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The problem and the solution. Although assessment center has been proven effective in predicting performance, the issue of establishing construct-related validity of assessment center is still unsolved, resulting in an unmet research challenge. Woehr and Arthur asserted that the lack of construct-related validity in assessment center literature is primarily due to issues of design and development. This article focuses on the design aspect of assessment center to develop an integrative competency-based assessment center model that links competency development, training design, assessment center, and multi-rater assessment together. Built around validity (particularly construct-related) issues of assessment center, the model guides scholarly practitioners on how to design a competency-based assessment center that has potential to improve construct-related validity and capability to build into training design and assessment and other human resource functions. Nine propositions related to validity were developed in accordance with the model to evoke future research. Practical implications are also provided.
Keywords: assessment center; competency modeling; performance assessment
A review of related literature indicates that researchers have not reached a clear definition of competency. The term sometimes refers to outputs of competent performers and sometimes refers to underlying characteristics that enable an individual to achieve outstanding performance (Dubois & Rothwell, 2004; Hoffmann, 1999; McLagan, 1997). Most definitions, however, relate to exemplary performers or performance in a specific job or job level (Boyatzis, 1982), whereas a relevant term, core competency, is tied to strategic, future-oriented, collective functions in organizational level (Moingeon & Edmondson, 1996; Prahalad & Hamel, 1990). Thus, we have adopted an overarching perspective that combines both the performance and strategic aspects associated with the various definitions found in the literature. We consider competency to refer to the underlying individual work-related characteristics (e.g., skills, knowledge, attitudes, beliefs, motives, and traits) that enable successful job performance, where "successful" is understood to be in keeping with the organization's strategic functions (e.g., vision, mission, uniqueness, future orientation, success, or survival).
A similar construct, competency development or competency modeling, refers to the process of identifying a set of competencies representative of job proficiency. With the generic term just defined, competency development can enhance various human resources (HRs) and organizational development activities including personnel selection, job promotion, training and development, training needs analyses, performance appraisal, individual career planning, HR...