JOB ANALYSIS 
265 
to see to it that the jobs under him are arranged in such a 
way as to make promotions the logical thing. It is some 
times asserted that frequent promotions, such as are made 
possible by the rapid labor turnover, tend to lessen pro 
duction. Those who believe this do so on the assumption 
that it is wiser to break in one new man for one job that 
becomes vacant than to break in two or more old men on 
new jobs, as would be the case if promotions were made. 
However, the fallacy of this argument is only too patent. 
To begin with, if men were logically promoted, the turn 
over would not be so high. And it is safe to say that 
production at present is obstructed much more by a rapid 
labor turnover than by an undue number of promotions. 
It is also said that it is almost impossible to arrange all 
jobs in a logical or chronological order. This is un 
doubtedly true. However, it is probably still truer that 
the necessary attention and effort to accomplish this have 
not yet been devoted to the task, and that much more 
can be done than has been done hitherto. 
The time required to break a new man in is one of the 
most important of all items. As work is divided under 
the present manufacturing methods, a large number of 
jobs are such that they can be learned in a very short 
period of time, varying from a few days to a few weeks. 
Moreover, industries are undertaking to train in their 
own schools those who are needed for their work. In such 
cases, the employment office must show particular care to 
choose those who have the necessary fundamental ability 
to receive the training which it is intended to give them. 
IF, in addition to the items named under the cap 
tions of Physical Characteristics, Mental Characteris 
tics, and Miscellaneous Characteristics, it is necessary to 
add any further facts, this can be done under the last