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

300 EMPLOYMENT PSYCHOLOGY sonnel of the employment bureau and especially in the ranks of the foremen, would entail a constant change in the standards and methods upon which selection and retention are based. The larger the organization, and the greater the separation between the employment office, superior officers, and employees, the more complex this problem becomes. In some organizations the employment office must select applicants for a thousand kinds of work, and the success of its selections depends upon the judg ment of dozens, or even hundreds, of superintendents and foremen. In such places it becomes all the more necessary to reduce to a minimum the numerous variables involved in personal judgments and to devise a standard of measure ment which will make it possible to base the selection and retention of employees on uniform grounds. The process of standardizing the methods of selection has already been carried to a considerable extent in the use of psychological tests. The use of these tests promises, in a comparatively short time, to place all selection on a more uniform basis. However, with regard to the retention of employees, very little uniformity of method exists. The old method, and the method which is still quite prevalent, is that which gives the foreman complete powers of discharge and promotion. The defects of this method have already been indicated and are so obvious as to need no further elaboration. Many large companies have taken this power away from the foreman and allowed him only the right to recommend promotions or dismissals. The final decision has been left with the employment manager or a committee such as that described. The superiority of this method is more apparent than real. Theoretically the final decision is taken from the foreman. However,

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