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 II. Trade tests and other applications of employment psychology

Collection:: Economics Books

JOB ANALYSIS 2 53 bounds of possibility. Consequently, the work of em ployment has been carried on with only a superficial knowledge, in most cases, of the jobs affected. There is no doubt that, in the first flush of ease with which this method functioned, the importance of this factor was largely lost sight of. And it is equally certain that this oversight has played a considerable part in the high labor turnover which has characterized industry in recent years. This difficulty has not gone entirely unrecognized, and various attempts have been made to overcome it. Among them is the retention, as employment interviewers of men who are experts in certain kinds of work. Their first hand knowledge of the work presumably fits them to recognize during the course of an interview the applicant’s qualifications for it. This method, while decidedly better than one in which interviewers are not experts, has certain shortcomings. In the first place, the increasing variety of jobs makes it cumbersome and uneconomical, if not im possible, to maintain expert interviewers in every one of them. Moreover, it is one thing to be an expert at a cer tain job and another to discover by means of an interview the presence or absence of the necessary ability in a stranger. Expert workers are seldom expert inter viewers or judges of human nature. As an alternative, especially where the more skilled trades are concerned, it is often the practice to send applicants directly to the proper shop, and to let the foreman of the shop hold the decisive interview. This method has certain advantages, but it really defeats the very purpose of a centralized employment system in that it tends to delegate its powers of discretion to the fore man. At the same time, it places back on the foreman a

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