AN EVALUATION OF TECHNIQUES USED TO IDENTIFY FIRST-LINE MANAGEMENT POTENTIAL
The purpose of this study was to evaluate the techniques currently used by corporations for identification of first-line management potential. This evaluation involved developing a theoretical model from the literature, investigating how a selected group of large corporations were currently identifying first-line management potential, and then comparing the current practices with the theoretical model.
The data on current practices were collected using two survey methods: personal interviews and questionnaires distributed by mail. In total, forty-nine responses were received from the 129 corporations surveyed.
The only technique used in common by the corporations surveyed, and ranked the most important, was the recommendation of the immediate manager. This is interesting in view of the fact that little emphasis appears to be placed on training managers to identify first-line management potential. The technique which ranked second in importance was the performance appraisal system.
In comparing the current practices of most of the corporations surveyed with the theoretical model, the one thing common to both was the use of a results-oriented performance appraisal system. The most striking difference is the difficulty in validating the current practices according to EEOC Guidelines. The only possible exception to this is the use of assessment centers, which are not used by the majority of the corporations surveyed.