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Thesis (Ed.D.)--University of Tulsa, 1986. / Bibliography: leaves 67-73.

Thesis (Ed. D.)--University of Washington, 1990. / Vita. Includes bibliographical references (leaves [141]-149).

Thesis (Ph. D.)--Ohio State University, 1962. / Includes vita. Includes bibliographical references (leaves 112-117). Available online via OhioLINK's ETD Center.

Management development is critical for effective job performance and in turn for the success of the organisation. The cost of this development "calls for" an evaluation of the increased performance actually achieved. The aim of this study was to evaluate the effects of a development centre on management "performance" in South Africa. Research on this aspect of the assessment centre technology is lacking. The research was based on the Solomon Four-Group design. A sample of Ill managers at supervisory level was used. The job performance of participating managers was measured prior to attending the centre and three months after attendance. Consistent with the available research findings, the results indicated a statistically significant increase in the critical dimensions measured in the experimental groups. Consequently it was concluded that, in support of the hypothesis posed, the participation in a development centre contributes to an increase in managerial performance. Key terms: development centres; assessment centres; management development; managerial performance; managerial-dimensions; managerial-competencies. / Economics and Management Sciences / M.A. (Industrial Psychology)

M.Com. (Economics) / The training of adults within business organisations is frequently done according to principles and methods which could be described as outdated and even not applicable. This becomes more evident when these methods are tested against modern theories regarding adult learning behaviour. These theories indicate for example, that the traditional pedagogic techniques could not be applied to the training of adults as such. Wellknown authors on adult learning theory have postulated that the adult learner has certain unique characteristics which sets him apart from the typical child in a structured learning situation. The purpose of this study is to determine whether the application of some of the principles and methodologies of these theories will actually contribute to the personal development or growth of the managers within the organisation where the study was conducted. This organisation utilises assessment centres to determine the management potential of its managers. An important part of this process is the identification of the individual developmental needs of the participating manager. The process is structured in such a manner so as to provide for a learning experience which will result in helping the participant view himself objectively in terms of his managerial behaviour. The underlying assumption is that in order to get the manager involved in self-initiated learning activities, with self-development as the ultimate goal, self-awareness regarding weaknesses and strengths must first be developed. Effective mechanisms which provide feedback to the participant in the assessment centre is an important contributing factor in the development of this awareness...

Organisations worldwide are attempting to identify talent by using various assessment methods to evaluate competencies perceived to be core to the mandate of their organisations. In recent years recruitment and selection of individuals rely on assessment methods deemed to have high validity and reliability. One such assessment method used worldwide to evaluate top management is the assessment centre, commonly referred to as the AC. The main research problem of this study focussed on an evaluation of the extent to which the assessment centre method is effectively used for the selection and development of senior management employees in the public service of Botswana. The main research problem had eight sub-problems which were addressed through the following actions: A comprehensive literature study was conducted to define and establish the purpose of assessment centres. Moreover, the study aimed to establish the international best practice for the administration of the assessment centre as a tool for selection and talent development. Subsequent to the literature study an interview schedule and survey questionnaire were developed based on the literature. The interview schedule was used to obtain information from consultants who provide assessment centre services to the public service. The objective of the questionnaire was to obtain information from the recipients of the service and determine the extent to which that information compares with information obtained from the consultants. The questionnaire was distributed to a randomly selected population. The results of the empirical study were statistically analysed and interpreted and revealed that permanent and deputy permanent secretaries are more aware of the reasons for using the assessment centre method than directors and deputy directors. These senior management employees felt that the assessment centre is an effective tool for selection and development but the results from the assessment centre are not optimally used for development. The study revealed that generally the assessment centre process conducted in the Botswana public service is in line with international best practice of assessment centres. However, there are certain areas that need some improvement for the assessment centre to entirely conform to international best practice. These areas include the implementation of an assessment centre policy and the improvement of feedback and vital information provided to participants prior to the centre. The empirical study also revealed that senior management employees hold the view that many senior officers in the public service do not know the importance of the assessment centre method and are not comfortable to participate in such a centre. The assessment centre method has proven to be an effective tool for evaluating competencies. This is due to its use of multiple techniques, assessors, simulations and exercises. Theory has revealed that the assessment centre has higher validity and reliability than other assessment methods. However, due to the high costs of running assessment centres, some organisations take shortcuts and therefore jeopardise its validity.

‘Survival of the fittest’ aptly describes the work environment. Employees and the organisations for which they work are therefore required to have various skills sets to afford them a competitive advantage in the job market. This is one of the many reasons why private and public organisations make use of the assessment center, and specifically the behaviour observation exercise to evaluate and select future personnel. Although the behaviour observation exercise provides the rater with rich information regarding a candidate’s skills, rater errors that are often inadvertent can result from a rater’s inherent subjectivity. One such error, central to this study, is Introversion/Extraversion bias. This type of bias plays out when raters rate candidates with personality types similar to their own more favorably than other candidates when the candidate’s degree of introversion or extraversion should not be considered relevant to the selection criteria. This study aims to explore the effect of Introversion/Extraversion bias on the scores of behaviour observation exercises performed during a leadership assessment center in a security environment. The sample consists of 103 participants (14 raters and 89 candidates) all belonging to the same security organisation. The researcher conducts a cross-sectional, non-experimental field study. Candidate as well as rater Introversion/Extraversion preferences are measured by the Jung Personality Questionnaire (JPQ). The scores of two behaviour observation exercises are used to explore the interaction effect between rater Introversion/Extraversion and candidate Introversion/Extraversion. Point-biserial correlations, independent t-tests as well as a one-way ANOVA are used to test the hypotheses. No interaction effect is identified between rater Introversion/Extraversion and candidate Introversion/Extraversion, indicating that raters did not score candidates with similar personality types to their own more favorably. However, the results indicate that extraverted candidates were rated higher by both introverted and extraverted raters and are consequently perceived to have performed better in both behaviour observation exercises. The study postulates that the nature of the exercises, which require high levels of engagement with fellow team members (a typical strength of extraverts), is one of the main contributors to the perception that extraverted individuals are better performers. The results of this study not only contribute to the lacuna in research on the topic, but also to the development of an unbiased behaviour observation exercise within this security organisation. Copyright 2011, University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of the University of Pretoria. Please cite as follows: De Beer, E 2011, The influence of introversion/extraversion bias on leadership assessment with behaviour observation, MCom dissertation, University of Pretoria, Pretoria, viewed yymmdd < http://upetd.up.ac.za/thesis/available/etd-03302012-154446 / > C12/4/136/gm / Dissertation (MCom)--University of Pretoria, 2011. / Human Resource Management / unrestricted

Bibliography: pages 42-44. / Research designed to add to the body of knowledge facilitating the effective management of the human resource in industry has become critical in South Africa at a time when the country is experiencing a shortage of skilled manpower. Assessment centres have long been in use in South Africa as a means of assessing managerial potential. Notwithstanding reports of their predictive validity the process is costly and research pertaining to how managerial potential could be identified at an early stage by less costly means is thus potentially valuable. One such means is biodata, or biographical information, upon which basis the selection of staff has traditionally occurred, in line with the truism that past behaviour is predictive of future success. This study was thus designed to identify the biographical characteristics which distinguish a high managerial potential group from a low managerial potential group, as assessed by an assessment centre.

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