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

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Title:: Part I. Psychological tests

Collection:: Economics Books

CLERKS 85 vindicated the impersonal testimony of the tests. For in stance, one girl, very unattractive in appearance and un gainly in her movements, was held up by a certain office head as a particularly flagrant error on the part of the examiners. This girl was finally transferred to another office. After the expiration of the usual time, the follow- U P clerk asked her new superior “How is Miss getting along?” “Oh, she’s doing good work,” was the '^mediate reply. Actually, this girl, considered a failure b y her first superior, was considered a success by her ne xt, although she was doing work in which her previous experience was of no decided value. Another instance of a similar kind is the case of two clerks who had been r ecommended on the basis of the tests. After the ex piration of a few days, their superior complained about *; le ir ability. “Why Miss even thought that the mted States Government was a company!” exclaimed be office head in despair. When he was informed that oth of these girls had passed the tests, he agreed to ^thhold judgment for a few days more. At the end of le month, he was again asked to express his opinion of ese clerks. “They will do,” was the rather reluctant ttbsw er. Situations of this kind arise constantly in an mce made up of several units, due to the fact that the ea d of every unit has his own peculiar ideas as to what a cjerk should be and how she should perform her work, ms lack of a uniform and impersonal standard makes Te task of following up the results of selection an ex- d'emely intricate one. However, by force of instances me those described above, the office heads concerned are f e alizing more and more how unreliable their personal lrn pressions are likely to be, and at the same time, how °rthy of their consideration is the selection made by the

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