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Interviewing: Principles and Practices

© 2014
by Charles Stewart, William Cash

14th Edition 448 Pages Paperback / softback
9780078036941 0078036941
  • Description
  • Table of Contents
  • Features
  • Review Access
Interviewing: Principles and Practices, the most widely used text for the interviewing course, continues to reflect the growing sophistication with which interviewing is being approached, incorporating the ever-expanding body of research in all types of interview settings, recent communication theory, and the importance of equal opportunity laws on interviewing practices. It provides the most thorough treatment of the basics of interviewing, including the complex interpersonal communication process, types and uses of questions, and the structuring of interviews from opening to closing.

Instructors and students can now access their course content through the Connect digital learning platform by purchasing either standalone Connect access or a bundle of print and Connect access. McGraw-Hill Connect® is a subscription-based learning service accessible online through your personal computer or tablet. Choose this option if your instructor will require Connect to be used in the course. Your subscription to Connect includes the following:

• SmartBook® - an adaptive digital version of the course textbook that personalizes your reading experience based on how well you are learning the content.
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• The option to purchase (for a small fee) a print version of the book. This binder-ready, loose-leaf version includes free shipping.

Complete system requirements to use Connect can be found here:

Chapter 1 An Introduction to Interviewing The Essential Elements of Interviews Parties Purpose Interactional Questions Exercise #1—What Is and Is Not an Interview? Traditional Forms of Interviewing Information-Giving Interviews Information-Gathering Interviews Focus Group Interviews Selection Interviews Performance Reviews Counseling Interviews Persuasion Interviews Technology and Interviewing The Focus Group Interview The Telephone Interview The Videoconference Interview The E-Mail Interview The Virtual Interview Webinars SUMMARY KEY TERMS AND CONCEPTS AN INTERVIEW FOR REVIEW AND ANALYSIS STUDENT ACTIVITIES NOTES RESOURCES

Chapter 2 An Interpersonal Communication Process Two Parties in the Interview Relational Dimensions Global Relationships Gender in Relationships Interchanging Roles during Interviews Directive Approach Nondirective Approach Combination of Approaches Perceptions of Interviewer and Interviewee Perceptions of Self Perceptions of the Other Party Communication Interactions Levels of Interactions Gender, Culture, and Self-Disclosure Verbal Interactions Nonverbal Interactions Feedback Listening for Comprehension Listening for Empathy Listening for Evaluation Listening for Resolution The Interview Situation Initiating the Interview Perceptions Time of Day, Week, and Year Place Surroundings Territoriality Outside Forces SUMMARY KEY TERMS AND CONCEPTS AN INTERVIEW FOR REVIEW AND ANALYSIS STUDENT ACTIVITIES NOTES RESOURCES

Chapter 3 Questions and Their Uses Open and Closed Questions Open Questions Closed Questions Primary and Probing Questions Types of Probing Questions Skillful Interviewing with Probing Questions Exercise #1—Supply the Probing Question Neutral and Leading Questions Loaded Questions Exercise #2—Identification of Questions Common Question Pitfalls The Bipolar Trap The Tell Me Everything The Open-to-Closed Switch The Double-Barreled Inquisition The Leading Push The Guessing Game The Yes (No) Response The Curious Probe The Quiz Show Complexity vs. Simplicity The Don’t Ask, Don’t Tell Exercise #3—What Are the Pitfalls in These Questions? SUMMARY KEY TERMS AND CONCEPTS AN INTERVIEW FOR REVIEW AND ANALYSIS STUDENT ACTIVITIES NOTES RESOURCES

Chapter 4 Structuring the Interview The Body of the Interview Interview Guide Interview Schedules Exercise #1—Interview Schedules vQuestion Sequences Opening the Interview vThe Two-Step Process Verbal Opening Techniques vNonverbal Communication in Openings Exercise #2—Interview Openings Closing the Interview Guidelines for Closing Interviews Closing Techniques Exercise #3—Interview Closings SUMMARY KEY TERMS AND CONCEPTS AN INTERVIEW FOR REVIEW AND ANALYSIS STUDENT ACTIVITIES NOTES RESOURCES

