Procedures in employment psychology

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Monograph

Identifikator:: 173623112X

URN:: urn:nbn:de:zbw-retromon-112923

Document type:: Monograph

Author:: Bingham, Walter Van Dyke http://d-nb.info/gnd/123042593; Freyd, Max

Title:: Procedures in employment psychology

Place of publication:: Chicago & New York

Publisher:: Shaw

Year of publication:: 1926

Scope:: XI, 269 S

Digitisation:: 2020

Collection:: Economics Books

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Document type:: Monograph

Structure type:: Chapter

Title:: X. Rating scales (concluded)

Collection:: Economics Books

EMPLOYMENT PSYCHOLOGY process. It supplements the tests and other measures of ability. This is a common procedure in the selection of candidates for training as salesmen. If the subjects are old employees, ratings are usually obtained from foremen and supervisors. In the employment office, however, ratings must be made by the interviewer or examiner, by the applicant’s references, or even by the ap- plicant himself. Even though a series of ratings by foremen may prove to be valid, the investigator is left in doubt as to the validity of ratings on these same abilities when made by the interviewer on the basis of a brief talk with the appli- cant. It is essential, therefore, to validate ratings by inter- viewer and applicant, as well as by supervisors or fellow workmen. The experimental rating scale may cover a good many items. A scale installed for permanent use in the employ- ment office should be kept within practical length. It should include only the reliable and valid items. Ratings should not be included on abilities or characteris- tics which can be objectively measured by tests or personnel records. Do not ask a foreman to rate his men on atten- dance or tardiness when the facts are matters of record. The rating scale which the investigator develops is seen to serve as a substitute gage of abilities for which no ade- quate objective tests are available. Besides its uses in em- ployment, it will help in deciding questions of transfer and promotion, in discovering need for special training, in mea- suring progress in this training, and in passing upon recom- mendations at periods of salary readjustment. This measuring implement, the rating scale, is generally recognized to be at best a crude tool. Its reliability is low. Its scope is limited. Nevertheless, it is distinctly better than no instrument at all, and this in itself is a justification for the wide use it has found in industry. Tt now remains to consider the third form of examination —the questionnaire. I42

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