Carty, Dawn (2000) Assessing assessment centre assessors. Undergraduate thesis, Dublin, National College of Ireland.
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An assessment centre is a personnel management procedure that enables companies to base their hiring decisions on the past, present and future job performance of candidates. This process involves the monitoring, documentation and assessment of candidates' performance in simulated work situations by qualified professionals simulation can provide assessors with insights into the ability of job applicants to hold up in real life management situations. Typically, assessment centres run for about one to three days and are designed to meet the specific needs of the company. Employment tests and interviews are often part of the process. At the procedure's conclusion, the assessors make their recommendation to management based on the analysis of the data gathered.
Assessment centres are widely accepted as valuable human resource tools in many countries. For example, Boyle, Fullerton and Yapp (1993) reported that they are used in at least 45 per cent of medium and large organisations in the U.K, and another survey indicated that their use is increasing more rapidly than any other selection procedure in Britain, having reached a prevalence above 65 per cent in organisations employing more than 1000 people (Industrial Relations Services, 1997).
The growth in popularity of assessment centres as a selection technique has been pronounced in recent years. In the U.K. use of assessment centres has almost tripled over the last five years, and has increased fivefold over the Last two decades according to systematic surveys of selection techniques used in British organisations. A review of research into assessment centre-design and predictive validity, however, reveals that all is not well and that such quantum leaps in assessment centre popularity may rest on ill founded "faith validity" in the capacity of assessors to make valid and reliable outcome decisions. Research studies indicate that lack of assessor training may affect assessment centre validity.
Chapter Two will explain how the researcher conducted both primary and secondary research. It will also state the hypothesis that the author wishes to examine.
Chapter Three introduces the subject of assessment centres; it defines an assessment centre and outlines the origins of and a general description of assessment centres. It continues by looking at the components of the assessment centre and the importance of competency analysis. The role of the assessor, the training of the assessor and the process of observation and evaluation are also covered. This chapter concludes by discussing the validity of assessment centres.
Chapter Four presents the research findings. The principle results from the questionnaire are illustrated using both tables and graphs.
Chapter Five will conclude this dissertation, and will support or reject the hypothesis proposed in chapter two. A discussion of the results of the primary research with reference to theorists in the literature review will be conducted.
|Item Type:||Thesis (Undergraduate)|
|Subjects:||H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management > Human Resource Management > Performance Management
H Social Sciences > HF Commerce > Personnel Management
H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management > Human Resource Management
|Divisions:||School of Business > BA (Honours) in European Business and Languages|
|Depositing User:||Tim Lawless|
|Date Deposited:||04 May 2010 11:53|
|Last Modified:||19 Aug 2014 10:32|
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