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

THE MEASURE OF COMPARATIVE PRODUCTIVENESS 3II money because money is the universal language into which all production is translated. The total piece-work or bonus earnings (column 3) divided by the number of hours worked (column 4) gives the average earnings per hour (column 5). Since these earnings stand for a certain amount of good work done, this hourly average is the index to the worker’s productiveness. However, in order to compare his productiveness with that of others, it is necessary to obtain the hourly average or rate of produc tion for the entire group. This is done by adding the hourly average of all individuals engaged in the same kind of work (see column 1, kind of work), and dividing it by the number of individuals at work. The group average (column 6) therefore represents the standard by which the comparative productiveness of individuals may be judged. When the hourly average of an individual is higher than the group average for a given week or series of weeks, it is obvious that the productiveness of that individual is high in comparison with that of the majority of the group. This method of computing the group average and using it as a standard for comparison has certain very desirable features. In the first place, it is based upon the actual production of the workers engaged. Instead of bringing in a fixed and more or less theoretical standard of what all workers ought to do, it compares the individuals of a group with each other on the basis of what they are doing. Thus, it is just as effective in separating the sheep from the goats as the most rigid method imaginable, without having even a semblance of unfairness or pressure. Sec ondly, such a standard varies with the varying conditions of production. Every manager knows that production is not a smooth and orderly process at all times. There

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