Chapter 5 - Principles Of Interviewing

Question 1

The basic purpose for an interview is to impart or obtain information or

A. Improve operational techniques
B. Develop employee-supervisor relations
C. Further the goals of the organization
D. Influence behavior or attitudes

Answer 1

D. Influence behavior or attitudes

Question 2

During an interview it is sometimes difficult to reconcile individual differences with the organization’s goals, basically because

A. Organizational goals are seldom known
B. Conflicts of interest are always resolved in favor of the individual
C. An adequate appreciate for these goals has not been instilled in the interviewees
D. At the level of the interview, group goals are remote and respressive

Answer 2

C. An adequate appreciate for these goals has not been instilled in the interviewees

Question 3

Skillful supervisors learn about their employees by analyzing their work through inspection, by talking with them and

A. Studying their reports
B. Hearing about them
C. Researching their past
D. Consulting with other people

Answer 3

B. Hearing about them

Question 4

The degree of success a supervisor has in learning about his men by talking with them is directly related to

A. How well he is accepted
B. His ability to interview effectively
C. His rank and position
D. The effort he puts forth

Answer 4

D. The effort he puts forth

Question 5

The technique a supervisor uses to interview a subordinate should

A. Be consistent, with the emphasis on motivation
B. Be geared to learn about the individual
C. Develop a change in attitude and responsibilities
D. Vary, depending on the objective to be accomplished

Answer 5

D. Vary, depending on the objective to be accomplished

Question 6

An important difference between an interrogation and an interview is

A. The exchange of information is mostly unilateral in an interrogation
B. Interrogations usually do not have a dominant actor
C. Information exchanged is relatively uniform in both processes
D. An interrogation does not involve supervisory personnel

Answer 6

A. The exchange of information is mostly unilateral in an interrogation

Question 7

As a guide to cover salient points during an interview, a supervisor would find it useful to have

A. A stenographer present
B. Another supervisor present
C. A written outline
D. A personal history of the interviewee

Answer 7

C. A written outline

Question 8

Private interviews help avoid

A. The giving of false information
B. Deviating from a specific course
C. Authoritative-type discussions
D. Possible interviewee inhibition

Answer 8

D. Possible interviewee inhibition

Question 9

When beginning an interview, if the interviewer’s initial conversation relates to a matter of interest to the interviewee, it will usually

A. Bring about a calm and relaxed atmosphere
B. Stimulate responses from him
C. Reduce hostility and provide a more accurate response
D. Bring focus to the real area of concern

Answer 9

B. Stimulate responses from him

Question 10

The attitude of the interviewer should most nearly be

A. Domineering
B. Paternalistic
C. Overly authoritative
D. None of the above

Answer 10

D. None of the above

Question 11

Then central figure of each interview should be the

A. Interviewer
B. Interviewee
C. Subject matter
D. Need for improvement

Answer 11

B. Interviewee

Question 12

Learning occurs to a greater degree when a supervisor

A. Speaks
B. Writes
C. Listens
D. Reprimands

Answer 12

C. Listens

Question 13

One reason supervisors at times are not good listeners to what others are saying is they are

A. Preoccupied with the subordinate’s problem
B. Taken back by a hostile attitude
C. More used to speaking and giving orders
D. Often encouraging the subordinate to talk

Answer 13

C. More used to speaking and giving orders

Question 14

During an interview with a subordinate, he remarks, “Supervisors don’t seem to take the interest in their men they once did.” A good reply by the supervisor would be

A. “As they once did”
B. “Yes we do”
C. “Can you substantiate that?”
D. “You’re probably right”

Answer 14

A. “As they once did”

Question 15

During an interview with a subordinate, he remarks, “No matter how hard I work around here, I never seem to get any credit for it.” A good reply by the supervisor would be

A. “You get the credit you deserve”
B. “You never seem to get any credit?”
C. “You get as much credit as anyone else”
D. “Credit is given when it is due”

