Communication Proficiency and Future Training Needs of the Female                 Professional: Self-Assessment vs. Supervisors' Evaluations

Staley, Constance Courtney; Shockley‐Zalabak, Pamela

doi:10.1177/001872678603901001

Cited by 15 publications

(7 citation statements)

References 22 publications

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“…The subgroup sample sizes were too small (i.e., ten female target managers) to be reliably different; however the tendency suggests the importance of taking gender into account in future studies of rater differences. Research has found that female professionals tend to rate themselves as more proficient on communications competencies than supervisors rate them, and female professionals identify more developmental areas for training than do supervisors (Staley & Shockley-Zalabak, 1986). Future studies should collect information on sex of the rater as well as the ratee to test whether differences between rater level and rater sex interact with sex of the target.…”

Section: Resultsmentioning

confidence: 99%

Ratings of Managerial Characteristics: Evaluation Difficulty, Co‐worker Agreement, and Self‐awareness

Wohlers

London

1989

Personnel Psychology

154

136

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This research examined variables contributing to self‐awareness and coworker agreement on 30 managerial characteristics. The first study collected data from 233 management students on the difficulty of rating different characteristics. It also developed reliable measures of self‐protection mechanisms that may negatively influence self‐awareness. Four self‐protection factors were identified: Denial, Giving Up, Self‐Promotion, and Fear of Failure. The second study collected self‐, supervisor, peer, and subordinate ratings of the managerial characteristics to derive multiple measures of self‐awareness. There was a total of 283 co‐worker ratings for 36 target middle managers. The results showed that within‐sample co‐worker disagreement measures from Study 2 were higher for items that were perceived by the sample in Study 1 as more difficult to rate. Self‐ratings were more highly related to the average of co‐worker ratings than to the ratings provided by any one co‐worker alone. Co‐workers' ratings of the target's use of self‐protection mechanisms were negatively associated with self‐awareness measures. Ideas are discussed for other correlates of self‐awareness and ways to enhance the value of feedback processes.

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Section: Resultsmentioning

confidence: 99%

Ratings of Managerial Characteristics: Evaluation Difficulty, Co‐worker Agreement, and Self‐awareness

Wohlers

London

1989

Personnel Psychology

154

136

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“…The consistency with which different self-assessments of job perfor mance were related to one another and unrelated to organizational measures suggests a major difference between the two rating.sources. Other research has shown that different sources of rating information (self, super visor, and peer) use different dimensions for a.ssessment (Klimoski & London, 1974;Staley & Shockley-Zalaback, 1986). Thornton (1980) suggests that incumbents' views of their own job performance are significantly different from the views held by others.…”

Section: Methodsmentioning

confidence: 99%

An Empirical Comparison of Self-Assessment and Organizational Assessment in Personnel Selection

George¹,

Smith²

1990

Public Personnel Management

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While it can be accepted that we as human beings are capable of knowing and assessing ourselves, it is not clear whether such self-assessment information can be accurately reported and used in a predictive role. Self-assessment information was requested of 85 applicants before and after an assessment centre selection program. Those applicants em ployed provided self-assessments of job performance after 12 months on the job. Self-assessments were com pared with organizational evaluations of performance at selection and after 12 months employment. The moderating effects of age, gender, intelligence, social desirability, work experience, and education were considered for each relationship. Resu Its showed that general ly self-assessment was unrelated to organizational assessments. Post-assessment centre selfassessments were significantly lower than self-assessments requested prior to the centre. Dave George is an In dustrial/Organizational PsyctiologisI in Itie Manage ment Services Department of Peat Mar%vick, in Wcllmgtot\,Nortti, New Zealand. He has published articles in the areas ot personnel selection and as sessment. 1-te has lectured in Industrial /Organizational Psychotogy al Massey Univer sity and has been involved in the design of selection and ap praisal programs, sur\'ey and research projects for a range of government and private sector organizations. continuiä A number of recent review^s have shown that self-assessment is a valid source of predictor information. Shrauger and Osberg (1981) considered those studies which compared self-a.ssessment with other assessment pro cedures in a range of settings and concluded that other assessment methods did not show clearly superior validity when compared to self-assessment. Mabe and West (1982) focused on the effects of individual characteristics and measurement conditions on the relationship between various ability and performance measures and self-assessment. Potential individual char acteristics associated with accurate self-evaluation included relatively higher intelligence, high achievement status, and internal locus of control. In general terms, accurate self-evaluator tended to be the more intelligent subjects, individuals high in achievement status, and those with an internal locus of control. In addition, Mabe and West (1982) showed that when certain favorable conditions of measurement were present there was a substantial increase in the mean validity coefficient. The measurement conditions which were the main contributors to explained variance were relative self-evaluation, expectations of validation, anonymity instruction and self-evaluation experience. The increase from .00 (no measurement conditions present), to .64 (any four measurement conditions) implied that many of the finding reported in the literature may be affected by the way in which .self-assessment data were collected.A recent review by Harris and Schaubroek (1988) focused on the relationship between self, peer, and supervisory assessments in mainly work settings. They reported a relative...

