A survey of assessment center practices in organizations in the United States.
A survey of assessment center practices in organizations in the United States.
复制标题
对美国组织中评估中心实践的调查。
DOI：
10.1111/j.1744-6570.1997.tb00901.x
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发表时间：
1997
影响因子：
5.5
通讯作者：
Katja Pohley
中科院分区：
文献类型：
--
作者：
Annette C. Spychalski;M. Quiñones;B. B. Gaugler;Katja Pohley
美国的215个组织提供了有关其评估中心的多个方面的信息，包括设计、使用以及他们对使用该方法的专业指南和基于研究的建议的遵守情况。结果表明，中心通常是为了选拔、推广和发展的目的而进行的。主管推荐在中心参与者的选择中起着相当大的作用。大多数情况下，部门经理充当评估者；他们通常通过协商一致的过程得出参与者评级。一般来说，受访者表示严格遵守中心设计和评估人员培训的建议。涉及其他做法的建议(例如，通知参与者、评估评估人员、验证中心结果)通常不被遵循。此外，被认为提高中心评级预测有效性的方法没有得到充分利用。根据行业和中心目的，揭示了中心实践的可变性。我们鼓励从业者遵循中心使用的建议，并鼓励研究人员努力更好地了解中心有效性的主持人。
Two hundred fifteen organizations in the United States provided information about multiple aspects of their assessment centers, including design, usage, and their adherence to professional guidelines and research-based suggestions for the use of this method. Results reveal that centers are usually conducted for selection, promotion, and development purposes. Supervisor recommendation plays a sizable role in choosing center participants. Most often, line managers act as assessors; they typically arrive at participant ratings through a consensus process. In general, respondents indicate close adherence to recommendations for center design and assessor training. Recommendations involving other practices (e.g., informing participants, evaluating assessors, validating center results) are frequently not followed. Furthermore, methods thought to improve predictive validity of center ratings are underutilized. Variability in center practices according to industry and center purpose was revealed. We encourage practitioners to follow recommendations for center usage, and researchers to work to better understand moderators of center validity.