Answer 15

B. “You never seem to get any credit?”

Question 16

A subordinate advises his supervisor he would like to tell him something, but only on the condition it be kept strictly confidential. After the supervisor agrees and hears the information, he realizes it is vital to the department. Under the circumstances he should

A. Apologize for making an agreement and reveal the information
B. Try to get the subordinate to reveal the information on his own volition
C. Send an anonymous letter to the department head revealing the information
D. Accept the agreement he made and keep the information to himself

Answer 16

B. Try to get the subordinate to reveal the information on his own volition

Question 17

A supervisor is confronted by one of his men with a personal problem and he would like the supervisor to help. After hearing the problem, the supervisor realizes the solution is rather obvious, at least to him. Under the circumstances he should

A. Assist him in finding the solution, rather than telling him
B. Tell him the solution and how he arrived at it
C. Ask the subordinate if he has any solution prior to making a comment
D. Not become involved in personal problems of subordinates

Answer 17

A. Assist him in finding the solution, rather than telling him

Question 18

Hearing an employee’s problem you realize it has resulted from a lack of information. A supervisor may best overcome this by furnishing him with

A. Sound, logical advice
B. Facts as they become available
C. The desired information
D. The causes for problems

Answer 18

C. The desired information

Question 19

During an interview the emotions that are most transferred from one person to another are

A. Shyness or reticence
B. Anger or hostility
C. Talkativeness or silence
D. Lying or exageration

Answer 19

B. Anger or hostility

Question 20

The most common interviews between supervisors and subordinates are of

A. A formal nature
B. A disciplinary nature
C. An informal nature
D. An evaluative nature

Answer 20

C. An informal nature

Question 21

An acceptable place for informal interviews between supervisors and subordinates is where

A. Lunch is eaten
B. Briefing sessions are held
C. A coffee break takes place
D. All of the above

Answer 21

D. All of the above

Question 22

A supervisor should be careful when conducting an interview with a subordinate that he doesn’t make sublte comments or inuendoes about superiors or subordinate personnel because

A. The subordinate may not take his true feelings known
B. Future dealings with the supervisor mentioned may be seriously affected
C. He may be misinterpreted, misquoted, or misunderstood
D. The real purpose of the meeting will seldom be realized

Answer 22

C. He may be misinterpreted, misquoted, or misunderstood

Question 23

During the course of an interview with a subordinate, care should be used in what is said and also in how it is said. It would be well for a supervisor to proceed on the assumption that his comments are

A. Often not heard or understood to any degree
B. Subject to having hidden meanings read into them
C. Likely to reveal some of his shortcomings or weaknesses
D. An outlet for his frustrations and anger

Answer 23

B. Subject to having hidden meanings read into them

Question 24

During an interview a supervisor should avoid the appearance he is

A. Prying
B. The boss
C. Decisive
D. All of the above

Answer 24

A. Prying

Question 25

The primary objective of an employment interview is

A. To put an applicant at ease and judge his ability
B. A means of obtaining clues for use in determining character
C. An appraisal of the job seeker’s qualifications
D. To hire or fire an individual

Answer 25

C. An appraisal of the job seeker’s qualifications

Question 26

Beliefs, opinions, and attitudes revealed during an interview may best be described as

A. Confidential information
B. Revealing integrity
C. Secondary in importance
D. Subjective information

Answer 26

D. Subjective information

Question 27

A supervisor or interviewer will generally find it easiest to rate an individual’s

A. Fear
B. Poise
C. Temperament
D. Courage

Answer 27

B. Poise

Question 28

In rating individuals there is a term referred to as the “halo effect” and it most accurately means

A. Rating a person as the rater would like to be rated
B. Making a judgment based on one’s ability to speak well
C. Rating a person based on one favorable attribute
D. Using education and religion as the basis for rating

Answer 28

C. Rating a person based on one favorable attribute

Question 29

Well-planned personal history forms used in hiring police personnel are excellent for obtaining information regarding

