Procedures in employment psychology

Bibliographic data

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:: Get license information via the feedback formular.

Chapter

Document type:: Monograph

Structure type:: Chapter

Title:: XIX. The examinations at work

Collection:: Economics Books

2 EMPLOYMENT PSYCHOLOGY formation, and to make a friend. To ascertain whether the applicant has the qualifications necessary for success in the job for which he is applying is a sufficiently obvious func- tion; but no employment interviewer is successful who ignores the fact that he has at least two other highly impor- tant tasks. One of the duties of the interviewer is to inform the appli- cant about the character of the job and the concern in which he is seeking employment. He must make plain what kind of position is open, what the conditions of employment are, and the duties and privileges connected with the work. He must not only inform the applicant as to what his duties will be; he should acquaint him with the disadvantages as well as the advantages of the job and tell him what future it holds out to him. A new worker who is hired with the wrong impression as to conditions of employment, rate of advance- ment, irksomeness of the duties, and so on, soon leaves or becomes a disgruntled employee. In either event a mistake in interviewing has been made. The interview is the applicant’s first formal contact with the company and as such constitutes his first step in training. In it he takes his initial lesson in company policy and gets his first intimations of the personal attitude expected of him. The interviewer teaches as well as learns. Another function of the interview involves making the applicant want to work for the company in the capacity for which he is best qualified. The interviewer must sell his concern, and not consider himself a purchaser only. He must make a friend. A rejected candidate who goes away feeling that this would be a fine place to work, tells his associates. He increases the likelihood that there will be good material applying in the future. An applicant who leaves the employment office with an unfavorable impression becomes a liability, whereas a skilfully conducted interview would have helped to make him an asset to the concern, whether subsequently employed or not. The successful employment interviewer is thus not merely 226

Access restriction

Copyright

fullscreen: Procedures in employment psychology

Monograph

Chapter

Table of contents

Download

Monograph

Chapter

This page

Image fragment

Citation links

Citation recommendation