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:: XIX. The examinations at work

Collection:: Economics Books

_ EMPLOYMENT PSYCHOLOGY skilfully handled, even those employees who separate them- selves from the company are more likely to want to return later on. They go as friends rather than as enemies. Most employment offices keep statistics on causes of leav- ing. Data from the records of casual interviews are worse than useless. They are misleading. But statistics gathered from conscientious and skilful interviews may throw val- uable light on conditions in the plant, on the personality of foremen and supervisors, and on employee attitudes which modify the validity of test predictions. MAINTENANCE It is a responsibility of the investigator to assure himself that so long as the tests are used they are administered strictly in the manner outlined in his report and that no modifications are made which are not justified scientifically. He may even have to assure himself that the tests are being used at all, as there is a natural tendency to revert to former methods of making off-hand judgments, or for examiners to estimate the applicant’s score without completely carrying out the test procedure. Modifications of procedure and standards. The investi- gator must also, from time to time, check the test results against the criterion of success to find whether the tests are still efficient or whether changing circumstances call for modifications in procedure or in critical scores. Conditions of the labor market or of employment within the plant some- times change the predictive accuracy of tests, so that fre- quent checks should be made on their efficiency. Thus, if a supervisor uses special incentives on those who have passed the tests, on the assumption that these new employees will be so successful that it is especially worth while trying to develop them and hold them, a different sort of person may be led to apply for the position. Moreover, some of those who failed to make good under previous conditions might have succeeded if this new type of supervision had been 298

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