An eight-year follow-up of a management assessment center.

Hinrichs, John R.

doi:10.1037/0021-9010.63.5.596

Cited by 74 publications

(54 citation statements)

References 4 publications

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“…Positive career impact was also a strong theme, building upon existing quantitative-empirical studies with similar findings (Hinrichs, 1978;Ritchie, 1994). Many participants gained new roles and the remainder were able to demonstrate increased responsibilities, including those who failed the Centre.…”

Section: Enabling Changing and Taking Actionmentioning

confidence: 99%

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Development Assessment Centres: Practice Implications Arising from Exploring the Participant Voice

Turner¹,

Nicholl²

2016

IJHRDPPR

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This qualitative phenomenological study explores the short-to-medium term personal impact of Development Assessment Centres on UK healthcare managers. The study identified overarching themes relating to personal performance impact, enabling and disabling factors in Centre design, trauma and safety implications, and behavioural adaptation. Practice implications arising focused upon three key areas. Firstly, Centre design should equally enable both introverts and extraverts and provide conscious consideration toward behavioural adaptation amongst participants. Secondly, there is a need for adequate follow-up support to enable participants to continue to learn from their experience, whilst also mitigating any potential risk toward long-term trauma caused by such deeply personal experiences. Finally, where assessment and reward form an output from any Centre, judgement should be limited until a thorough de-brief has been undertaken with the participant to explore causal behavioural responses, as opposed to basing decisions on observed behaviour alone.

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Section: Enabling Changing and Taking Actionmentioning

confidence: 99%

“…In recent years, Development Centres have become more commonplace in personal and career development (Goodge, 1994;Hart, 1979;Hinrichs, 1978;Thornton and Krause, 2009;Tillema, 1998;Vloeberghs and Bergham, 2003;Wilson, 1996).…”

Section: Development and Assessment Centresmentioning

confidence: 99%

Development Assessment Centres: Practice Implications Arising from Exploring the Participant Voice

Turner¹,

Nicholl²

2016

IJHRDPPR

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“…For noncognitive predictors studied thus far, such as assessment center ratings, criterion-related validities tend to be better in the long run. For example, Hinrichs (1978) found that assessment center ratings predicted organizational level better 8 years postassessment than 1 year postassessment. Similar patterns of results have been reported by Bray and Howard (1983) and more recently by Jansen and Stoop (2001).…”

Section: Research On Longitudinal Changes In Criteriamentioning

confidence: 99%

“…using longitudinal designs. Hinrichs (1978) reported that aggressiveness measured during assessment center exercises predicted organizational level better after 8 years on the job than earlier. Other studies (Dodd et al, 1970;Helmreich et al, 1986;Singh, 1978) all reported higher long-term validities of specific personality scales for job performance.…”

Section: Directions For Future Researchmentioning

confidence: 99%

Personality scale validities increase throughout medical school.

Lievens

Ones

Dilchert

2009

Journal of Applied Psychology

191

181

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Admissions and personnel decisions rely on stable predictor-criterion relationships. The authors studied the validity of Big Five personality factors and their facets for predicting academic performance in medical school across multiple years, investigating whether criterion-related validities change over time. In this longitudinal investigation, an entire European country's 1997 cohort of medical students was studied throughout their medical school career (Year 1, N ϭ 627; Year 7, N ϭ 306). Over time, extraversion, openness, and conscientiousness factor and facet scale scores showed increases in operational validity for predicting grade point averages. Although there may not be any advantages to being open and extraverted for early academic performance, these traits gain importance for later academic performance when applied practice increasingly plays a part in the curriculum. Conscientiousness, perhaps more than any other personality trait, appears to be an increasing asset for medical students: Operational validities of conscientiousness increased from .18 to .45. In assessing the utility of personality measures, relying on early criteria might underestimate the predictive value of personality variables. Implications for personality measures to predict work performance are discussed.

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“…Past empirical research suggests that management's ratings from the assessment center, along with the management evaluations of promotion potential, are important tools to predict employees' promotion and advancement in the organization (Hinrichs, 1969;1978). Recently, there has been an increasing trend for large corporations to dedicate efforts to the HiPo assessment and development (Church, Rotolo, Ginther, & Levine, 2015).…”

Section: Identification Of Hipo Employees and Challengesmentioning

confidence: 99%

High potential programs and employee outcomes

Malik

Singh

Chan

2017

CDI

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Organizations implement 'high potential' (HiPo) programs to identify, develop and retain their most talented employees (also known as high potential employees). However, much is still unknown regarding how these programs affect employees, and the link through which employee participation in HiPo programs affects employee outcomes remains a 'black box'. This research aims to open this 'black box' and examines the underlying mechanism through which HiPo program participation impacts employee outcomes.Drawing on social exchange, psychological contract and attribution theories, I conduct two studies to examine the impacts of HiPo program participation on various employee outcomes. In the first study, I hypothesize that employees who are included in HiPo programs (i.e., HiPo employees) will have higher affective commitment, lower turnover intent, and higher levels of organizational trust. Moreover, I hypothesize that organizational trust will mediate the relationships between HiPo program participation and employee outcomes (i.e., affective commitment and turnover intent). A cross sectional survey was used to collect data from one division of a large multinational company (n= 65). The results provided support for all hypotheses.The second study aims to replicate and extend the findings of Study 1. In this study, I examine the process through which HiPo program participation impacts employee outcomes by

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An eight-year follow-up of a management assessment center.

Cited by 74 publications

References 4 publications

Development Assessment Centres: Practice Implications Arising from Exploring the Participant Voice

Development Assessment Centres: Practice Implications Arising from Exploring the Participant Voice

Personality scale validities increase throughout medical school.

High potential programs and employee outcomes

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