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:: II. Job analysis

Collection:: Economics Books

EMPLOYMENT PSYCHOLOGY erate success in practice because one point bearing on sta- bility and satisfaction on the job had been overlooked. The work of the office was necessarily so distributed that the heaviest load fell on the first days of the week, often requir- ing several hours of overtime on those days. No matter how competent the employee as judged by tests or experi- ence, she would not remain long with the company unless she felt willing to accede to these overtime demands. A complete job analysis would have brought out this fact. In most large organizations a set of employment specifica- tions based upon a job analysis will probably be available to the investigator. Such an analysis usually lists only the most outstanding facts about the job. Rarely is the infor- mation complete enough to serve as a basis for test con- struction. Such specifications may serve as a point of departure, but whether they are available or not, it will be a practical necessity for the investigator to make an analysis himself in order to see with his own eyes just what the job involves. He brings to the problem a somewhat different point of view and for his own particular purposes he should study and evaluate all the phases of the job. Job analyses have other uses as well as for purposes of employment. They may serve as a basis for improving methods and conditions of work, for establishing a training course for new workers, for wage setting, for determining lines of promotion, and for defining responsibilities. While it is impossible to prepare in advance a compre- hensive list of items to be considered in a job analysis which will serve for every type of job or every use, the following check list will be found suggestive. It will ordinarily have to be shortened and adapted to the particular job under study. The heart of the analysis is “5. Exact Operations.” Similar lists are given by Scott and Clothier (166), Tead and Gregg (182), Meine (112), Toops (202), Kingsbury (92), and others. 14

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