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Introduction

Psychologists interested in describing, diagnosing or changing organizational behaviour are compelled to assess psychological properties of organizations at some stage of their work. It is for this reason that, as in other applied fields, multiple approaches and techniques concerning psychological assessment have been developed and used in organizations. This entry aims to describe a multilevel psychological assessment, adopting a social systems perspective. To this end, we define psychological assessment of organizations, analyse how it is implemented at different levels, and present future perspectives.

Concept and Objectives of Organizational Assessment

Psychological assessment of organizations refers to the measure of human behaviour in organizations using scientific instruments. The primary objective of this assessment is to describe the organization as an individual and collective behaviour system accurately. However, psychological measures should be also relevant in terms of practical implications, serving the purpose of helping managers and other members of the organizations to make decisions.

Traditionally, psychological assessment in organizations has been restricted to the measure of individual differences, implicitly assuming that organizational effectiveness is the result of the aggregation of the psychological characteristics of individuals. This individual level of analyses, however, is limited and the measurement of the work group and the organization as a whole offer a complementary and more comprehensive assessment. Psychological properties exist at different levels of analyses and all of them contribute to the effectiveness. Thus, a multilevel assessment is needed in obtaining a deeper description of the organizations.

Main Topics in Psychological Assessment at Different Levels of Analyses

The Individual Level

There is a persistent interest in the study of individual experiences in organizations and continuously there are emerging topics and controversies (Nord & Fox, 1996). Personality, cognitive, affective, and behavioural variables have been assessed during decades. With this in mind, the most relevant issues currently associated with the measurement of individuals in organizations are summarized in this section.

Personality

Individuals can be characterized by a number of enduring dispositional properties, which help to understand people's behaviours in organizations. One of the most popular methods of assessing personality is derived from the big five theory. Through self-report inventories, five dimensions of personality are measured: (1) extraversion; (2) emotional stability; (3) agreeableness; (4) conscientiousness; and (5) openness to experience. Several authors prefer the use of a composite of several big five constructs, labelled integrity test, because this broader measure can be more reliable in predicting overall job performance. However, narrower trait constructs can show better prediction of specific job performance criteria within specific occupations (Gatewood, Perloff & Perloff, 2000).

Knowledge, Abilities and Skills (KASs)

KASs are defined, respectively, as the amount of factual information known by an individual, his/her conduct of job specific activities, and his/her conduct of generalized job activities. With respect to the abilities, different goals are associated with the measure of general mental ability or ‘g’ versus specific abilities. Although there is some consensus about the predictive efficiency of the ‘g’ factor, measures of specific abilities tend to be more useful when the goals are understanding people's behaviours or their classification. Given that abilities, as they are measured by aptitude tests, refer to a wide and general range of human experiences, more circumscribed measures of skills and knowledge have been developed in order to improve the validity of measures. This is the case of interpersonal skills, which are especially critical in customer service jobs, work groups, and leadership. Also, job knowledge and tacit-knowledge measures are closely related to specific job performance criteria. For instance, subjects can be exposed to a job-related situation, and their capabilities to solve problem situations can be measured through assessment centre procedures.

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