Employment psychology

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Monograph

Identifikator:: 1028407564

URN:: urn:nbn:de:zbw-retromon-47263

Document type:: Monograph

Author:: Link, Henry Charles; Thorndike, Edward L. http://d-nb.info/gnd/118802127

Title:: Employment psychology

Place of publication:: New York

Publisher:: MacMillan

Year of publication:: 1924

Scope:: 1 Online-Ressource (XII, 440 Seiten)

Digitisation:: 2018

Collection:: Economics Books

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Document type:: Monograph

Structure type:: Chapter

Title:: Part I. Psychological tests

Collection:: Economics Books

THE SCOPE OF PSYCHOLOGICAL TESTS 1CT] assigned, whereas the opposite may be true when he is assigned to work for which his abilities fit him. As a con crete example of this fact, we may cite the results of the tests given to inspectors described in Chapter III. A large number of inspectors, both such as were acceptable according to the tests and such as were not, finally gave up their work or were discharged. Nevertheless, those who were acceptable according to the tests worked for a period nine times as long as those who were not, thus in dicating that they were, on the whole, a more determined group. In other words, their greater ability for the work of inspection removed from their path certain obstacles which would otherwise have absorbed their moral re sistance in a much shorter period, as did happen in the case of those who remained only a week but had not passed the tests. And of the number who remained at work for two months or more and who may therefore be said to have manifested the most desirable moral traits, ninety- four per cent were acceptable on the basis of the tests. The conclusion which we are forced to draw is that those who possess the necessary ability, as ascertained by the tests, are more likely to develop the desirable moral traits or to retain for a longer time those with which they set out. There is one more aspect in which tests may contribute materially to the solution of the question of moral quali ties. The power of suggestion is a well-known psychologi cal fact. A suggestion, properly made, frequently has the power to change entirely an individual’s course of action. Obviously, the value of a suggestion depends upon the intelligence with which it is made. It frequently happens that new employees are so diffident and lacking in assur ance that they fail at work for which they undoubtedly

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