Research Articles (Industrial Psychology)

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Browsing Research Articles (Industrial Psychology) by Subject "Assessment centers (Personnel management procedure)"

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    The impact of a developmental assessment centre on managerial performance
    (AOSIS OpenJournals, 1992-06) Fischer, A. H.; Engelbrecht, A. S.
    The object of this study was to determine if a developmental assessment centre improves managerial performance in the workplace. Focus was placed on the behavioural level of evaluation. The research design made use of a two-group design with random selection and a control group. A sample of 76 managers, at supervisory level, was used. Behaviourally anchored rating-scales were developed to measure the job-performance of participating managers. The results indicated significant differences between the experimental and the control groups for six performance dimensions. Significant differences were also found in all the second-order factors (clusters of dimensions) and the total managerial performance score. Thus, the developmental assessment centre had a positive impact on managerial performance, and this effect was still measurable three months after centre attendance. In order to generalise the results of this study it is essential to do further research on the utility of the developmental assessment centre.
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    Investigating the construct validity of a development assessment centre
    (AOSIS Publishing, 2013-11) Brits, Nadia M.; Meiring, Deon; Becker, Jurgen R.
    Orientation: The assessment centre (AC) is a prominent measurement tool for selection and development. Research purpose: The aim of this study was to determine the construct validity of a one-day development assessment centre (DAC) using a convenience sample of 202 managers in a large South African banking institution. Motivation for the study: Although the AC method is popular, it has been widely criticised as to whether it predominantly measures the dimensions it is designed to measure. Research design, approach and method: The fit of the measurement models implied by the dimensions measured was analysed in a quantitative study using an ex post facto correlation design and structural equation modelling. Main findings: Bi-factor confirmatory factor analysis was used to assess the relative contribution of higher-order exercise and dimension effects. Empirical under-identification stemming from the small number of exercises designed to reflect designated latent dimensions restricted the number of DAC dimensions that could be evaluated. Ultimately, only one global dimension had enough measurement points and was analysed. The results suggested that dimension effects explained the majority of variance in the post-exercise dimension ratings. Practical/managerial implications: Candidates’ proficiency on each dimension was used as the basis for development reports. The validity of inferences holds important implications for candidates’ career development and growth. Contribution/value-add: The authors found only one study on construct validity of AC dimensions in the South African context. The present study is the first use the bi-factor approach. This study will consequently contribute to the scarce AC literature in South Africa.
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    Validation of an assessment centre against BARS : an experience with performance related criteria
    (AOSIS OpenJournals, 1989-05) Spangenberg, H. H.; Esterhuyse, J. J.; Visser, J. H.; Briedenhann, J. E.; Calitz, C. J.
    The objective of this study is to determine the validity of a middle management assessment centre. Behaviourally Anchored Rating Scales were developed specifically for this purpose. The results testify to the validity of this assessment centre and lend support to the argument that assessment centres do indeed predict performance criteria (viz a viz potential/advancement criteria). The validity coefficients for the various dimensions are indicated.