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

3° 2 EMPLOYMENT PSYCHOLOGY some objective record of the employee’s activities is nec essary. Such a record sets a limit to the imagination of the foreman, and also provides the employment manager or committee with a concrete and reliable basis upon which to rest an opinion. The present chapter is devoted largely to the development and application of such a record. In order to standardize the basis of retention and in order to put this basis into record form, it is necessary, first of all, to make a comprehensive estimate of the factors that should determine retention; in other words, to ascer tain the relative importance of the various elements enter ing into the relationship of the employee to the company or to the company’s officers. In making an analysis of this relationship the first question which must be answered is: What is the chief purpose of the organization as a whole? The chief function of an industrial organization, aside from all sentimental considerations, is production. It matters not whether that production is in the form of manufactured goods or in the form of service, such as street-car service; it is still production. If it is granted that the chief object of an industry is to produce, then the foremost and most important factor about any member of that industry is his comparative productiveness. In estimating the value of the worker to the organization the first question should be: How does his productiveness compare with that of his co-workers? Obviously, an assembler who can assemble half again as many parts in a day as another man is the more valuable of the two, other things being equal. Productiveness has two aspects, quantity and quality, which naturally supplement each other. In most manu-

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