Employment psychology

Bibliographic data

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

Usage license:: Get license information via the feedback formular.

Chapter

Document type:: Monograph

Structure type:: Chapter

Title:: Part III. Selection and retention

Collection:: Economics Books

THE MEASURE OF COMPARATIVE PRODUCTIVENESS 307 obtaining a workman’s character from his superior and will at the same time remove the ground for mutual suspicion and distrust which exists between the worker and his employers. Granting that relative productiveness is the one most important factor about an employee, how can this factor be accurately measured? And how can the method of measuring it be standardized so as to permit comparing one worker with another? Frankly, there are many human pursuits in which productiveness can not and probably never will be mathematically measured. This will be taken up more fully in the following chapter. But there is a vast and ever growing field of industry in which such a measurement is possible. It has been made possible by the tremendous development of the division of labor and by the application of the principle of piece-work earnings. These are conditions which already exist and which provide the broad basis upon which the productive ness of individuals can be measured and compared. The actual application of this measure, however, must be guided by certain practical principles. In the first place, the productiveness of one man can be compared with that of another if both men are engaged in the same kind of work, but not otherwise. For example, if Jones assembles eight motors a day and Brown repairs eleven, it would be obviously unfair to say that Brown is more productive than Jones. If both men are doing the same work and Jones assembles eight motors while Brown assembles six, then Jones may be called the more produc tive in that kind of work. However, it would be false to infer that because Jones is the more productive of the two men in assembling, that he would be the more pro ductive in repairing. Such an inference would violate

Access restriction

Copyright

fullscreen: Employment psychology

Monograph

Chapter

Table of contents

Download

Monograph

Chapter

This page

Image fragment

Citation links

Citation recommendation