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 III. Selection and retention

Collection:: Economics Books

XXII THE MEASURE OF COMPARATIVE PRODUCTIVENESS Every case of employment has two aspects; namely, selection and retention. Selection rests on the judgment of the employment manager as to the fitness of an appli cant for a particular position. Retention depends upon the judgment of some superior officer as to the degree of fitness which the applicant reveals after he has been em ployed. When the judgment of the employment manager regarding a man and that of the man’s superior agree, we have what is termed a perfect correlation. If their judgments are entirely at variance the correlation is negative. One of the most important and at the same time one of the most difficult problems in the selection and reten tion of employees is the determination of the degree of correlation which exists between selection and retention, between the employment manager on the one hand, and the various officers such as foremen, superintendents, etc., who control employees after they have been selected on the other hand; in other words, to determine the extent to which the agencies of selection and the agencies of retention agree in their judgments. In the large majority of cases there is no reliable or impersonal standard for estimating the correlation between these two factors. A general practice, when a question as to the success of a selection arises, is to “pass the buck”. The employment 297

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