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

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Title:: I. The problem of selection of employees

Collection:: Economics Books

THE PROBLEM OF SELECTION - times social acceptability, either within the group of fellow- workers or with the public, is essential. To know the outstanding requirements of each job, whether of inspector, elevator operator, millwright, salesman, or accountant, and to be able to discover and rightly appraise indications of ability to succeed in this job as they are revealed in the facts of the applicant’s personal history and of his behavior in examination and interview—these are the difficult duties of the specialist in employment. Initial selection of employees for particular positions in industry, business, and the civil service is, however, no more vital than the selection of applicants for special vocational training. The number of college graduates annually seeking admission to such a professional school as the Harvard Med- ical is much larger than the number of available places, making it necessary for the faculty to give a great deal of time and consideration to the selection of those who are admitted. The dental faculty of another university, realiz- ing that men they had taught for two or three years fre- quently had to be dropped for lack of fundamental muscular coordinations essential to the acquisition of skill, asked a psychologist to prepare a battery of motor coordination tests as an aid in selecting first-year students. The works man- ager of a prosperous and progressive factory is debating with his staff—while these words are being written—as to the advisability of introducing a two- or three-year course of instruction and factory experience for the purpose of developing supervisors. “How will you pick your young men for this training?” he asks of his educational director. “Tell me how you are going to select the boys who have it in them to make good supervisors.” Since the educational director has at present no plan of demonstrated worth for selecting future supervisors from among the factory em- ployees and the young high-school and college graduates of the community, he proposes to make a thorough study of the personal histories, the personalities and the abilities of those young men now in supervisory positions in the com- 5

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