Evidence will be presented of the impact of the assessment and selection techniques used in a management development program in a major UK financial services organization. The assessment techniques involved are situational interviews and two different assessment centers. Drawing on a questionnaire study of 141 managers, data are presented concerning the impact of such techniques on organizational commitment and job and career withdrawal cognitions. The results suggest that assessment procedures and decisions have some impact on candidates' post-assessment attitude to the organization and their intention to leave their jobs and careers. The article also presents data on the reactions of the participants to the selection and assessment process. A preliminary theoretical view of the impact process is presented and discussed.
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