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:: XVIII. Economic value of the examintions

Collection:: Economics Books

ECONOMIC VALUE OF EXAMINATIONS 219 fraction of the salary of the executive who has to give time to this correspondence. Traveling expenses. This item may be either the travel- ing expenses of the applicant to the place of employment or of the interviewer or scout to the place of residence of the applicant. Salaries of interviewers and of other workers in the em- ployment department. Some consideration should also be given to the cost of the time devoted by the foreman and other executives to interviewing men. Office overhead. This includes rent, telephone, light, heat, janitor service, and other overhead for office space and equipment in comparison with what would be demanded after adoption of the new measurement methods. The major economies, the savings in the plant or office, remain to be estimated. Even though it be found that the new methods cost more to administer than the old, their net economic value may be very large. These savings will be found by estimating the relative cost of the one or more items which have served as criteria for evaluating the exam- inations. The firm may already have computed the cost of its labor turnover in the departments affected by the investi- gation. If so, these figures will be useful in estimating the dollar value of the new selection methods. In any event, the following sources of economies should be scrutinized. Cost of training. This includes salary of instructors and supervisors, cost of materials used in training, office over- head, and chiefly campensation to the employee for unpro- ductive time during training. On jobs where there is heavy investment in machines or where the cost of power to oper- ate the machines is high, the appropriate charge against cost of training new workers may be several times the wages. Cost of spoilage. A high turnover means that a large per- centage of employees are new and inefficient. This fre-

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