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Procedures in employment psychology

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fullscreen: Procedures in employment psychology

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
Usage license:
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Chapter

Document type:
Monograph
Structure type:
Chapter
Title:
I. The problem of selection of employees
Collection:
Economics Books

Contents

Table of contents

  • Procedures in employment psychology
  • Title page
  • Contents
  • I. The problem of selection of employees
  • II. Job analysis
  • III. Criteria of vocational success
  • IV. Choice of workers to be studied
  • V. Analysis of the worker
  • VI. Selection of examinations
  • VII. Psychological tests
  • VIII. Psychological tests (concluded)
  • IX. Rating scales
  • X. Rating scales (concluded)
  • XI. Questionnaires: The personal history record and the interest analysis
  • XII. Test administration
  • XIII. Validation of the measuring instruments
  • XIV. Validation of the measuring instruments (concluded)
  • XV. Prediction of vocational success
  • XVI. Prediction of vocational success (concluded)
  • XVII. Prediction by combined scores
  • XVIII. Economic value of the examintions
  • XIX. The examinations at work
  • Index

Full text

EMPLOYMENT PSYCHOLOGY 
1% : = 
LB — k 
 ¥ 
g& a 
20 
% 
% mm vm 
DC = 
11,988 Replies to Appointments Appointments Men Hired Men Making 
Advertisement Made Kept Good 
Figure 1: The problem of selection of salesmen in one firm. Data from 
O. R. Johnson (81). 
and through conversation with workers and supervisors 
regarding it. If he has kept good records, he has probably 
checked his opinions as to the education, age, experience, 
skill, physique, intelligence, and special aptitudes most 
desired in an applicant for the post, by going over his data 
as to employees who have left the job dissatisfied, or who 
have been transferred or dropped as unsatisfactory. He 
knows how wasteful it is to engage men too dull to learn the 
duties expected of them within a reasonable time, or too 
bright and ambitious to be satisfied with the work and the 
wage the job will pay. He seeks dependability as well as 
skill, application no less than talent. Health and strength 
may, for certain occupations, outweigh brilliance. Some- 
np
	        

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Procedures in Employment Psychology. Shaw, 1926.
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