ABSTRACT
In this chapter, we take an even broader view of the assessment center (AC) method. We consider the social impact of AC practices and how AC operations have contributed to positive social change. Considering the “broader impact” of the science and practice of industrial/organizational (I/O) psychology is hardly new. I/O psychology has always been bound to consider the ethical implications of its practices (APA, 2002), and much has been written about the ethical dilemmas often faced within our fi eld (Lefkowitz & Lowman, 2010; Lowman, 2006). Even the psychometrics literature has presented strong advocacy for not only thinking about validity in terms of prediction, nomological networks, and the like, but also considering the consequences that testing and assessment have on the various stakeholders involved in the process (Messick, 1995). There have been myriad discussions within our fi eld regarding the importance of not being a values-free fi eld (Lefkowitz, 2003) and paying special attention to whether employees perceive organizational practices as fair or just (Gilliland & Cherry, 1999; Gilliland & Steiner, 2012).
