Forty-seven individuals evaluated in a management assessment center in 1967 in the marketing organization of a large manufacturing company were followed up 8 years later. Both the overall assessment center rating and a general management evaluation of potential derived from personnel files were significantly related to position level attained after 8 years for 30 individuals still with the company. The shrunken multiple correlation of these two predictors with level attained was .58. Characteristics of aggressiveness, persuasiveness, oral communications, and self-confidence plus test scales of ascendency and self-assurance were most strongly related to level attained 8 years later. While the validity of this specific assessment center for predicting advancement appears adequate, additional research is desirable to evaluate the ability to predict performance in management.

The major component of evaluation from a 2-day assessment program covering 47 members of a large national marketing organization consisted of ratings of degree of active participation in the group situational exercises, followed by ratings of administrative and decision-making ability Paper-and-pencil ability tests and personality inventories were less clearly related to assessments of managerial potential. Ratings of management potential developed from a careful review of company personnel records were as highly correlated with the assessment center data as were overall ratings from the 2-day program, except for ratings dealing with interpersonal behavior.

Within a large, white-collar, industrial population, average perceptions of small, average, or large increases in salary formed a relatively constant function of level of current salary. The analogy to the psychophysical Weber/Fechner model, while explaining much of the variance in perceptions of salary increases was not complete. Additional variability was related to a series of demographic variables, with higher dollar expectations registered by college-educated employees versus noncollege, younger employees versus older, exempt employees versus nonexempts, and among nonexempts by males versus females. The results suggest that probable earnings potential, in addition to current earnings level, contributes variance to differences in perceptions of equitable salary increases.

Three different information sources of reasons for voluntary resignation of professional employees in a large manufacturing company were evaluated: (a) exit interviews conducted by company management, (b) follow-up attitude questionnaires mailed from the company's personnel department, and (c) exit interviews by an outside consultant. Over 3 successive years, the distribution of reasons for termination derived from management exit interviews did not correlate significantly with data from the follow-up mail questionnaire. For 37 subjects there were significant differences between exit interviews by management versus repeat interviews of the same individuals by the outside consultant, x 2 (1) =6.28, p<.01. More negative information was generated through the consultant interviews (p < .01). Results suggested distortion to exit interview data collected by company management.

Factor analysis of a battery of psychomotor reference tests and learning performance replicated previous findings of both increasing and decreasing taskspecific factors in the acquisition of skill in a rotary pursuit task. A comparison of ability correlates of proficiency at various stages of practice for a group in which tracking speed was emphasized versus a group where accuracy was emphasized suggests that difference in method of approaching the task may be responsible for much of the task-specific factor variance. The results highlight the difficulties in predicting proficiency in motor tasks from basic ability measures and the significantly greater utility of job samples for predictive purposes.