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 IV. Conclusion

Collection:: Economics Books

A PRACTICAL COMBINATION OF EMPLOYMENT METHODS ^57 depends upon such a wide range of factors that it is absurd to offer ideal forms at this point. Every industry has its peculiarities and its differences, and the details of its forms must be worked out with reference to them. The use of the individual-activity record has already been described. No employment process is complete unless it includes a thoroughgoing and systematic follow up of its results; and no such follow up is of more than inciden tal value if it is not based upon a uniform and well-defined set of facts properly recorded on a standard form. Very few employment offices at the present time follow up the results of their selections. Once a man has been selected, their work is ended. Even if they desired to institute a follow up, it would be of little avail because the systematic record of those facts upon which a follow up must be based is lacking. Such a record must become the very foundation of all employment work, and the basis upon which the relative merits of the various phases of employ ment shall be determined. The conduct of two additional phases of employment rests directly upon such a record; namely, the transfer of employees and the attempt to prevent old employees from leaving. To prevent old employees from leaving is distinctly an employment activity, even though it does seem to take place at the wrong end of the process. Enter prising concerns are finding it much more profitable and satisfactory to expend energy on the retention of old employees than on the selection of new. In at least one company this activity has been carried so far that every foreman rushes to the employment manager as soon as a good man gives in his notice and the employment manager is compelled to make an attempt to stave off the em ployee’s leaving. Although obviously a very sensible

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