ABSTRAO Unstructured, intuitive processes still appear to dominate HRM practices, despite the evidence in favor of more structured, rational approaches. The present paper is concerned with one example of this: the continued dominance of unstructured interviews in employee selection. Through structuring interview procedures, biases in information gathering, judgment, and decision making can be reduced and the reliability and validity of interviewer judgments improved. Despite the empirical support for the use of a structured interview process, organizations continue to rely primarily on unstructured interviews. The present paper proposes that the dominance of unstructured interviews can be attributed to the interviewer's attempts to achieve personal satisfaction, attain a good fit of employees to the job context, acquire and maintain power, make just decisions, and communicate the values of the organization. It is also suggested that a broader perspective is needed in the research and theory on employee selection that encompasses other functions of the selection process in addition to hiring the best person for the job.