Chapter 5 The Informational Interview Preparing the Interview Determine Your Purpose Research the Topic Study the situation Structure the Interview Selecting Interviewees and Interviewers Selecting Interviewees Selecting Interviewers Relationship of Interviewer and Interviewee Choose the Location and Setting Opening the Interview Conducting the Interview Motivating Interviewees Asking Questions Phrasing Questions Note Taking and Recording Handling Difficult Situations Handling Difficult Interviewees Closing the Interview Preparing the Report or Story The Interviewee in the Probing Interview Do Your Homework Understand the Relationship Be Aware of the Situation Anticipate Questions Listen to Questions Answer Strategically SUMMARY KEY TERMS AND CONCEPTS A PROBING INTERVIEW FOR REVIEW AND ANALYSIS PROBING ROLE -PLAYING CASES STUDENT ACTIVITIES NOTES RESOURCES

Chapter 6 The Survey Interview Purpose and Research Structuring the Interview Interview Guide and Schedule The Opening The Closing Survey Questions Phrasing Questions Sample Question Development Probing Questions Question Strategies Question Scales Question Sequences Selecting Interviewees Defining the Population Sampling Techniques Selecting and Training Interviewers Number Needed Qualifications Personal Characteristics Training Interviewers Conducting Survey Interviews Pretesting the Interview Interviewing Face-to-Face Interviewing by Telephone Interviewing through the Internet Coding, Tabulation, and Analysis Coding and Tabulation Analysis The Respondent in Survey Interviews The Opening The Question Phase SUMMARY KEY TERMS AND CONCEPTS A SURVEY INTERVIEW FOR REVIEW AND ANALYSIS SURVEY ROLE -PLAYING CASES

Chapter 7 The Recruiting Interview Where to Find Good Applicants Preparing the Recruiting Effort Reviewing EEO Laws Exercise #1—Testing Your Knowledge of EEO Laws Developing an Applicant Profile Assessing What Applicants Want Obtaining and Reviewing Information on Applicants Application Forms Resumes Cover Letters Letters of Recommendation and References Standardized Tests Social Media Conduct the Interview The Atmosphere and Setting The Interview Parties Opening the Interview The Body of the Interview Closing the Interview Asking Questions Common Question Pitfalls Traditional Questions Nontraditional Questions Closing Thoughts on Use of Questions Giving Information Evaluating the Interview SUMMARY KEY TERMS AND CONCEPTS A RECRUITING INTERVIEW FOR REVIEW AND ANALYSIS RECRUITING ROLE -PLAYING CASES STUDENT ACTIVITIES NOTES RESOURCES

Chapter 8 The Employment Interview Analyze Yourself Questions to Guide Your Self-Analysis Do Your Homework Research Your Field Research the Organizations Research the Recruiter Research the Position Research Current Events Research the Interview Process Conduct the Search Networking Social Media Web Sites, Classified Ads, and Newsletters Career Centers and Employment Agencies The Career/Job Fair Knocking on Doors Presenting Yourself to the Employer Branding Resumes The Portfolio The Cover Letter Creating a Favorable First Impression Relationship of the Interview Parties Nonverbal Communication Interview Etiquette Answering Questions Preparing to Respond Structuring Answers Respond Successfully Respond Unsuccessfully Responding to Unlawful Questions Exercise #1—Which Questions Are Unlawful and Why? Asking Questions Guidelines for Asking Questions Question Pitfalls Exercise #2—Applicant Pitfalls Sample Applicant Questions The Closing Evaluation and Follow-Up Handling Rejection SUMMARY KEY TERMS AND CONCEPTS AN EMPLOYMENT INTERVIEW FOR REVIEW AND ANALYSIS EMPLOYMENT ROLE-PLAYING CASES STUDENT ACTIVITIES NOTES RESOURCES

