Operationalization of Concepts - Revision history

Flc: /* Introduction */

2025-11-22T18:33:29Z

Introduction

← Older revision		Revision as of 18:33, 22 November 2025
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	<center>''''How does the use of assessment techniques impact an organization’s performance?''''</center>		<center>''''How does the use of assessment techniques impact an organization’s performance?''''</center>

	“Use”, “Assessment techniques”, “Users,” “Start of Use,” and “Organization’s Performance” need to be defined before being further analyzed, hypotheses can be formulated, and a framework can be drawn. The methodology used to narrow down a general question to a specific question is explained in another article<ref>[[Research_Methodology \| \| See about the project’s methodology here.]]</ref>.		“Use”, “Assessment techniques”, “Users,” “Start of Use,” and “Organization’s Performance” need to be defined before being further analyzed, hypotheses can be formulated, and a framework can be drawn. The methodology used to narrow down a general question to a specific question is explained in another article<ref>[[Research_Methodology \| \| See about the project’s methodology here.]]</ref>.

	The specific question used during the project’s Phase 1 focused on the use of personality assessment by leaders and managers and its impact on performance. The new specific question extends to other techniques, concepts, and users. The dependent variable: organizational performance, remains the same. It is operationalized similarly to Phase 1, but with the new adaptive profiles being refined and coming from the GRI survey.		The specific question used during the project’s Phase 1 focused on the use of personality assessment by leaders and managers and its impact on performance. The new specific question extends to other techniques, concepts, and users. The dependent variable: organizational performance, remains the same. It is operationalized similarly to Phase 1, but with the new adaptive profiles being refined and coming from the GRI survey.

Flc: /* Introduction */

2025-10-23T05:01:48Z

Introduction

← Older revision		Revision as of 05:01, 23 October 2025
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	<center>''''How does the use of assessment techniques impact an organization’s performance?''''</center>		<center>''''How does the use of assessment techniques impact an organization’s performance?''''</center>

	“Use”, “Assessment techniques”, “Users,” ~~"Start~~ of Use," and ~~performance~~ need to be defined before being analyzed, and ~~before~~ a framework can be drawn. The methodology used to narrow down a general question to a specific question is explained in another article.		“Use”, “Assessment techniques”, “Users,” “Start of Use,” and “Organization’s Performance” need to be defined before being further analyzed, hypotheses can be formulated, and a framework can be drawn. The methodology used to narrow down a general question to a specific question is explained in another article<ref>[[Research_Methodology \| \| See about the project’s methodology here.]]</ref>.
	The specific question used during the project’s Phase 1 focused on the use of personality assessment by leaders and managers and its impact on performance. The new specific question extends to other techniques, concepts, and users. The dependent variable: organizational performance, remains the same. It is operationalized similarly to Phase 1, but with the new adaptive profiles being refined and coming from the GRI survey.		The specific question used during the project’s Phase 1 focused on the use of personality assessment by leaders and managers and its impact on performance. The new specific question extends to other techniques, concepts, and users. The dependent variable: organizational performance, remains the same. It is operationalized similarly to Phase 1, but with the new adaptive profiles being refined and coming from the GRI survey.

Flc: /* Introduction */

2025-10-23T04:58:33Z

Introduction

← Older revision		Revision as of 04:58, 23 October 2025
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	<center>''''How does the use of assessment techniques impact an organization’s performance?''''</center>		<center>''''How does the use of assessment techniques impact an organization’s performance?''''</center>

	“Use”, “Assessment techniques”, “Users,” and performance need to be defined before being analyzed, and before a framework can be drawn. The methodology used to narrow down a general question to a specific question is explained in another article.		“Use”, “Assessment techniques”, “Users,” "Start of Use," and performance need to be defined before being analyzed, and before a framework can be drawn. The methodology used to narrow down a general question to a specific question is explained in another article.
	The specific question used during the project’s Phase 1 focused on the use of personality assessment by leaders and managers and its impact on performance. The new specific question extends to other techniques, concepts, and users. The dependent variable: organizational performance, remains the same. It is operationalized similarly to Phase 1, but with the new adaptive profiles being refined and coming from the GRI survey.		The specific question used during the project’s Phase 1 focused on the use of personality assessment by leaders and managers and its impact on performance. The new specific question extends to other techniques, concepts, and users. The dependent variable: organizational performance, remains the same. It is operationalized similarly to Phase 1, but with the new adaptive profiles being refined and coming from the GRI survey.

