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Related Experiment Video

Updated: Jun 8, 2026

Functional Near-Infrared Spectroscopy Hyperscanning Study in Psychological Counseling

Functional Near-Infrared Spectroscopy Hyperscanning Study in Psychological Counseling

Published on: January 17, 2025

Internship: a recruitment and selection perspective.

Hao Zhao¹, Robert C Liden

¹Lally School of Management and Technology, Rensselaer Polytechnic Institute, 110 8th Street, Troy, NY 12180, USA. zhaoh@rpi.edu

The Journal of Applied Psychology

|October 20, 2010

Summary

This summary is machine-generated.

Internships serve as a crucial recruitment tool. Interns using self-promotion and organizations valuing creativity significantly increase job offer likelihood, highlighting impression management in hiring.

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Last Updated: Jun 8, 2026

Functional Near-Infrared Spectroscopy Hyperscanning Study in Psychological Counseling

Functional Near-Infrared Spectroscopy Hyperscanning Study in Psychological Counseling

Published on: January 17, 2025

Area of Science:

Organizational Behavior
Human Resource Management
Social Psychology

Background:

Internships are increasingly utilized as a strategic recruitment and selection process.
Impression management theory provides a framework for understanding mutual influence during internships.

Purpose of the Study:

To investigate the role of internships in organizational recruitment and selection.
To examine how impression management tactics by both interns and organizations affect hiring outcomes.

Main Methods:

Longitudinal data were collected from 122 intern-supervisor dyads in the United States at three time points.
Statistical analyses were employed to assess the impact of impression management behaviors on job offers and application intentions.

Main Results:

Sixty percent of internships resulted in job offers from host organizations.
Interns employing self-promotion and ingratiation tactics were more likely to receive job offers.
Organizational openness to intern creativity positively influenced interns' intentions to apply for full-time positions.
Supervisory mentoring did not impact application intentions for interns not interested in post-graduation employment.

Conclusions:

Impression management is a key factor in the internship-to-hire process.
Both intern behaviors and organizational receptiveness play significant roles in successful recruitment outcomes.
Targeted interventions may be needed to leverage mentoring effectively for all interns.