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:: III. Criteria of vocational success

Collection:: Economics Books

EMPLOYMENT PSYCHOLOGY number of units sold, the investigator must bear in mind contributory variables, such as difficulty of the territory assigned to the salesman, possible prejudice against him in that part of the country, market for the product in his ter- ritory, extent to which that market has been covered, amount and character of competition, time the salesman has been on the job, and his ability to sustain his sales record. Some executives have theories as to the type of person who ought to be able to sell for their company (such as tall men, or blonds, or college men) and use special in- centives with salesmen of this type. All these factors tend to reduce the reliability of a salesman’s production as a true measure of his ability. The contributory variables are scarcely less important with workers engaged in routine mechanical tasks. As the raw materials supplied to them vary in quality, it becomes harder or easier to do the work rapidly and accurately. Output may be limited by speed of machines or flow of materials. Interruptions in the flow of work, breakdowns, and other contingencies are difficult to allow for. Stand- ards of inspection are sometimes relaxed or stiffened. Heat- ing, lighting, or ventilation may be radically altered. The supervisor may be having trouble at home which makes him unreasonable in his demands on the workers. Any of these complicating circumstances may initiate a tremendous upset in group morale which shows itself in marked varia- tions of quantity and quality of output even though the financial incentive remains the same. The investigator must watch all such possible variables and hold them con- stant or make appropriate allowances. Foremen have been compared as to the amount which each is able to produce in his department, but this is ordi- narily difficult because of differences in size and nature of work of departments. The average production per man has sometimes been used as the measure of the foreman’s ability. 4. Performance in standardized examinations. Often it 26

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