Assessment Centers: Recent Developments in Practice and Research

Lievens, Filip; Thornton, George C.

doi:10.1002/9781405164221.ch11

Cited by 20 publications

(29 citation statements)

References 51 publications

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“…Schema-driven training (frame-of-reference training) teaches raters to use a specific performance theory as a mental scheme to 'scan' the behavioral stream for relevant incidents and to place these incidents -as they are observed-in performance categories. Such a training seems to be a useful complement to the traditional data-driven training that teaches assessors to strictly distinguish various rating phases (observation, classification, and evaluation) and to proceed to another phase, only when the previous one is finished (Lievens & Thornton, 2005). Essentially, raters have their own higher-order factor that they use to define behaviors (Hawthorne, 2011).…”

Section: Discussion and Limitationmentioning

confidence: 99%

A Leadership Assessment Center for Graduate Students: Case of Saudi Arabia

Varshney¹

2015

IJBM

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The Khaled Alfaisal Administrative leadership Development Program which was conducted in the early part of 2014 had provided a global exposure blended with experiential learning for select graduate university students in Saudi Arabia. The key role of the assessment centre was to observe, evaluate and eventually rate each participant's performance. The assessment centres was conducted with the aim of creating new opportunities for Saudi graduate students by developing them as leader and make them more marketable. In the program, the students had undergone a series of activities under the observation of university faculties and outside consultants. The competencies examined were intricately related to leadership behaviour which was to be identified for the leadership program and future assignments. The paper also analysed the effectiveness of the assessment centre against the unique Saudi context and discussed the suggestions and future research implications.

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Section: Discussion and Limitationmentioning

confidence: 99%

A Leadership Assessment Center for Graduate Students: Case of Saudi Arabia

Varshney¹

2015

IJBM

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“…The first step in developing an AC focused on measuring global leadership competencies is a job analysis and competency modelling process to identify the specific global leadership competencies to be targeted (Jokinen 2005;Lievens and Thornton 2005;Lucia and Lepsinger 1999). The competency modelling process includes an analysis of the job situation, tasks, and contextual factors (including global and cultural contextual factors) on which to focus, as well as identification of the behaviours, skills, and attributes needed to be successful in the identified job situation.…”

Section: Designing Global Leadership Acsmentioning

confidence: 99%

Assessing global leadership competencies: the critical role of assessment centre methodology

Herd

Alagaraja

Cumberland

2015

Human Resource Development International

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“…The scale was adopted from the similar studies conducted by Ivarsson, Estrada, and Berggren (2005) and Vogt, Bruce, Street, and Stafford (2007). Exploratory factor analysis along with varimax rotation from extraction method was carried out to reduce the 18 variables into a manageable number of factors.…”

Section: Analysis and Interpretationmentioning

confidence: 99%

“…Jack Pearpoint and Marsha Forest 1998) describe inclusion as an inevitable change. Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs (Flippo, 1971) and hence performs the necessary function of drawing an important resource, that is, human capital into the organization (Barber, 1998;Lievens & Thornton III, 2005). McKinsey report, (Desvaux, G., Devillard, S., & Sancier-Sultan, S., 2010) and survey by Tata Consultancy Services on "Benchmarking Gender Inclusion in Corporate India" aligned the gender inclusion to the change in policies and practices of the organization.…”

Section: Introductionmentioning

confidence: 99%

Impact of HR Policies on Gender Inclusion in Indian Army: An Empirical Study

Munshi

2018

South Asian Journal of Human Resources Management

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Inclusion means to have a sense of belongingness, feel valued and respected for the person you are, and getting commitment and support to enable you to give your best. A gender-inclusive diverse workforce is progressively being accepted to contribute significantly towards improved performance of any organization. With this underlying concept, the article attempts to understand the linkages between HR policies and gender inclusion in Indian Army. This study is based on primary data collected from officers of the different branches of Indian Army and the extant literature review. Data has been assessed using confirmatory factor analysis and multivariate analysis of variance. Proposed empirical article will offer meaningful insight to the policy formulators and the policy executors for improving the existing policies and framing the new HR policies that will help achieve effective gender inclusion.

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Assessment Centers: Recent Developments in Practice and Research

Cited by 20 publications

References 51 publications

A Leadership Assessment Center for Graduate Students: Case of Saudi Arabia

A Leadership Assessment Center for Graduate Students: Case of Saudi Arabia

Assessing global leadership competencies: the critical role of assessment centre methodology

Impact of HR Policies on Gender Inclusion in Indian Army: An Empirical Study

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