Journal of College & University Student Housing Vol. 47 No. 3 - 65

Factors Considered When Selecting Teams

didate interview scores relate to job performance. The purpose of this qualitative study
is to understand what qualities, skills, and attributes RLPs consider when interviewing, selecting, and placing RAs. In the interviews for
this study, RLPs share what they look for in
RA candidates individually and what factors
they consider when placing RA teams. For the
purposes of this article, we focus on factors
RLPs consider when building an RA team
from a pool of candidates. That is, the RAs
have already been hired and the consideration
is on forming staff teams. This study sought
to answer the following research question:
What qualities, skills, or attributes do RLPs
consider when placing RAs on staff teams?

OVERVIEW OF PERSONNEL
SELECTION
Many of the studies that offer an overview of
the RA selection process are dated. Upcraft
and Pilato (1982) described a process including applications, individual interviews, and
group interviews to identify the strongest
RA candidates, some combination of which
many institutions still use today. Ostroth
(1981) offered a review of the literature on
RAs and the selection process, but this resource is almost 40 years old. More recent
literature on best practices in RA selection
are typically quantitative studies that examine how candidate scores relate to RA job
performance (Berg & Stoner, 2016; Denzine
& Anderson, 1999; Jaeger & Caison, 2006;
Wu & Stemler, 2008) or interview bias and
diversity in the RA role (Bliekamp et al.,
2015; Healea & Hale, 2016; Stoner, 2019).

Interview Scores Related
to RA Job Performance
Using multiple regression, Berg and Stoner
(2016) found that selection process scores
did not accurately predict RA performance.

62

The Journal of College and University Student Housing

However, among selection process component scores, individual interview scores
were the most accurate predictor of performance. Additional interviews did not increase the ability of the process to accurately predict how an RA would perform in the
role, including the addition of group interviews. Berg and Stoner (2016) recommended that a more comprehensive application
and additional documentation is needed
during the RA interview process to better
estimate future performance.
	
Several studies explored factors potentially influencing RA job performance by
examining desirable traits to consider when
selecting RAs (Berg & Stoner, 2016; Jaeger &
Caison, 2006). In studies exploring factors
predicting job performance, emotional intelligence emerged as a predictor across multiple disciplines in a meta-analysis (O'Boyle et
al., 2011) and specifically among RAs (Jaeger
& Caison, 2006; Wu & Stemler, 2008). In
their sample, Wu and Stemler (2008) found
emotional intelligence was statistically significant in predicting success as an RA until
they controlled for general intelligence and
personality factors. When adding these controls, several other factors became predictive:
confidence in the RA role, conscientiousness, and emotional stability. These findings
aligned with Denzine and Anderson (1999)
who found RAs with high self-efficacy perform better. The research discussed here regarding interview scores and RA job performance suggests there are identifiable factors
that help determine if an RA will be effective.

Interview Bias
When conducting interviews, RLPs must
consider possible bias, both at the structural
and individual levels, to facilitate a fair and
equitable process. Research across multiple
fields suggested interviewer bias influences



Journal of College & University Student Housing Vol. 47 No. 3

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