Collaborative Development Centres: The Social Process Model of Assessment in Action? (original) (raw)
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On the Validity of the Selection and Assessment Interview
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The employment interview as a sociometric selection technique
Journal of Group Psychotherapy Psychodrama and Sociometry, 1994
Much of the research conducted on the employment interview suggests that it is time-consuming, expensive, and only modestly predictive of job performance. In spite of this, however, it remains one of the most widely used selection techniques. In this article, we argue that the employment interview continues to be used because it serves organizational functions other than the prediction ofjob performance. From this perspective, we review studies that suggest that the interview is used by organizations as a form of sociometric selection. We then describe how sociometric selection is functional to organizations, and we review studies that illustrate the positive effects organizations experience when using standard sociometric techniques. We suggest that many of these same benefits are realized when organizations use the employment interview as a method of sociometric selection. We also identify the potential disadvantages of sociometric selection and present suggestions for future research.
Validity of assessment centers for personnel selection
a r t i c l e i n f o a b s t r a c t Research and practice in the application of assessment centers (AC) for personnel selection are reviewed and critiqued. Several examples of the use of ACs for external screening, internal promotion, and certification are described. Several types of evidence of validity of ACs for selection are reviewed, including representativeness of the content of dimensions and exercises in relation to job requirements, relationships among ratings within an AC, relationships of AC ratings and criteria of work effectiveness, and consequences of assessments including candidates' reactions to assessments and subgroup differences in ratings. Several controversies in research findings and practices of ACs are noted. Further research to address these controversies and new research to study emerging issues are suggested. Conclusions about the validity, fairness, and legal defensibility of ACs for personnel selection are offered. The assessment center method (ACM) has been used for many purposes in human resource management including selection, diagnosis, and development since its introduction over 50 years ago, (Thornton & Rupp, 2006). In this chapter, we review research and practice of the method for selection purposes. We use " selection " in a broad sense to mean the use of overall assessment ratings to aid in selection of: • external candidates into organizations, • internal candidates into supervisory and managerial ranks, • individuals into a pool of high potentials who will get special training, • exemplary staff members to receive certification of competence in job skills, or • employees for retention when there is a reduction in force and reorganization. In all of these applications, the overall assessment rating is used as a measure of competence to be successful in some new assignment. We begin with a definition of an assessment center (AC), and then give examples of several applications in selection. Next, we evaluate the literature to provide summaries of what is known about the validity of the method and controversies over theory, research, and practice. We conclude with a set of suggestions for research, including a new broad proposal for integrating a number of key issues percolating in the field, along with some specific research needs. In this paper, we intend to provide a summary of what will be useful to both scholars seeking key issues to investigate and practitioners facing challenges in applications.
A Review of Structure in the Selection Interview
Personnel Psychology, 1997
Virtually every previous review has concluded that structuring the selection interview improves its psychometric properties. This paper reviews the research literature in order to describe and evaluate the many ways interviews can be structured. Fifteen components of structure are identified that may enhance either the content of the interview or the evaluation process in the interview. Each component is explained in terms of its various operationalizations in the literature. Then, each component is critiqued in terms of its impact on numerous forms of reliability, validity, and user reactions. Finally, recommendations for research and practice are presented. It is concluded that interviews can be easily enhanced by using some of the many possible components of structure, and the improvement of this popular selection procedure should be a high priority for future research and practice. In the 80-year history of published research on employment interviewing (dating back to Scott, 1915), few conclusions have been more widely supported than the idea that structuring the interview enhances reliability and validity.
Human Performance, 2015
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ASSESSMENT CENTRES: ANEFFECTIVE TOOL FOR COMPETENCY DEVELOPMENT
Assessment Centre methodology is a unique tool for identifying key competencies of employees. Extensive Literature Review suggests that assessment centers are a globally valid and reliable method to analyze and predict future potential of candidates. The validity of assessment centre methodology remains high across the globe and among all the levels of personnel within organizations. The validity of assessment centre methodology has been rated to be quite high. However, assessment centre methodology also faces quite a few challenges as well. The literature suggests that assessment centre methodology is an effective tool for potential assessment in organizations across sectors and countries despite the challenges faced by them.
The social validity of a national assessment centre for selection into general practice training
BMC Medical Education, 2014
Background: Internationally, recruiting the best candidates is central to the success of postgraduate training programs and the quality of the medical workforce. So far there has been little theoretically informed research considering selection systems from the perspective of the candidates. We explored candidates' perception of the fairness of a National Assessment Centre (NAC) approach for selection into Australian general practice training, where candidates were assessed by a Multiple Mini Interview (MMI) and a written Situational Judgment Test (SJT), for suitability to undertake general practice (GP) training.
Recruitment, selection, and assessment: Are the CV and interview still worth using?
2019
Over the last decades, research on employee recruitment has increased dramatically. However, it remained that the two most popular instruments utilised in employee recruitment, selection, and assessment are the curriculum vitae (CV) and interview. Despite the unwavering popularity of these instruments, there has been much debate regarding their ability to reliably predict job performance. Two major trends in organisational psychology are to either 'fit the man to the job' (FMJ) or to 'fit the job to the man' (FJM), both aim to promote the recruitment of candidates who will give optimal performance in the organisations to which they apply to. This article seeks to analyse the literature in employee recruitment, selection, and assessment in order to assess whether the popular combination of unstructured interviews and CVs are a reliable combination in selecting employees in the labour market.
Applied Psychology-an International Review-psychologie Appliquee-revue Internationale, 2004
BARTRAM © International Association for Applied Psychology, 2004. and the need to cover the full range of work organisations (large to small; local to global; private to public sector) is emphasised.