Assessment Centers and Managerial Performance by George C. Thornton III, Visit Amazon's William C. Byham

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83 Q F r o m OSS Assessment Staff, Assessment of men: Selection of personnel for the Office of Strategic Services, New York: Holt, Rinehart & Winston, 1 9 4 8 . Reproduced by permission. perience. More importantly, the structure of the assessment discussion may have determined the seeming importance of the interview data. The interviewer wrote most of the final report before having any discussion with the other assessors. Assessors who observed the candidate in the various exercises simply reported their numerical ratings and commented on the interviewer's judgment if they thought it was appropriate.

Reproduced by permission. 53 87 a F r o m OSS Assessment Staff, Assessment of men: Selection of personnel for the Office of Strategic Services, New York: Holt, Rinehart & Winston, 1948. Reproduced by permission. Station W resulted in even more dramatic evidence of the value of OSS procedures. Further analyses using the returnee criterion yielded some insight into the validity of different assessment techniques. Correlations of effective intelligence were computed for ratings on this factor using various test techniques and were compared with returnee ratings on the factor.

However, in one large controlled study where common training programs were instituted, it was found that two boards provided comparable evaluations (Morris, 1949). , psychologists, psychiatrists, and observers). Aside from demonstrating interboard and interjudge reliability, this study demonstrated the value of training assessors with a common program. Persons developing and operating management assessment centers should be aware that although assessors may bring different evaluation standards into the assessment center, training them will lead to better reliability of assessments.

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