Anticipated Conclusions
Introduction
Based on observations of the use of an assessment technique by its user and measurements of the variables’ indicators over time, it is possible to validate or reject the hypotheses. The validation conditions for the hypothesis are specified below[1].
To test the general framework, the antecedent variables must be specified and measured, such as the user's role, the technique used, the company, and the publisher's distribution model for the assessment technique[2].
With the first framework, the focus was on leaders and managers; the assessment technique used was a factor approach, in the same category of techniques assessing social behavior as the GRI technique. The tested environments were two companies called Qualibank and Posini[3].
Other hypotheses can be added using the same methodology, leveraging the variables and indicators already defined. The hypotheses and anticipated conclusions presented below for the general framework apply similarly to the first framework designed in Step 1.
Practical Use
Hypothesis 1
Reminder of hypothesis 1. The correlation between using the assessment technique and organizational performance is more likely if the technique is used in organizational development.
Hypothesis 1 validation. We can conclude that hypothesis 1 is verified if we can note an evolution in the same direction, positive or negative, of the following variables at the same time:
- Use in an organizational development (O-)
- Strategic Performance (P-)
Hypothesis 1 invalidation. Hypothesis 1 would be invalidated in the opposite cases:
- Greater use of the assessment technique in organizational development and a decrease in strategic performance suggest that, despite its use in this application, there is less concordance between the social behaviors people exhibit and those expected in positions and teams.
- A decrease in the use of the assessment technique in organizational development and an increase in strategic performance suggest that social behaviors, as shown in the Effective profiles, are closer to job expectations as expressed in the PBI (job profile), whereas the assessment technique is less used in this application.