33° EMPLOYMENT PSYCHOLOGY part of the judges. The judges themselves, in turn, should be subject to the appraisal of their superiors. The total result would then be a pyramid of appraisals with the general manager or the board of directors as the final appraiser. This is quite in accord with the present system, in which managers stand or fall according as they are able to gauge correctly the character of their subordinates. However, this method goes still further, by introducing a great refinement into the present more or less individual istic hit-or-miss process. One is inclined to wonder, in this connection, whether the time will ever come at which this method will also work backwards, so that the workers will similarly appraise their superiors. In one of the best organized companies in Buffalo, it is the practice to rank all foremen and assistants in a fashion similar to that described here and to award them a semiannual bonus upon the basis of their standing. If any one fails to receive a bonus and asks the reason why, he is shown this record and his shortcomings are pointed out to him. The officials of this company assert that the results are highly beneficial. Granting that the proposed method outlines certain limits and standards to which the impressionistic method must conform, the great question which still remains is this: Does this method eliminate that prolific source of trouble, prejudice? The unhesitating answer to this question must be: No. No method which rests in the final analysis upon personal impressions or opinions can be free from prejudice. However, it can be stated with equal emphasis that the method described will tend to minimize prejudices most decidedly. In the first place, although prejudices can never be avoided, they can to a large extent be neutralized. A prej