The Managerial Performance Implications of a Developmental Assessment Center Process

Abstract

The purpose of this study was to determine if a developmental assessment center process improves managerial performance in the workplace. Focus was placed on the behavioral level of evaluation. The research design made use of a two-group design with random selection and a control group. A sample of 76 managers, at supervisory level, was used. Behaviorally anchored rating scales were developed to measure the job performance of participating managers. The results indicated significant differences between the experimental and the control groups for six performance dimensions. Significant differences were also found in all the second-order factors and the total managerial performance score. Thus, the developmental assessment center process had a positive impact on managerial performance, and this effect was still measurable 3 months after center attendance. In order to generalize the results of this study, it is essential to do further research on the utility of the developmental assessment center.

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