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:: II. Job analysis

Collection:: Economics Books

JOB ANALYSIS for their success or failure. He will gain important infor- mation only if he is able to differentiate between true rea- sons and those which are untrue but satisfying. The practical considerations to be kept in mind in analyz- ing the worker at his work are well brought out by Uhrbrock (207): As the interest in job analysis grew, it became evident that certain qualifications were necessary for success in the work. In the first place, the man who is selected for the work should be mature and make a good impression on the group whose work he is to analyze. He need not necessarily be what is known as a “good mixer,” but he should at least command confidence and respect. His job is to get “job facts” from the men, as well as to observe their work. The job analyst must be able to “sell the idea” of making a complete record of the elements that go into the job. By “job” is meant man and equipment functioning smoothly in the performance of work. Qualities that he must possess are patience and tact. He will find it helpful if he speaks the language of the shop. In analyzing the work of printers one soon finds out that those who set type are not “composers” but “compositors.” Among the pattern-makers the man who does not have a union card is a “skate.” To refer to him in any other terms is to put oneself beyond the pale. The telegrapher refers to the day-letter as a “blue” and the night-message as a “nite.” To know such terms helps in establishing points of contact in talking with the workers. The successful job analysts keep the men informed as to the purpose of their work. They talk freely about the use of the material in working out training programs, or how the items that make up the job can be evaluated by a salary adjustment com- mittee. In fact, this is one of the successful ways of getting the men to talk. Each one likes to feel that his particular work is the keystone that holds up the arch. If the job analyst can con- vince the man that the facts he gathers will be put to some prac- tical use, he will make his work easier and more effective. The men are averse to the presence of non-producers—‘“dead-heads” as they call them. They feel that each man in the concern should carry his own weight. In most cases this attitude is not expressed openly. The cooperation of the men will be in proportion to their understanding of the work and purpose of the job analyst. Interviews with supervisors. Information obtained from IQ

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