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The present study aimed to assess the nomological validity of the Assessment Centre (AC). More specifically, the authors investigated the relationship between theoretically related personality variables and AC ratings in a personnel selection procedure. Previous studies have reported contradictory findings regarding the nomological validity of the Assessment Centre. We identified shortcomings in the previous studies and demonstrated the nomological validity of the AC in a relatively large sample of line manager candidates (N = 314). Our results are in harmony with trait activation theory, and this confirms the nomological validity of Assessment Centres. The theoretical and practical implications of these findings are discussed. [ABSTRACT FROM AUTHOR]

Purpose – Personality profiling in today’s business world has become an essential organisational development practice targeted at identifying a set of employees' traits, which differentiate an employee from one another. Given the assumption that personality traits form an essential indicator of developing the potential of an individual workforce, possible to establish how employees function in a certain job role and their suitability for the particular tasks in an organisation. This study aims to explore the relationship between personality traits, assessment centres (ACs) quality and management development in Nigeria telecommunication organisation among its managers. Design/methodology/approach – The study employed multi-stage sampling techniques and further stratified the hierarchy of the management and finally used a simple random sampling strategy on each stratum. A combination of 482 managers in Nigerian telecommunication organisations participated in this study. The study investigated 12 hypotheses and 1 mediating postulation. Multiple scales were adapted to measure dimensions of endogenous and exogenous variables along the path of mediating variables of the study. The study employed a cross-sectional survey approach to administering the research instrument across all the departments among the managers of the organisations. A structural equation model of assessment was used to analyse the data collected from managers of the telecoms organisations. Findings – The outcome of the study was significant, 10 of the postulated hypotheses were found to be significant while 3 were not significant. The study revealed that a combination of openness to experience, conscientiousness, neuroticism, agreeableness and extraversion personality have no significant relationship with the AC. Also, employees who are high in neuroticism like being emotionally unstable did not find a significant relationship with the AC. In a similar situation, the combined effect of all the big-five personalities was not significant in management development among the managers of the telecommunication industry. The AC is discovered to mediate between personality traits and management development. Individually, the big-five model finds a significant relationship with AC and management development, respectively. Research limitations/implications – The study is restricted to managers of the Nigerian telecoms industry alone and not all the entire workforce. It adopted cross-sectional analysis to make an inference on all the managers of the organisations. The implication is that the period of the view of a particular point in a sequence of the event may not be representative. Another implication is that the results from the cross-sectional design are for the relationship, and they do not indicate causation. Originality/value – In practice, this study has shown that personality profiling is important to managing organisational behaviour to highlight a set of traits of employees suitable for peculiar roles. This study implies that personality elements constitute a vital signal of the potential development of the workforce. It helps to illuminate an individual functioning style in a certain task situation, therefore determining both professional and managerial suitability in performing a given role.

The way to clarify the concept of the human resources competence of The Indonesian National Police (POLRI) is believed to be a key factor in determining the success of the police organization. Currently, POLRI has implemented an open position promotion program which one of the stages uses the Assessment Center to exam managerial competence. This research aims to analyze the policies and impact of assessment center implementation in supporting of the open positions promotion. The Researchers apply qualitative approaches with data collection techniques in the form of observations, interviews and document studies. The results of the study findings concluded that the Assessment Center implementation policy in support of open promotion in the narrow sense has been implemented although incomplete. In a broad sense, the implementation of assessment center policies in supporting of open promotion has not been successful and has not given a positive impact. This is because The Indonesian National Police as a bureaucratic organization, does not fully have the organizational capacity that is the backbone of bureaucracy, which involves: organizational structure; mechanism of work; human resources; financial support as well as resources needed to work. These four elements have not been able to realize optimal conditions and support each other.

Purpose – The article makes a conceptual contribution to the substantiation of the foundations in personnel management for the development and decision-making in personnel assessment based on the biographical method. Design/methodology/approach – When substantiating the scientific direction, a comparative analysis, a comparison of the theoretical provisions of leadership and the methodology of personnel assessment, a critical appraisal of the assessment centre and biographical method were used. Findings – Modern science contains information about effective leadership and few grounds for objective selection for leadership positions. Why do some individuals become leaders in the churches, while others become leaders of business corporations? The accepted assessment tools allow obtaining information about the candidate, but do not have a scientific basis for making a decision about leadership in recruiting. Biographical psychology brings together leadership theories and assessment tools; it allows to establish a connection between developmental psychology, social, applied and organizational psychology and provides the integration of various directions in science. It allows a deeper understanding of the relationship between a person's biographical facts and his/her suitability in the profession to justify the reasons for leadership, as well as the grounds for selection for managerial positions. Originality/value – Substantiation of biographical psychology will allow in the future to legitimize the conduct of such studies, to come closer to the truth in the selection for leadership and not only positions, to understand the connection between the biography of leader and organizational culture. Biographical psychology will contribute to the creation of scientific basis for recruiting. To consider biographical factors more significantly (gender, age, sexual orientation, differences in personal development, and not just executive experience in the resume), this will reduce the economic costs of introducing and supporting costly procedures in organizations, as well as increasing the objectivity of the assessment and selection of personnel in organizations.

