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:: III. Criteria of vocational success

Collection:: Economics Books

I~ CRITERIA OF VOCATIONAL SUCCESS Importance of the choice of criteria. Thirteen suggested criteria of voca- tional success. General considerations in the selection of criteria. A criTERION of accomplishment is something which may be used as a measuring stick for gaging a worker’s relative success or failure. Such a measure of the worth of an employee to his con- cern should consist of more than the mere opinion of his supervisors. A good criterion of success is objective, fac- tual, reliable. It answers with definiteness such questions as these: Who are the. most valuable workers, and who the least valuable in a selected department? What is the order of merit within a list of salesmen? Which of the executives are outstanding successes and which could most readily be spared? Unless the records of factory or office yield dependable answers to such questions, it is impossible to determine quantitatively the results of improved procedures of select- ing and developing personnel; but where adequate measures of occupational success are to be had, the way is open for the trial of scientific personnel methods and the determina- tion of their validity. An executive can, for example, check one method of hiring with another, and learn definitely which pays best. He can find the answers to questions as to which of two methods of supervision, or of remuneration, is most effective. He has a measuring stick which is indis- pensable in quantitative studies of many vital personnel problems. From the management’s point of view, the successful em- ployee, in contrast to the unsuccessful, does more work, 1 20

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