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OJQ Offers Alternative to Assessment Center

OJQ Offers Alternative to Assessment Center OJQ Offers Alternative to Assessment Center by Mar k R. Edwards alent assessment may be the most important task in human resources management (HRM). Organizational success depends on the quality of talent selected to fill future , I management positions. Organizational performance also depends on the level of moti­ vation demonstrated by organization members. An HRM system that distributes rewards, such as promotion, suboptimal productivity, and, possibly, litigation. All other HRM deci­ sions, such as new hire selection, performance appraisal, motivation, and training are in­ fluenced by the talent assessment process. Many organizations are currently in an economic situation which minimizes the availa­ bility of merit pay. Hence, opportunity for promotion becomes more important in terms of both prestige and pay than meritorious job performance. The recognition and potential for personal achievement resulting from promotion may be more valuable than any other organizational reward. Consequently, a new method of talent assessment that costs less, is faster and re­ quires less training will be discussed after a brief presentation of current assessment prac­ tices. CURRENT ASSESSMENT PRACTICE Multiple methods are currently used that have the stated objective of talent assessment. A brief summary includes: 1. Longevity—Promotions are made based on http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Public Personnel Management SAGE

OJQ Offers Alternative to Assessment Center

Edwards, Mark R.
Public Personnel Management , Volume 12 (2): 10 – Jun 1, 1983
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Publisher
SAGE
Copyright
© 1983 SAGE Publications
ISSN
0091-0260
eISSN
1945-7421
DOI
10.1177/009102608301200202
Publisher site
See Article on Publisher Site

Abstract

OJQ Offers Alternative to Assessment Center by Mar k R. Edwards alent assessment may be the most important task in human resources management (HRM). Organizational success depends on the quality of talent selected to fill future , I management positions. Organizational performance also depends on the level of moti­ vation demonstrated by organization members. An HRM system that distributes rewards, such as promotion, suboptimal productivity, and, possibly, litigation. All other HRM deci­ sions, such as new hire selection, performance appraisal, motivation, and training are in­ fluenced by the talent assessment process. Many organizations are currently in an economic situation which minimizes the availa­ bility of merit pay. Hence, opportunity for promotion becomes more important in terms of both prestige and pay than meritorious job performance. The recognition and potential for personal achievement resulting from promotion may be more valuable than any other organizational reward. Consequently, a new method of talent assessment that costs less, is faster and re­ quires less training will be discussed after a brief presentation of current assessment prac­ tices. CURRENT ASSESSMENT PRACTICE Multiple methods are currently used that have the stated objective of talent assessment. A brief summary includes: 1. Longevity—Promotions are made based on

Journal

Public Personnel Management – SAGE

Published: Jun 1, 1983

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