Assessment centers: A contrast of usage in diverse environments

Abstract

The assessment center technique for sales force selection, promotion, career development, and training has received substantial attention. In addition to being cited as having substantial potential for more traditional sales management applications, the approach has been identified as well-suited for cross-cultural and multinational sales environments. This study appraises assessment center applications in two divergent settings: the United States and Europe. Expectations of greater awareness and utilization among European marketing managers were confirmed. 8

Chinese cultural values and the Asian meltdown

“…Prompted by the pragmatic interest in terms of enhancing understanding of differences and similarities (Westwood and Posner, 1997), as well as the liberalisation of markets and global linkages, managers are confronted with a new set of challenges in the area of values and competencies that were never before needed in their organisational roles and strategies (Arago Ân-Correa, 1998;Berry and Rondinelli, 1998). For instance, there is evidence to support the notion that differences in perceptions of equity, decision making, conflict resolution and leadership exists across nationalities, cultures and other social context objectives (Brett and Okumura, 1998;Chen et al, 1998;Cook and Herche, 1994). An understanding of the member values that underpin these systems will facilitate the development of taxonomies of fit and flexibility of strategic human resource management systems, which should lead to better interactions between organisational members, and particularly managers of the global business community.…”

Assessment Center: A Critical Mechanism for Assessing HRD Effectiveness and Accountability

“…Several leading industrial companies applied AC techniques for selection and promotion purposes. These companies included Caterpillar Tractor, Eastman Kodak, Ford Motor Company, General Electric, General Motors, International Business Machines, J. C. Penney, Olin, Sears, Shell Oil, Standard Oil of Ohio, Syntex, Unilever, Union Carbide, and many other organizations in Australia, Brazil, Great Britain, Denmark, Germany, France, Finland, Japan, Mexico, the Netherlands, Taiwan, and the United States (Alexander, 1979;Cook & Herche, 1994;Kraut, 1973;Lievens, Harris, van Keer, & Bisqueret, 2003;Lin & Wang, 2000;Shackleton & Newell, 1991;Woodruffe, 1993). At present, the most globally recognized HR consulting firm specializing in AC design, development, and implementation is DDI.…”

Reducing learning barriers amongst international students: A longitudinal developmental study

“…On the other hand, femininity describes a society's tendency to favour values of compassion, empathy and emotional openness. Diverse cultural heritages often prevent effective communication and complicate an already difficult task of learning (Cooke & Herche 1994). The cultural nuances of SEA societies are highly collective, exhibit relatively high power distance and weak uncertainty avoidance, and endorse masculine values.…”