The effect of assessor training and participation on managers̓ job performance

Author

Thomas F. Kohntopp

Date of Award

12-1981

Degree Type

Dissertation

Degree Name

Doctor of Philosophy

Major

Industrial and Organizational Psychology

Major Professor

Gerald H. Whitlock

Committee Members

John W. Lounsbury, John M. Larsen, H. Dudley Dewhirst

Abstract

The developmental aspects of an "assessment center" were investigated empirically. Specifically examined were the consequences of participating in assessor training and of serving as an assessor, on managerial job behavior.

A total of 220 employees participated in the investigation. This group included 22 managers engaged as assessors and 35 managers who served in a control group. Self, subordinate, peer, and supervisor ratings were obtained on each assessor and control group manager, both before and after the "assessment center." Data were collected using surveys which were mailed to the participants. The dependent variates examined were: Interpersonal Work Role; Work Scheduling; Assertiveness; Leadership; Sensitivity; Perception & Analytical; Decision Making; Decisiveness; Organizing & Planning; Adaptability; Oral Communication; and Written Communication.

Each assessor attended three days of training. Training activities primarily focused on three "assessment center" exercises (i.e., a Leaderless Group Discussion exercise, a Task Direction exercise, and an In-Basket exercise). The exercises were developed using information collected in a job analysis. Assessors were responsible for a total of five days' work at the "assessment center."

One-way analyses of covariance were used to analyze the data. Out of 45 computations, the null hypothesis was not rejected once. However, unlike the absence of statistically significant main effect differences, every covariate effect was highly significant.

The results failed to produce evidence supporting the contention that an "assessment center" provides management development for Its assessors. From a practical standpoint, the decision to train other managers as assessors or to use those already trained, In the event another "assessment center" was conducted, also could not be answered.

Further indepth Investigation Is needed before a position can be taken on the Issue of managerial development, as a positive derivative benefit from assessor training and participation. Areas In which future studies should be senitive are also discussed.

Recommended Citation

Kohntopp, Thomas F., "The effect of assessor training and participation on managers̓ job performance. " PhD diss., University of Tennessee, 1981.
https://trace.tennessee.edu/utk_graddiss/13458