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

MEASURING BY LIMITED IMPRESSIONS 321 4. Positions which require unusual ability or in which the work is specialized to such an extent as to preclude the possibility of comparing it with the work of others. In general, it may be stated that the method of esti mating comparative productiveness is not applicable where the principle of piece-work rates can not be applied, and is not practicable where only a few individuals are doing the same kind of work. This fact, however, makes it all the more desirable to obtain an impersonal estimate of each employee’s capabil ities. The piece-work plan of compensation, or any other differential scheme, automatically tends to weed out the incapable employees. The very fact that the applicants selected for certain kinds of work fail to attain the level of productiveness required by the piece-work rates on that work, tends to show that the selections were unwise, and that those workers who fail to reach that level ought not to be retained on that particular operation. Where there is no plan of differential compensation this automatic weeding-out process does not occur. No supervisor can begin to approach in minuteness and concentration the supervision which the differential plan of compensation brings to bear. The employee’s success, therefore, de pends upon how well he can impress his superiors with his social connections, personal appearance, amiability, and a multitude of more or less incidental factors. The promo tion and retention of such individuals, as every manager knows, depend very often upon momentary considera tions and fleeting impressions. In fact, one of the mys teries of management is the way in which individuals progress through the various ranks of occupation and salary. Their comings and goings are as inexplicable as the traditional coming and going of the wind.

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