Chapter 9 Approaching the Interview as a Coaching Opportunity Preparing for the Performance Interview Reviewing Rules, Laws, and Regulations Selecting a Review Model Behaviorally Anchored Rating Scales (BARS) Model Management by Objectives (MBO) Model Universal Performance Interviewing Model The 360-Degree Approach Conducting the Performance Interview Opening the Interview Discussing Performance Setting New Goals and a Plan of Action Closing the Interview The Employee in the Performance Review The Performance Problem Interview Determine Just Cause Prepare for the Interview Keep Self and the Situation under Control Focus on the Problem Avoid Conclusions during the Interview Closing the Interview SUMMARY KEY TERMS AND CONCEPTS A PERFORMANCE INTERVIEW FOR REVIEW AND ANALYSIS PERFORMANCE REVIEW ROLE -PLAYING CASES STUDENT ACTIVITIES NOTES RESOURCES

Chapter 10 The Persuasive Interview The Ethics of Persuasion What Is Ethical? Fundamental Ethical Guidelines

Part I: The Interviewer in the Persuasive Interview Analyzing the Interviewee Personal Characteristics Education, Social, and Economic Backgrounds Culture Values/Beliefs/Attitudes Emotions Analyzing the Situation Atmosphere Timing Physical Setting Outside Forces Researching the Issue Sources Types of Evidence Planning the Interview Determine Your Purpose Select Main Points Develop Main Points Select Strategies Conducting the Interview Opening Need or Desire Questions Adapting to the Interviewee The Solution Considering the Solution Handling Objections Closing Summary Outline

Part 2: The Interviewee in the Persuasive Interview Be an Informed Participant Psychological Strategies Language Strategies Logical Strategies Evidence Be an Active Participant The Opening Need or Desire Criteria Solution The Closing SUMMARY KEY TERMS AND CONCEPTS A PERSUASIVE INTERVIEW FOR REVIEW AND ANALYSIS PERSUASION ROLE -PLAYING CASES STUDENT ACTIVITIES NOTES RESOURCES

Chapter 12 The Counseling Interview Ethics and the Counseling Interview Establish and Maintain Trust Act in the Interviewee's Best Interests Understand Your Limitations Do Not Impose Your Beliefs, Attitudes, and Values Respect Diversity Maintain Relational Boundaries Do No Harm Prepare Thoroughly for the Counseling Interview Anticipate Questions and Responses Consider Interviewing Approaches Select a Stature Select the Setting Conducting the Interview The Opening Encourage Self-Disclosure Listen Observe Question Respond The Closing Evaluate the Interview The Telephone Interview SUMMARY KEY TERMS AND CONCEPTS A COUNSELING INTERVIEW FOR REVIEW AND ANALYSIS COUNSELING ROLE -PLAYING CASES STUDENT ACTIVITIES NOTES RESOURCES

Chapter 13 The Health Care Interview Ethics and the Health Care Interview Patient-Centered Care (PCC) Sharing Control Appreciating Diversity Creating and Maintaining Trust Opening the Interview Enhancing the Climate Establishing Rapport Getting Information Barriers to Getting Information Ways to Improve Information Getting Addressing the Language Barrier Giving Information Causes for Loss and Distortion of Information Giving Information More Effectively Counseling and Persuading Barriers to Effective Counseling and Persuading Effective Counseling and Persuading Closing the Interview SUMMARY KEY TERMS AND CONCEPTS A HEALTH CARE INTERVIEW FOR REVIEW AND ANALYSIS HEALTH CARE ROLE -PLAYING CASES STUDENT ACTIVITIES NOTES RESOURCES Glossary Author Index Subject Index

New to this Edition

New discussions of qualitative and quantitative interviews, probability and non-probability sampling, convenience sampling, coverage bias, and using monetary and non-monetary incentives to increase participation in surveys

Expanded discussions of using networking and social media to create a brand

Consolidated discussions of the interviewer and interviewee in the persuasive interview

Emphasizes ethics in the health care interview and includes a focus on Patient-Centered Care (PCC)

Expanded discussion of the press conference and the broadcast interview

Retained Features

Role-playing cases

Student activities

Up-to-date readings

Sample interview

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