Denkschrift über die Maschinenindustrie der Welt, bestimmt für das Komitee B des Vorbereitenden Ausschusses der Internationalen Wirtschaftskonferenz des Völkerbundes

Procedures in employment psychology

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Monograph

Identifikator:: 1011909774

URN:: urn:nbn:de:zbw-retromon-27018

Document type:: Monograph

Author:: Leitner, Friedrich http://d-nb.info/gnd/139681477

Title:: Die doppelte kaufmännische Buchhaltung

Edition:: Sechste und siebente Auflage

Place of publication:: Berlin

Publisher:: Vereinigung Wissenschaftlicher Verleger Walter de Gruyter & Co., vormals G.J. Göschen'sche Verlagshandlung - J. Guttentag, Verlagsbuchhandlung - Georg Reimer - Karl J. Trübner - Veit & Comp.

Year of publication:: 1923

Scope:: 1 Online-Ressource (VI, 349 Seiten)

Digitisation:: 2018

Collection:: Business and Management Classics

Usage license:: Get license information via the feedback formular.

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Document type:: Monograph

Structure type:: Chapter

Title:: I. Teil. Die allgemeinen Lehren

Collection:: Business and Management Classics

EMPLOYMENT PSYCHOLOGY who can and does hold down his job for six months is classified as a success at that job. Satisfaction in the job is an asset to be sought. If it can be shown that there is a close relationship between length of service and efficiency on the job the problem reduces itself to simpler terms. If there is no relationship between the two, and if tests select the efficient, the problem of ap- propriate incentives to remain with the company confronts the management. Frequently the problem finds its solution in an analysis of the circumstances under which the men leave the em- ploy of the company rather than in an analysis of their temperament. Check lists of reasons for leaving and sug- gested remedies are given by Bezanson (8) and Benge (7). Too much credence should not be given to the employee’s own reasons for leaving, as it may be difficult for him to formulate them, he may wish to leave an opening for a return to the company, or he may rationalize, that is, find a plausible reason in place of the real one which he does not care to admit even to himself. The foreman’s reasons for a large turnover in his department should also be ac- cepted with reservations. Length of service as a measure of success may have nega- tive value in an occupation which is considered merely as a training ground. Here brevity of service before transfer or promotion indicates vocational accomplishment. 9. Advancement in the firm. Advancement may be measured in two ways, either of which may be considered a criterion of success. The investigator may choose as his criterion the mere fact that the worker is promoted, or he may choose the rapidity with which the worker is promoted. In either case he selects as prominent successes in the occu- pation those who have been promoted because of the ability they have shown in that occupation, regardless of whether or not they have been promoted to positions requiring the same abilities. But if the management has advanced them not because of the ability they have displayed in that par- 40

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