Assessor Decision Making Information Processing and Assessor Decision
Strategies in a British Assessment Centre

Anderson, Neil; Payne, Tim; Ferguson, Eammon; Smith, Tom W.

doi:10.1108/00483489410053010

Cited by 10 publications

(14 citation statements)

References 30 publications

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“…Assessors do appear to weigh alternative sources of information differentially (Anderson et al 1994), though the literature on clinical vs. actuarial judgement suggests that this is likely to decrease rather than enhance accuracy (Kleinmunz 1990). …”

Section: Nternatlonal Iournal Of Selectlon and Assessmentmentioning

confidence: 97%

“…Some 45% of large organizations in the UK now make some use of the method, and usage is likely to increase in the future (Boyle et al 1993).…”

mentioning

confidence: 99%

“…A (AIDCs) are now a prominent feature of human resource management practices in organizations. Some 45% of large organizations in the UK now make some use of the method, and usage is likely to increase in the future (Boyle et al 1993).…”

mentioning

confidence: 99%

See 2 more Smart Citations

Do Assessment/Development Centres Use Optimum Evaluation Procedures? A Survey of Practice in UK Organizations¹

Boyle¹,

Fullerton²,

Wood³

1995

Int J Selection Assessment

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Section: Nternatlonal Iournal Of Selectlon and Assessmentmentioning

confidence: 97%

“…Some 45% of large organizations in the UK now make some use of the method, and usage is likely to increase in the future (Boyle et al 1993).…”

mentioning

confidence: 99%

See 1 more Smart Citation

Do Assessment/Development Centres Use Optimum Evaluation Procedures? A Survey of Practice in UK Organizations¹

Boyle¹,

Fullerton²,

Wood³

1995

Int J Selection Assessment

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“…There is not only the challenge of finding adequate weights for different dimensions but also the problem that managers selecting personnel are usually not single persons but a group of people with heterogeneous preferences (Lupton, 2000;Roch, 2006), heterogeneous goals (Wong and Kwong, 2008) and heterogeneous perceptions of information and performance (Anderson et al, 1994;Karl and Wexley, 1989). Evidence, especially from the assessment center literature, shows that managers differ in many aspects.…”

Section: Introductionmentioning

confidence: 99%

How to pick your staff? Using data envelopment analysis

Warning

2014

Management Research Review

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Purpose -This purpose of this paper is to present a tool for facilitating personnel selection when multiple heterogeneous human resource managers use multiple criteria. Two problems result from such a situation. First, when multiple criteria are applied, it is unusual for one candidate to dominate the other candidates in all areas, which requires assigning weights to the different criteria to be able to rank the candidates. Second, in a heterogeneous selection committee, finding weights that accurately reflect the individual preferences of all members is difficult. Design/methodology/approach -To deal with the multidimensional setting of selecting personnel, this paper introduces data envelopment analysis with assurance region (DEA-AR) to determine individually optimal weights for each applicant. Findings -DEA-AR leads to a score for each applicant that can serve as a signal for productivity and, thus, for evaluating the candidate. Based on linear programming, DEA-AR not only aggregates multiple dimensions into a single score but also incorporates managers' preferences. In addition, the procedure is transparent and fair. It seems to be highly appropriate for selecting personnel. Based on a simulated dataset of applicants, the use of DEA-AR for selecting personnel is illustrated and discussed. Originality/value -DEA-AR provides a tool for supporting personnel selection or pre-selection. This model is based on a mechanical procedure and considers managers' ideas about weights.

