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

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

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Document type:: Monograph

Structure type:: Chapter

Title:: Part III. Selection and retention

Collection:: Economics Books

3 1 4 EMPLOYMENT PSYCHOLOGY eight (the scheduled number of hours) or ninety-one and six-tenths. This result is to be entered in column 8. The attendance record, taken in conjunction with the earn ings record, makes it possible to establish a worker’s comparative productiveness over any given period of time. Column i provides for the straight hourly or weekly wage. There are many workers who are paid a straight rate for the hour or for the week. It is impossible to judge the comparative productiveness of these individuals on the basis of their earnings. Still, it is very desirable to keep the record as a basis on which to control the prog ress or promotions of any individual from one rate to another. The total weekly earnings and hours worked (columns 9 and xo) should be kept for a variety of reasons, one of which is accounting, another the necessity of a comprehensive record which will contain all the earnings of an individual, whether on piece-work or straight work. Finally, a column is provided for the foreman’s rating. In spite of what has been said about the disadvantages of personal ratings, the prejudices and accidents by which they are governed, it must be recognized that the personal factor is a potent one in every situation. If a foreman takes a violent dislike to a man, even for a superficial reason, a situation more or less harmful to the productive ness of the shop is created. Foremen or workers can not help forming certain likes and dislikes, because they are human beings rather than efficient machines. Now, in stead of allowing the foreman’s emotional judgments to have full sway, and permitting him to favor or fire his men until in course of time he has either proved himself to be a very good or a very bad judge of human nature,

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