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 3I9 of the basis for selection and retention makes it possible to simplify these perplexities. In the instances given it appeared, when these men were recommended for dis charge, that there was a lack of correlation between selection and retention in the case of A. However, a comparison between the two sets of records showed that this lack of correlation existed only at one point, and by investigating this point, the matter was rectified and the correlation maintained at a higher level. Evidently, therefore, this method of finding the corre lation between selection and retention has a double as pect. First, the strictly statistical, by which the degree of correlation may be numerically expressed. Second, the corrective, which reveals the exact points of difference between selection and retention and thereby makes it possible to apply the correct remedies. There are, to be sure, many factors in the selection and retention of employees which have not been considered here, such as length of service, religious or political views, family status, etc. These, however, are ethical questions and must be settled on ethical rather than on scientific grounds. Psychology can offer only certain general principles to aid in their solution. However, as long as the chief object of an industry is to serve or to produce, all of these questions must be treated in the light of their effect upon the employees’ productiveness. The industry or organization which does not attain a certain standard of productiveness or service can not survive; but the attain ments of any organization depend upon the comparative productiveness of its units, the individuals who compose it. Comparative productiveness, therefore, is the “lead ”, the criterion, with reference to which all the factors of selection and retention must be determined.

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