Procedures in employment psychology

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Monograph

Identifikator:: 173623112X

URN:: urn:nbn:de:zbw-retromon-112923

Document type:: Monograph

Author:: Bingham, Walter Van Dyke http://d-nb.info/gnd/123042593; Freyd, Max

Title:: Procedures in employment psychology

Place of publication:: Chicago & New York

Publisher:: Shaw

Year of publication:: 1926

Scope:: XI, 269 S

Digitisation:: 2020

Collection:: Economics Books

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Document type:: Monograph

Structure type:: Chapter

Title:: X. Rating scales (concluded)

Collection:: Economics Books

140 EMPLOYMENT PSYCHOLOGY scale, be sure to have it answered before you make your ratings. 2. Be certain that you understand what is meant by each listed ability. 3. Do not begin to rate until you have observed every employee from the point of view of the abilities on the scale. 4. Do not begin to rate the employees until you have considered all of them with regard to the abilities on the scale. 5. Consider one ability at a time and rate all the persons on that ability before proceeding to the next ability. 6. Try to free your rating on any one ability from the influence of the other abilities of the person, or of any general impression or attitude in regard to him. 7. Remember that extremes of ability are rare. Measure- ments of abilities have generally shown that most people are grouped about the average and that fewer persons have the higher or lower degrees of ability. Do not, therefore, con- sider all the persons to be either very high or very low in the ability. 8. When judging a person, call to mind concrete instances of the type of behavior in question. 9. Behavior on the job or when making business contacts is more significant for present purposes than behavior in purely social gatherings. ro. Try to be uninfluenced by the time you have worked with the person or the closeness of your friendship with him. TREATMENT OF RATINGS If possible, ratings should be obtained a second time after an interval of several weeks and averaged with the original set of ratings. Some raters consistently judge higher than others, so that in computing averages the figures for these judges are over- weighted. To correct for this error, the following statistical treatment of ratings is recommended. All ratings should be first transmuted into terms of position in the group rated by the particular judge. In other words, a distribution table is made for all ratings on a certain ability by a certain judge.

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