This case focuses primarily on the question “what is your greatest weakness?” Table 7-2 presents the different responses the recruiter may have. A halo effect occurs when an overall impression of the candidate is formed and influences other evaluations of the interviewee. An example is when a person meets all the qualifications on paper, but their interview skills could use a lot of work. The recruiter may be willing to overlook or not judge so harshly because on paper he has everything he wants in an employee (Holbrook, 1983). This can also tie in with leniency, which is when a personal characteristic makes a person rate you much more positively. For example, if the person attended the same college as the recruiter, they may feel a connection to the individual. This would lead them to mark the person higher than others just because they don't want to say anything negative about another alumnus. Recency effects occur when recent information influences a decision. This can be a misstep when answering any question and gives the recruiter a strong sense of doubt. That doubt will carry over into their final decision and have a negative impact on the entire interview process. Evil will essentially prevail over any good despite the effort put into the situation. Contrast effects will always play a role during any interview process. There is competition for every job and interviewers are trying to find the best person for a job. If one person is honest and says their weakness is doing a routine job and another person says they have no weaknesses, you are left with the idea that one is honest and the other is presenting false information (Krietner & Kinicki, 2013). In this case the recruiters perceptions are based on the unadvertised person... middle of paper... I wanted more responsibility and work rather than having to be micromanaged. The downside is that a recruiter might view it negatively. If they are looking for people to do one job and one job only, I may not be the best person to hire. They might think that I consider any position temporary because I'm always looking at the next thing. This would be a legitimate concern, but I hope my work history and general attitude can help alleviate any concerns. Works Cited Holbrook, M. B. (1983). Using a structural model of the halo effect to assess perceptual distortion due to affective nuances. Journal of Consumer Research, 10(2), 247-252.Kreitner, R., & Kinicki, A. (2013). Organizational behavior. New York, NY: McGraw-Hill.White, S.S., & Locke, E.A. (2000). PROBLEMS WITH THE PYGMALION EFFECT AND SOME PROPOSED SOLUTIONS. Leadership Quarterly, 11(3), 389.