3X2 
EMPLOYMENT PSYCHOLOGY 
are halts and inequalities in industrial programs which 
frequently delay or accelerate the productiveness of the 
individuals engaged. (See the third principle governing 
the record of comparative productiveness.) For this rea 
son it would be unfair to compare an individual’s produc 
tiveness with a fixed standard or rate. The group average 
as computed here must of necessity reflect all these con 
ditions, by being low when the conditions are adverse and 
high when they are favorable. It is evident, therefore, 
that the group average combines the virtues of rigidity and 
flexibility. On the one hand, it serves as a fixed and im 
partial standard by which to estimate the comparative 
productiveness of each individual. On the other hand, 
it is a fair standard to go by, because it rests upon the 
work of the individuals actually concerned and varies 
with the conditions under which they are required to 
work. 
The method of computing comparative productiveness 
described does not take into consideration the continuity 
of productiveness or attendance. For a variety of rea 
sons, it is desirable to record attendance as a separate 
item. Every efficiency scheme or system of management 
has included elaborate charts and methods of keeping 
attendance records. Many of these have been distin 
guished by their artistic rather than their practical merits. 
The simplest and most flexible method of keeping an 
attendance record is the percentage method. In keeping 
such a record, absences should be divided into two kinds 
and only two kinds, those for which the organization is 
to be debited and those for which the individual worker 
is to be debited. Among the former must be included all 
time lost through lack of work, preventable industrial 
accidents, legal and company holidays, vacations and any