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“…It is shown that raters' experience is essential in assisting raters to render an appraisal that is acceptable by ratees (Charmine & Hartel, 1993) and contributes to the effectiveness of performance appraisal system (Anderson, Payne, Ferguson, & Smith, 1994;Prussia, Anderson, & Manz, 1998).…”

Section: E Raters' Experience In Appraisingmentioning

confidence: 99%

Rater’s Intention Towards Appraising Accurately

Embi

Choon

2014

JGP

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most organizations is to provide utilizable performance information of the ratees in making human resource decisions whether it is for between person decisions (e.g., promotion and salary increments); within person decisions (e.g., feedback and identifying training needs); system maintenance (e.g., manpower planning and evaluation of human resource systems); or documentation (e.g., criteria for validity studies and meeting legal needs) (Cleveland, Murphy, & Williams, 1989). Any equal, accurate appraisal is better than inaccurate appraisal (DeNisi, 2011). Hence, raters' appraisal accuracy is deemed essential in making the performance appraisal perceived as objective, fair, and transparent by the ratees.The focus of performance appraisal accuracy research shifted its format from rating scales (Bernardin, La Shells, Smith, & Alvares, 1976;Landy & Farr, 1980;Thorndike, 1920) to rater trainings (Day & Sulsky, 1995), rater cognitive process (DeNisi, Cafferty, & Meglino, 1984;Feldman, 1981;Ilgen & Feldman, 1983), rater affects (Tsui & Barry, 1986), rater motivations (Banks & Murphy, 1985;Harris, 1994;Murphy & Cleveland, 1995), and also rater goals and intentions (Murphy, 2008;Murphy & Cleveland, 1995;Spence & Keeping, 2013). Past research indicated that performance appraisal accuracy was heavily investigated because accurate appraisal were likely to be perceived by ratees as fairer, acceptable and they tend to respond positively to feedback (Ilgen, Fisher, & Taylor, 1979). DeNisi (2011) found that the problem investigating performance appraisal accuracy as dependent variable in field setting lies in the difficulty to obtain "true scores" (direct measure of accuracy) and incorrect proxy to relate appraisal accuracy with rating errors (indirect measure of accuracy).Since it is difficult to directly measure accuracy and rating errors, it does not mean it is inaccurate. Therefore it is proposed Muhamad Ali Embi ABSTRACTThe aim of this article is to stimulate thoughts and introduce new prospects to the study of performance appraisal accuracy, especially in the raters' perspective. It focuses on a relatively understudied aspect of performance appraisal which is raters' intention towards appraising accurately. In order to understand the application of this aspect, this paper attempts to develop a conceptual framework based on hypotheses of the direct and indirect factors that predict the raters' intention to appraise accurately. It is hypothesized that the raters' experience in appraising, raters' perceived purposes of appraisal, and raters' perceived information adequacy for appraising will predict the raters' intention towards appraising accurately by influencing the raters' attitude towards appraising accurately, raters' perceived subjective norms towards appraising accurately, and raters' perceived behavioral control towards appraising accurately.

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Assessor Decision Making Information Processing and Assessor Decision Strategies in a British Assessment Centre

Abstract: A one-hour standardized training session was successfully used to train prehospital providers in the procedure of IO infusion. IO infusion then was implemented into their clinical practice with a satisfactory success rate and few complications.

Cited by 10 publications

References 30 publications

Do Assessment/Development Centres Use Optimum Evaluation Procedures? A Survey of Practice in UK Organizations¹

Do Assessment/Development Centres Use Optimum Evaluation Procedures? A Survey of Practice in UK Organizations¹

How to pick your staff? Using data envelopment analysis

Rater’s Intention Towards Appraising Accurately

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Assessor Decision Making Information Processing and Assessor Decision Strategies in a British Assessment Centre

Abstract: A one-hour standardized training session was successfully used to train prehospital providers in the procedure of IO infusion. IO infusion then was implemented into their clinical practice with a satisfactory success rate and few complications.

Cited by 10 publications

References 30 publications

Do Assessment/Development Centres Use Optimum Evaluation Procedures? A Survey of Practice in UK Organizations1

Do Assessment/Development Centres Use Optimum Evaluation Procedures? A Survey of Practice in UK Organizations1

How to pick your staff? Using data envelopment analysis

Rater’s Intention Towards Appraising Accurately

Contact Info

Product

Resources

About

Do Assessment/Development Centres Use Optimum Evaluation Procedures? A Survey of Practice in UK Organizations¹

Do Assessment/Development Centres Use Optimum Evaluation Procedures? A Survey of Practice in UK Organizations¹