A. The candidate’s background
B. His true personality
C. Defects in temperament
D. Job positions available

Answer 29

A. The candidate’s background

Question 30

Job interviews should be conducted in an atmosphere that is

A. Businesslike
B. Cordial and informal
C. Constructive and humane
D. Objective and formal

Answer 30

B. Cordial and informal

Question 31

The main function of the employment interview is to

A. Make an evaluation on employment qualifications that are not apparent
B. Get the organization’s side of the story across
C. Develop rapport, serve an interest, and hire an employee
D. Give information and make a friend

Answer 31

A. Make an evaluation on employment qualifications that are not apparent

Question 32

Progress interviews between supervisor and subordinate have as a major objective

A. The reviewing of past and future performance
B. To aid the subordinate to engage in self appraisal
C. A review of the subordinate’s work ability and his relationships with his peers
D. Just letting the subordinate know his supervisor is interested in him

Answer 32

B. To aid the subordinate to engage in self appraisal

Question 33

The progress-type interview should

A. Deal only with specific issues
B. Conform to certain specifications
C. Vary with the individual
D. Ultimately be reduced to writing

Answer 33

C. Vary with the individual

Question 34

When a supervisor is discussing a subordinate’s performance, he should avoid

A. Stressing his strong or weak points
B. Being specific in his constructive advice
C. Vague, general comments
D. Encouraging the subordinate to answer his own problems when possible

Answer 34

C. Vague, general comments

Question 35

The level of an individual’s performance is largely dependant on

A. An understanding supervisor
B. His personal development
C. Public support
D. His attitude

Answer 35

D. His attitude

Question 36

During a progress interview with a subordinate, his supervisor should avoid comparing him with other subordinates, primarily because

A. It will create bitterness and personal animosity
B. The other subordinates may have undesirable traits
C. His development will not exceed the aggregate average
D. Initiative and resourcefulness will be curtailed

Answer 36

A. It will create bitterness and personal animosity

Question 37

A progress interview between supervisor and subordinate must

A. Improve the quantity and quality of work
B. Result in equal satisfaction between both parties
C. Result in satisfaction or constructive guidance for the subordinate
D. Determine motives, reduce friction and improve morale

Answer 37

C. Result in satisfaction or constructive guidance for the subordinate

Question 38

During a converstaion with a subordinate you realize the resentment he feels over an incident has no basis whatsoever. You should

A. Allow him to speak his mind and generally agree with him
B. Realize the grievance is very real to him
C. Point out how foolish his resentment is and ask him to analyze the incident sensibly
D. Check the employee’s record to determine if he is a chronic complainer

Answer 38

B. Realize the grievance is very real to him

Question 39

A disciplinary action interview will

A. Be done in two settings: the investigation and conveying its results to the employee
B. Best be done after a “cooling off” period
C. Be done in an objective manner
D. All of the above

Answer 39

D. All of the above

Question 40

Interviews should be conducted with police who are leaving the department if the reason is

A. Voluntary resignation
B. Retirement
C. Termination for cause
D. All of the above

Answer 40

D. All of the above

Question 41

Interviewing of police who are separating from the department is especially helpful in determining

A. How they felt the department functioned
B. If the supervisor was good, fair, or poor
C. Useful or harmful hiring proceedures
D. What contribution they made to the department

Answer 41

C. Useful or harmful hiring proceedures

Question 42

When conduction a separation interview with an employee, it is most important

A. That the employee not leave feeling the department is a poor place to work
B. That dereliction or incompetency be pointed out as a reason for his separtation
C. That every effort be made to keep this employee as a part of the department
D. That the cause of his leaving is examined and corrected

Answer 42

C. Useful or harmful hiring proceedures

Question 43

In learing how to become a good supervisor, it is necessary to

A. Watch the experts
B. Analyze the interviewee
C. Gain experience and practice
D. Know and understand yourself

Answer 43

C. Gain experience and practice