Flc: /* Introduction */

2025-10-23T04:57:50Z

Introduction

← Older revision		Revision as of 04:57, 23 October 2025
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	This article discusses the concepts that need to be operationalized for answering the specific question:		This article discusses the concepts that need to be operationalized for answering the specific question:

	'How does the use of assessment techniques ~~by their users~~ impact an organization’s performance?'		<center>''''How does the use of assessment techniques impact an organization’s performance?''''</center>

	“Use”, “Assessment techniques”, “Users,” and performance need to be defined before being analyzed, and before a framework can be drawn. The methodology used to narrow down a general question to a specific question is explained in another article.		“Use”, “Assessment techniques”, “Users,” and performance need to be defined before being analyzed, and before a framework can be drawn. The methodology used to narrow down a general question to a specific question is explained in another article.
	The specific question used during the project’s Phase 1 focused on the use of personality assessment by leaders and managers and its impact on performance. The new specific question extends to other techniques, concepts, and users. The dependent variable: organizational performance, remains the same. It is operationalized similarly to Phase 1, but with the new adaptive profiles being refined and coming from the GRI survey.		The specific question used during the project’s Phase 1 focused on the use of personality assessment by leaders and managers and its impact on performance. The new specific question extends to other techniques, concepts, and users. The dependent variable: organizational performance, remains the same. It is operationalized similarly to Phase 1, but with the new adaptive profiles being refined and coming from the GRI survey.

	=Performance=		=Performance=

Flc: /* Users */

2025-10-23T04:55:44Z

Users

← Older revision		Revision as of 04:55, 23 October 2025
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	Mentor was regrouped under Coach, Search under Recruitment, and Career Counseling under Consulting. Without ignoring the differences between those roles, their use and impact on people and the organization are nevertheless similar.		Mentor was regrouped under Coach, Search under Recruitment, and Career Counseling under Consulting. Without ignoring the differences between those roles, their use and impact on people and the organization are nevertheless similar.
	{\|class="wikitable" style="margin: auto;"		{\|class="wikitable" style="margin: auto;"
	! ~~Technique~~ !! ~~Definition~~ !! ~~Code 6a~~		! User !! Highlights !! Code 7
	\|-
	~~\| Users \|\| Highlights \|\|~~ Code 7
	\|-		\|-
	\| Leader \|\| Executive, director, business owner, entrepreneur, team leader, scrum master, in charge of a team or organization. It is important to differentiate trained, not trained, or half-trained leaders from the assessment technique (see below). \|\| LEDR		\| Leader \|\| Executive, director, business owner, entrepreneur, team leader, scrum master, in charge of a team or organization. It is important to differentiate trained, not trained, or half-trained leaders from the assessment technique (see below). \|\| LEDR

Flc: /* Assessments Techniques */

2025-10-23T04:54:29Z

Assessments Techniques

← Older revision		Revision as of 04:54, 23 October 2025
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	Parallel techniques are probably the most used techniques and need to be taken into account as well in the framework for that reason. Their uses have an impact on performance, too. Statistic-based techniques compete with them. The various techniques are [[Assessment_Techniques \| detailed and discussed in this other article here.]]		Parallel techniques are probably the most used techniques and need to be taken into account as well in the framework for that reason. Their uses have an impact on performance, too. Statistic-based techniques compete with them. The various techniques are [[Assessment_Techniques \| detailed and discussed in this other article here.]]

	Most techniques have been researched by numerous studies. They can be classified according to characteristics such as the time it takes to assess, the quality of what is measured, the means of administration (phone, laptop, etc.), the availability of manuals, etc. Assessment techniques can all be subjected to statistical and qualitative analyses. Since Phase 1, this project has allowed us to unveil the characteristics that differentiate the assessment techniques with regard to their use, users, and effect on performance. [[Assessment_Techniques_-_Characteristics \| They are presented ~~here~~ in this other article]].		Most techniques have been researched by numerous studies. They can be classified according to characteristics such as the time it takes to assess, the quality of what is measured, the means of administration (phone, laptop, etc.), the availability of manuals, etc. Assessment techniques can all be subjected to statistical and qualitative analyses. Since Phase 1, this project has allowed us to unveil the characteristics that differentiate the assessment techniques with regard to their use, users, and effect on performance. [[Assessment_Techniques_-_Characteristics \| They are presented in this other article here]].

