes by building a more rapidly adaptive organizational culture through continued employee voice. Managers and HR professionals must consider exit interviews as a chance for departing workers to express themselves about the business, including genuine concerns, bad experiences, and recommendations for change.

OBJECTIVES The purpose of this article is employees who had left a large marketing research firm were interviewed after they had left. People enjoy and respond favourably to similar things, according to social psychology principles, so the company intended to strengthen its competitive advantage by attracting and maintaining a varied set of personnel. Because using organisational representatives with whom a broad range of consumers could identify would elicit more honest feedback from consumers, the business believed a diverse workforce was a crucial part in its competitive strategy. In order to retain its diversity and competitive edge, the company investigated the underlying issues that contributed to previous employees' turnover.

DISCUSSION The authors highlight several points in this study, despite the fact that numerous variables that supervisors and SMEs believed affected turnover were listed, these aspects were typically less relevant than predicted. Although numerous supervisors claimed that pay satisfaction was a key role in turnover, this was only a primary issue for Job B; even then, several employees stated that their first views of compensation were favourable. This information was identified through detailed interviews, but may not have been found using a closed-ended electronic survey. When compared to the organization's usual exit procedures, which had previously obtained extremely limited information, this study's use of an external interviewer who collaborated with organisational staff to follow the recommended three-step process greatly increased the voice behaviours of former employees and revealed much richer and more useful information. Although, the three-step exit interview process is designed to increase employee empowerment and lead to voice that reveals strategically useful information for improving organisational processes and enhancing competitive advantage. It's possible that the process' effectiveness in this case was due to the interviewer's separation from the organisation and increased objectivity. The possibility of incorrect recall while questioning former workers who had previously left the business is a restriction. Participants in the current study had left the organisation up to 18 months before the interview. This factor in retrospective interviews may have diminished the accuracy of participant recall.

On the other hand, the time lapse might have allowed for a more holistic overview of the former employee’s experience that was not as heavily influenced by emotional reasons for exit. The information obtained through this innovative interview technique enabled the identification of variables that contributed to rising discontent and subsequent turnover among former workers in a variety of occupations. The creation of solutions to decrease turnover and sustain the diversity of this organization's staff was made easier by understanding the underlying reasons and processes. Interventions and outcome measurements should be followed throughout time to ensure that exit interview information leads to positive results at both the micro and macro levels.

CONCLUSION The author has concluded that exit interviewing's strategic usefulness can be boosted by a well-considered sequence of goal formulation, survey/interview development, and employee-centered administration, regardless of survey or interview methodologies, types of employees, internal or external interviewers, or specific interview material. Furthermore, the case study featured in this paper, with its mostly open-ended questions, answers to earlier recommendations for research into the cognitive processes that underpin turnover. The current authors recommend that organizations track employee satisfaction via key occurrences using retrospective or, even better, longitudinal research. The authors also reacted to proposals that scholars and human resources practitioners unite their interests and skills, bridging the gap between the two groups in addressing the widely utilized practice of exit interviews as an extension of employee voice.

BIBLIOGRAPHY Pace, V.L. and Kisamore, J.L. (2017), "Strategic exit interviewing: encouraging voice, enhancing alignment and examining process", Journal of Organizational Effectiveness: People and Performance, Vol. 4 No. 1, pp. 59-75. https://doi.org/10.1108/JOEPP-032016-0023...