Applications of Assessment Centres Multinationally: The State of the Art, Obstacles and Cross‐Cultural Implications

Abstract

Despite objections to, and frustrations of, cross‐cultural research, there are commonalities, these being that assessment centre methodology is seen as a better tool for decision making, resulting in lower staff turnover rates, involving management to a greater degree, and demonstrating to individual employees the organisation's interest in upgrading their personal skills. Assessment centre cost remains a large obstacle, but attempts to justify this cost by means of documenting gains might be helpful. In addition to the different forms of feedback from assessees the assessment centre concept needs to be more widely marketed; and supporting technologies and personnel need to be developed to sustain the concept. Cultural stereotypes (regarding managers) need to be allowed for at a regional level. Assessment centres have been found to generalise across levels, organisations and industries; they can also, from this evidence, be extended across cultures.

Citation

Imada, A.S., Van Slyke, M.D. and Hendrick, H.W. (1985), "Applications of Assessment Centres Multinationally: The State of the Art, Obstacles and Cross‐Cultural Implications", Journal of Management Development, Vol. 4 No. 4, pp. 54-67. https://doi.org/10.1108/eb051592