	=Concepts Measured by the Techniques=		=Concepts Measured by the Techniques=

Flc: /* Assessments Techniques */

2025-10-23T04:54:01Z

Assessments Techniques

← Older revision		Revision as of 04:54, 23 October 2025
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	{\|class="wikitable" style="margin: auto;"		{\|class="wikitable" style="margin: auto;"
	~~\|+ Assessment Techniques~~
	! Category !! Technique !! Definition !! Code 6a		! Category !! Technique !! Definition !! Code 6a
	\|-		\|-

Flc: /* Start of Use */

2025-10-23T04:53:35Z

Start of Use

← Older revision		Revision as of 04:53, 23 October 2025
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	Phase 1 revealed the importance of training for leaders by applying what they learned to applications that are relevant to their leadership role, including making strategic decisions, adjusting attitudes, and communicating effectively. Those uses cannot be made by anyone else but them. This is the case of adaptive profiles and the factor-based approach, which provides measures in context with long-term implications on the organization and retrospectively on them. With the adaptive profiles, a leader who is not trained or half-trained is not considered as using the technique. Other assessment techniques than the adaptive profiles are deployed differently, with short training or no training at all.		Phase 1 revealed the importance of training for leaders by applying what they learned to applications that are relevant to their leadership role, including making strategic decisions, adjusting attitudes, and communicating effectively. Those uses cannot be made by anyone else but them. This is the case of adaptive profiles and the factor-based approach, which provides measures in context with long-term implications on the organization and retrospectively on them. With the adaptive profiles, a leader who is not trained or half-trained is not considered as using the technique. Other assessment techniques than the adaptive profiles are deployed differently, with short training or no training at all.

			=Notes=
			[[Category:General Framework]]

Flc: /* Users */

2025-10-23T04:52:36Z

Users

← Older revision		Revision as of 04:52, 23 October 2025
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	The nine considered roles are the following. They are detailed below: Leader, HR Executive, Recruiter, Facilitator, Consultant, Career Counselor, Coach, Clinician, and Individual Contributor. Code 7 is used to code users in the large exploration field and in case studies.		The nine considered roles are the following. They are detailed below: Leader, HR Executive, Recruiter, Facilitator, Consultant, Career Counselor, Coach, Clinician, and Individual Contributor. Code 7 is used to code users in the large exploration field and in case studies.
	Mentor was regrouped under Coach, Search under Recruitment, and Career Counseling under Consulting. Without ignoring the differences between those roles, their use and impact on people and the organization are nevertheless similar.		Mentor was regrouped under Coach, Search under Recruitment, and Career Counseling under Consulting. Without ignoring the differences between those roles, their use and impact on people and the organization are nevertheless similar.

	{\|class="wikitable" style="margin: auto;"		{\|class="wikitable" style="margin: auto;"
	~~\|+ Users~~
	! Technique !! Definition !! Code 6a		! Technique !! Definition !! Code 6a
	\|-		\|-

Flc: /* Assessments Techniques */

2025-10-23T04:51:50Z

Assessments Techniques

← Older revision		Revision as of 04:51, 23 October 2025
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	=Assessments Techniques=		=Assessments Techniques=
	The assessment techniques used in organizations are numerous. Although Phase 1 of the project focused on personality assessments, or more precisely—since personality is a broad concept—on social behavior assessments, other assessments were progressively studied that needed to be contrasted with each other. The assessment techniques are listed below. Code 6a is used to code assessment techniques when analyzing case studies.		The assessment techniques used in organizations are numerous. Although Phase 1 of the project focused on personality assessments, or more precisely—since personality is a broad concept—on social behavior assessments, other assessments were progressively studied that needed to be contrasted with each other. The assessment techniques are listed below. Code 6a is used to code assessment techniques when analyzing case studies.


	{\|class="wikitable" style="margin: auto;"		{\|class="wikitable" style="margin: auto;"
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	Most techniques have been researched by numerous studies. They can be classified according to characteristics such as the time it takes to assess, the quality of what is measured, the means of administration (phone, laptop, etc.), the availability of manuals, etc. Assessment techniques can all be subjected to statistical and qualitative analyses. Since Phase 1, this project has allowed us to unveil the characteristics that differentiate the assessment techniques with regard to their use, users, and effect on performance. [[Assessment_Techniques_-_Characteristics \| They are presented here in this other article]].		Most techniques have been researched by numerous studies. They can be classified according to characteristics such as the time it takes to assess, the quality of what is measured, the means of administration (phone, laptop, etc.), the availability of manuals, etc. Assessment techniques can all be subjected to statistical and qualitative analyses. Since Phase 1, this project has allowed us to unveil the characteristics that differentiate the assessment techniques with regard to their use, users, and effect on performance. [[Assessment_Techniques_-_Characteristics \| They are presented here in this other article]].

	=Concepts Measured by the Techniques=		=Concepts Measured by the Techniques=
	Although the specific question doesn’t mention it, techniques always assess something. The project initially focused on social behaviors and their assessment by statistics-based techniques, but needed to expand for the same reason as for the techniques, to be able to contrast and better include in the framework concepts, whose content and scopes compete with each other.		Although the specific question doesn’t mention it, techniques always assess something. The project initially focused on social behaviors and their assessment by statistics-based techniques, but needed to expand for the same reason as for the techniques, to be able to contrast and better include in the framework concepts, whose content and scopes compete with each other.