Developing student competence relevant to real-world practice has been a persistent challenge in tertiary education. Organisational psychologists use assessment centres in industry to measure job-relevant competencies of employees or job-candidates to facilitate accurate recruitment or development decisions. Despite its potential as an innovative approach to developing student employability, this methodology remains novel in higher education. To stimulate wider usage and consideration, the steps and success criteria associated with a long-standing developmental assessment centre programme for postgraduate organisational psychology students are explained and demonstrated. The programme's benefits have extended beyond delivering a quality assessment solution to providing a contemporary strategy to strengthen industry partnerships, thus ensuring sustainability and circumventing common criticisms of assessment centres being resource intensive. Although contextualised in the setting presented, this case highlights the assessment centre approach and practice implications for academics, particularly given that partnerships, and student competency and employability are important responsibilities for all university departments. [ABSTRACT FROM AUTHOR]

The article describes the work of supervision of work, discussed in a group facilitated by a child psychotherapist in a Children and Families Centre in Italy. The supervisor describes the supervisory role and the usefulness of examining the transference and countertransference, in supporting the developing capacity for containment and reflection in the multidisciplinary group discussions. The paper continues with further sections written by different members of the group, including two teachers, a child psychotherapist and a social worker in which they describe their work and the understanding of it which has emerged through discussion. The region where this work takes place is generally socially deprived, with few work opportunities, quite a lot of substance abuse and intergenerational trauma. The supervisor encourages the group to look at the transference, and more especially the countertransference, and what is split off by children and adults and projected into the workers. The examination of the countertransference is seen as an important source of insight into what can be contained and understood in terms of working therapeutically with parents and children in contact meetings and in helping the Family Court to reach decisions about whether children should remain with their parents or not. [ABSTRACT FROM AUTHOR]

There have been repeated calls for an external construct validation approach to advance our understanding of the construct-related validity of assessment centre dimension ratings beyond existing internal construct-related validity findings. Following an external construct validation approach, we examined whether linking assessment centre overall dimension ratings to ratings of the same dimensions that stem from sources external to the assessment centre provides evidence for construct-related validity of assessment centre ratings. We used data from one laboratory assessment centre sample and two field samples. External ratings of the same dimensions stemmed from assessees, assessees' supervisors, and customers. Results converged across all three samples and showed that different dimension-same source correlations within the assessment centres were larger than same dimension-different source correlations. Moreover, confirmatory factor analyses revealed source factors but no dimension factors in the latent factor structure of overall dimension ratings from the assessment centre and from external sources. Hence, consistent results across the three samples provide no support that assessment centre overall dimension ratings and ratings of the same dimensions from other sources can be attributed to dimension factors. This questions arguments that assessment centre overall dimension ratings should have construct-related validity. [ABSTRACT FROM AUTHOR]

The purpose of personnel selection is to measure knowledge, skills, and abilities that are necessary to perform a job effectively. The process involves various assessments, including personality assessment. This conceptual paper discussed the potential of using a learning factory to develop multiple simulations for assessment center activities in assessing personality in different situations. Although traditional personality assessment contributes to the effectiveness of selection decisions and prediction, it tended to ignore that trait-related behaviors may differ across situations. Study on dynamic personality is essential as empirical studies showed that within-person fluctuations in personality states relate to a variety of work outcomes, including job performance. To further understand this fundamental issue, this paper discussed further how personality–situation interplay influences performance by using a learning factory assessment center method. This study also discussed how the adaptation of exploratory mixed methods approach could be used. The mixed exploratory methods are suitable as this topic is related to fundamental research and empirical study, besides the investigation on this area is still limited. This paper could benefit other researchers, industry players, and policymakers in understanding better how dynamic personality may influence performance, especially in the activities related to Industry 4.0. [ABSTRACT FROM AUTHOR]

Copyright of Military Science Review / Hadtudományi Szemle is the property of National University of Public Service and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This study seeks to develop and validate an Assessment Centre (AC) tool for the evaluation and selection of school leaders, focusing on the identification of competencies that influence teaching and learning outcomes. International research supports the creation of Assessment Centres to select candidates for these roles, due to their superior predictive capacity over traditional methods. In this research, a model composed of four face-to-face instruments (an interview to assess competencies, a human resources exercise, a class observation exercise, and a strategic analysis exercise) was designed and validated which simulated the key tasks of a school principal. To establish the desired performance outcomes, three competencies and 15 indicators were selected, based on international and local standards. The analysis of performance results was obtained from a sample of 164 participants made up of teachers, school leaders and principals. The results suggest positive evidence for construct validity, concurrent criteria validity, and reliability between evaluators. Moreover, the data obtained from a sub-sample of principals, with three or more years of experience in their role, allowed for the association of their AC scores with the results of their school organisations, as measured by the National System for the Measurement of Educational Quality in the years 2013 and 2016. [ABSTRACT FROM AUTHOR]

Copyright of Beiträge zur Lehrerinnen - und Lehrerbildung is the property of Schweizerische Gesellschaft fur Lehrerinnen- und Lehrerbildung (SGL) and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Background. The article delineates competency requirements which have to be faced by contemporary managers in business and their application in a public organisation through the example of the Customs Service. Research aim. The presentation of the process of changes' implementation in the scope of management within the Customs Service based on the change of criteria used for the assessment of managerial staff competencies. Methodology. Field work and participant observation of the assessment process of the core managerial staff of the Customs Service by Assessment Centre method. Key findings. Public organisations can apply criteria and methods of assessment normally used in business to administer the managerial staff. [ABSTRACT FROM AUTHOR]