![]() This stage tends to include a review of previous research on the topic to identify what is known about the subject and how people have tried to measure it in the past. This means defining what the construct is, what it's comprised of and what measures it. Often the first step in measuring an intangible construct is coming up with an Operational Definition. Most of us agree that there is such a thing as intelligence - and that some people have more of it than others! But unlike height or weight it can't be measured with a tape-measure or a set of bathroom scales. The classic example of an intangible construct is Intelligence Quotient (IQ). Unlike annual income or production, which can be directly measured, many of the psychological aspects of an organisation are "intangible constructs" and can only be measured indirectly. ![]() Similarly, it is important to select executives or employees with certain character traits and dynamics for them to function effectively in their roles. For example, the climate and culture of an organisation is known to be central to optimising employee wellbeing, productivity and innovation. However some of the most vital aspects of a well-functioning organisation are more complex to measure. Some of these targets are easy to define and the measurements are clear cut, particularly certain financial goals, production and quality control targets. ![]() In today's world organisations need strategic goals and targets and clear measurements are needed to assess progress towards these goals. ![]()
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