Reducing Racial Similarity Bias in Interviews by Increasing Structure: A Quasi-Experiment Using Multilevel Analysis

Abstract

We used a quasi-experiment to examine the relationship between interview structure and
racial bias in simulated employment interviews. Although recent meta-analytic findings
suggest that high-structure interviews (as compared to low-structure interviews) reduce same-race bias in interview ratings, this claim has not been tested using research designs that allow for stronger inference about the potential links between interview structure and bias. We showed videotaped interviews to 386 business students and, within both high- and low-structure conditions, determined levels of racial similarity bias using multilevel analysis. Our study used a fully-crossed design within each condition, where all raters evaluated all applicants. As we expected, findings indicated that interviewers favored racially similar applicants less in high structure interviews than in low structure interviews. Our findings provide quasi-experimental evidence that increased interview structure may be effective to suppress racial similarity bias in employment interview ratings.

Full text

Reducing Racial Similarity Bias in Interviews by Increasing
Structure: A Quasi-Experiment Using Multilevel Analysis
François S. de Kock
University of Cape Town
Daniël B. Hauptfleisch
Stellenbosch University
We used a quasi-experiment to examine the relationship between interview structure and
racial bias in simulated employment interviews. Although recent meta-analytic findings
suggest that high-structure interviews (as compared with low-structure interviews) reduce
same-race bias in interview ratings, this claim has not been tested using research designs
that allow for stronger inference about the potential links between interview structure and
bias. We showed videotaped interviews to 386 business students and, within both high- and
low-structure conditions, determined levels of racial similarity bias using multilevel anal-
ysis. Our study used a fully crossed design within each condition, where all raters evaluated
all applicants. As we expected, findings indicated that interviewers favored racially similar
applicants less in high-structure interviews than in low-structure interviews. Our findings
provide quasi-experimental evidence that increased interview structure may be effective to
suppress racial similarity bias in employment interview ratings.
Impact and Implications
Our findings illustrate the benefits of imposing structure in personnel selection inter-
views to reduce racial bias in interview ratings. Organizations that rely on high-
structured interviews, rather than the more commonplace low-structure interview type,
are likely to observe lower levels of racial similarity bias in ratings. The persistent and
widespread use of unstructured interviews in organizations exposes applicants to unfair
selection practices and increases the risk to organizations of employment discrimination
litigation. Furthermore, these interviews withhold the benefits to organizations (e.g.,
better selection decisions) and applicants (e.g., fair employment practice) that accrue
from interview ratings undistorted by bias. Given the focus of our research on fairness
issues in employment and organizations, our findings may be important to help meet the
following 2016 –2030 United Nations Sustainable Development Goals: help organiza-
tions to promote inclusive, productive, and decent work for all (number 8); reduce
inequality within countries (number 10); and promote peaceful and inclusive societies,
provide access to justice for all, and build effective, accountable, and inclusive institu-
tions at all levels (number 16).
Keywords: interviews, structure, similarity bias, judgment, multilevel analysis
François S. de Kock, Section for Organizational Psy-
chology, School of Management Studies, University of
Cape Town; Daniël B. Hauptfleisch, Department of Indus-
trial Psychology, Stellenbosch University.
We thank Gert Huysamen and Ines Meyer for comments
on a draft of this article. We acknowledge funding support
from the Andrew W. Mellon Foundation (USA) and the
National Research Fund (South Africa). An earlier version
of results from this study was presented at the 30th Inter-
national Congress of Psychology, Cape Town, South Af-
rica.
Correspondence concerning this article should be ad-
dressed to François S. de Kock, Section of Organizational
Psychology, School of Management Studies, University of
Cape Town, Private Bag, Rondebosch, Cape Town 7701,
South Africa. E-mail: francois.dekock@uct.ac.za
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