PERSONNEL PSYCHOLOGY 2014, 67, 241–293 THE STRUCTURED EMPLOYMENT INTERVIEW: NARRATIVE ANDQUANTITATIVE REVIEW OF THE RESEARCH LITERATURE JULIA LEVASHINA Kent State University CHRISTOPHER J. HARTWELL Purdue University FREDERICK P. MORGESON Michigan State University MICHAEL A. CAMPION Purdue University In the 20 years since frameworks of employment interview structure have been developed, a considerable body of empirical research has accumulated. We summarize and critically examine this literature by fo- cusing on the 8 main topics that have been the focus of attention: (a) the definition of structure; (b) reducing bias through structure; (c) impres- sion management in structured interviews; (d) measuring personality via structured interviews; (e) comparing situational versus past-behavior questions; (f) developing rating scales; (g) probing, follow-up, prompt- ing, and elaboration on questions; and (h) reactions to structure. For each topic, we review and critique research and identify promising di- rections for future research. When possible, we augment the traditional narrative review with meta-analytic review and content analysis. We concluded that much is known about structured interviews, but there are still many unanswered questions. We provide 12 propositions and 19 research questions to stimulate further research on this important topic. The employment interview has been one of the most widely used selection methods in the past 100 years (Binet, 1911; Macan, 2009). Its ubiquity has prompted some to suggest that “it is rare, even unthinkable, for someone to be hired without some type of interview” (Huffcutt & Culbertson, 2010, p. 185). It is often the only method used to assess applicants for employment or can serve as the initial screen to the final step in a multiple-hurdle selection process. The employment interview has also received wide interest from re- searchers. The first comprehensive review of research on the employment Correspondence and requests for reprints should be addressed to Julia Levashina, College of Business Administration, Kent State University, Kent, OH 44242-0001; jlevashi@kent.edu. C  2013 Wiley Periodicals, Inc. doi: 10.1111/peps.12052 241