Document Type : Original Article
Authors
1
PhD student, Department of Management, Faculty of Management, Lorestan University, Khorramabad, Iran
2
Assistant Professor, Department of Management, Faculty of Management, Lorestan University, Khorramabad, Iran.
3
Bachelor's degree student in Economics, Faculty of Management, Lorestan University, Khorramabad, Iran.
Abstract
Purpose: This study aims to explore how self-sabotaging behaviors negatively impact job interviews. Employers avoid candidates who may cause future problems, and self-sabotage—such as arrogance, aggression, lying, or negative self-talk—can undermine interview performance. These behaviors often stem from fear, anxiety, or self-doubt and prevent individuals from getting hired. Job loss and prolonged unemployment also create psychological stress, forcing individuals to rethink their careers. Understanding self-sabotage in interviews can help job seekers avoid these behaviors and pursue a better career path. To address this, the study presents a fuzzy cognitive map of self-destructiveness in interviews.
Design/Methodology/Approach: Given that the present study was conducted to solve the problem raised, it is applied in terms of its purpose and is classified as exploratory research in terms of its data collection method. This research is a mixed research and because it has an inductive approach in the qualitative part and a deductive approach in the quantitative part, it is classified as inductive deductive research. The statistical population of the expert research includes human resource managers and selection managers of government organizations in Lorestan in 1404, of which 19 people were selected using the purposive sampling method and based on the principle of theoretical saturation. Given that the subject of the research is the effect of self-destruction in job interviews, the sample should be selected from people who have at least education related to the subject, work experience in relation to the subject, a history of attending interview sessions, or knowledge of information on the subject. Therefore, according to the relevant criteria, 19 human resources managers and selection managers of government organizations in Lorestan were selected in 1404. During the interviews with the sample members, since no new information was found after the 17th and 18th interviews that could be added to the previous information, the interviews were stopped after 19 people due to reaching theoretical saturation of the data. The data collection tool in the qualitative part is the interview and in the quantitative part is the fuzzy cognitive map questionnaire; in the qualitative part, the qualitative data that was collected using the opinions of 19 experts were selected using the Maxqda software and the content analysis method. Then, in the quantitative part, considering that the research method is the fuzzy cognitive map and the data collection tool is the questionnaire, the data were provided to the same previous sample in the form of a paired comparison questionnaire, and the data obtained were analyzed using the steps of the fuzzy cognitive map method. To examine the validity and reliability of the data collection tool in the qualitative section, content validity, theoretical validity, and intra- and inter-coder reliability were used. Also, the validity and reliability of the data collection tool in the quantitative section were content validity and test-retest reliability.
Findings: In this study, the results can be presented in both quantitative and qualitative sections. The results of the qualitative section indicate the types of self-destructive behaviors in job interviews. Accordingly, types of self-destructive behaviors in job interviews include arrogant and condescending behavior, constant interference in the interviewer's work and harsh and insulting comments, rudeness and lack of courtesy, negative emotional expression, indifference and contemptuous behavior, deceit and lying, delaying entry to the interview and hastening to leave, adaptive and maladaptive aggression, using informal words and doing unrelated things, constantly asking questions without a logical reason, negativity, and grumbling, not paying attention to appearance, claiming to know everything and commenting on every subject, engaging in annoying habits and nervous tics, invading the interviewer's privacy, displaying negative body language signs, withdrawn behaviors in job interviews, extreme shyness and avoiding effective interaction with the interviewer, showing anxiety and a desire to dominate and influence the interview process. Also, the findings of the quantitative part of the study include measuring the importance and prioritizing the types of self-destructive behaviors in job interviews. Accordingly, the most important self-destructive behaviors in job interviews include arrogant and top-down behavior, adaptive and maladaptive aggression, rudeness and lack of politeness, constant interference in the interviewer's work, harsh and insulting comments, and claiming to know everything and commenting on every topic.
Discussion and Conclusion: The results of this study indicate that there are several self-destructive behaviors that occur in job interviews that can seriously reduce a person’s chances of success. The qualitative results indicate the diversity of these behaviors, while the quantitative data indicate their priority and importance. In general, arrogant, aggressive, rude, and intrusive behaviors have the most negative impact on the interview process.
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