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“…A partir dos estudos sobre auto-avaliação de necessidades de treinamento, alguns poucos pesquisadores (McEnery & McEnery, 1987;Stanley & Shockley-Zalabak, 1986) começaram a comparar auto-avaliações com hetero-avaliações, buscando verificar correlações ou diferenças entre esses tipos de avaliações. No Brasil, não foram encontrados relatos de investigações sobre estas questões.…”

Section: Avaliação De Necessidades De Treinamentounclassified

Auto e hetero-avaliação no diagnóstico de necessidades de treinamento

Magalhães

Borges–Andrade²

2001

Estud. psicol. (Natal)

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ResumoO presente estudo teve como objetivos: desenvolver uma metodologia de avaliação de necessidades de treinamento que incluísse atitudes; estudar a relação entre auto e hetero-avaliação, buscando avaliar conhecimentos, habilidades e atitudes; e avaliar a relação entre a auto-avaliação e algumas variá-veis preditoras (tempo de trabalho na organização e na função, emprego anterior, gênero, estado civil, escolaridade e idade). Foram desenvolvidos questionários, de acordo com o método de análise de papel ocupacional. Esses questionários foram aplicados em 898 bancários e seus supervisores imediatos. Os resultados sugeriram que a metodologia parece ser adequada para analisar necessidades de treinamento. Mostraram também que existe relação significativa entre auto e hetero-avaliação de necessidades de treinamento, embora supervisores tendam a apontar maiores necessidades de treinamento, em seus subordinados, do que as auto-avaliações destes mesmos.Palavras-chave: Treinamento, Necessidades de treinamento, Avaliação de necessidades de treinamento, Auto-avaliação, Hetero-avaliação. Abstract Self and hetero assessment in training needs diagnosticThe objectives of the present study were: to develop a training needs assessment methodology that included attitudes; to study the relationship between self and hetero assessment, by assessing knowledge, skills and attitudes; and to evaluate the relationship between self-assessment and some predicting variables (work experience at the organizational and occupational levels, prior job experience, gender, marital status, schooling and age). Questionnaires were developed, following the method of occupational role analysis. These questionnaires were applied in 898 bank employees and their immediate supervisors. Results have suggested that the methodology seems to be appropriate for analyzing training needs. They have also shown that there is a significant relationship between self and hetero assessments of training needs. However, supervisors tend to point higher training needs, in their subordinates, than the self-assessments made by the latter.Key words: Training, Training needs, Training needs assessment, Self-assessment, Hetero-assessment. Treinamento e tecnologia de treinamentoA velocidade das mudanças tecnológicas, o aumento da diversidade nos locais de trabalho e a acentuada mobilidade dos trabalhadores atuais são aspectos do mundo contemporâneo que justificam os elevados investimentos em treinamento e estão presentes na literatura científica que o investiga. De acordo com Schneider (1999), estas são algumas razões pelas quais o treinamento se tornou uma questão crucial para as organizações.A palavra treinamento tem muitos significados. Alguns especialistas em administração de pessoal consideram o treinamento como um meio para desenvolver a força de trabalho dentro dos cargos particulares (Yoder, 1956). Outros interpretam mais amplamente, considerando o treinamento para

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Communication Proficiency and Future Training Needs of the Female Professional: Self-Assessment vs. Supervisors' Evaluations

Cited by 15 publications

References 22 publications

Ratings of Managerial Characteristics: Evaluation Difficulty, Co‐worker Agreement, and Self‐awareness

Ratings of Managerial Characteristics: Evaluation Difficulty, Co‐worker Agreement, and Self‐awareness

An Empirical Comparison of Self-Assessment and Organizational Assessment in Personnel Selection

Auto e hetero-avaliação no diagnóstico de necessidades de treinamento

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