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

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Title:: Part II. Trade tests and other applications of employment psychology

Collection:: Economics Books

222 EMPLOYMENT PSYCHOLOGY and others would be asked in a different manner. To ask questions without this fact in mind is to invite answers which will contribute very little valuable data to the ensemble of facts upon which the selection of an applicant must ultimately be based. Finally, these principles apply also to the higher types of work for which psychological tests are as yet inadequate. If it is difficult to interpret appearances and to ask in telligent questions of ordinary candidates, it is infinitely more difficult to do so with applicants whose work is far more complex and intricate. For this reason, it is the customary practice of the employment office to send appli cants of this type to men who are themselves in higher positions, on the assumption that the superior knowledge which these men have of the work in question will enable them to conduct a more satisfactory interview with the prospective employee. This assumption is undoubtedly well founded. The man who is familiar with a certain kind of work is in a position to ask questions about that work which are far more intelligent than those which an interviewer not so familiar with the work can ask. How ever, even here there are grave possibilities of error in the same direction as those to which the ordinary employ ment interviewer is liable. The man higher up is likely to be just as subject to prejudices and incidental signs as the employment manager, and often more so. Although more familiar with the requirements of his work, he may be less able to tell whether the candidate before him has the ability to meet those requirements. He may not have the experience or the technique necessary to ask just those questions which will give him the knowledge about the applicant which he would like to have. In short, it does not follow, simply because a man has been successful at a

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