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

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Title:: III. Criteria of vocational success

Collection:: Economics Books

CRITERIA OF VOCATIONAL SUCCESS IY a given amount or more, and those who sold less than that amount. Or the men may be ranked in order of their sales, in which case there may be as many groups as there are men. Use of fine distinctions in vocational accomplishment is not recommended unless the criterion is very reliable. (For methods of ascertaining reliability, see Chapter XIII.) It is quite as important to determine the reliability of a criterion as the reliability of a test. Once the criterion has been selected, care should be taken throughout the study to keep it free from the influence of extraneous factors. Some of the disturbing variables to be guarded against have already been mentioned. If ratings are used as criteria, they should be made without a knowl- edge of the tests to be used, otherwise the rater is apt to have in mind success in these tests rather than vocational success when he judges the workers. The criterion must be strictly adhered to in selecting the subjects for measure- ment and in determining the abilities necessary for success in the vocation. The foregoing criteria are standards or measures of the vocational success of the individual worker. In some in- dustrial laboratories in Germany criteria such as these are applied not to the workers separately, but to a whole de- partment. Tests are constructed to measure the abili- ties which the investigator deems important, and without waiting for validation, applicants who score high in these tests are hired. When the men selected by this method form a considerable part of the working force of the depart- ment, the investigator determines how much the efficiency of the department as a whole has improved. This is mea- sured by changes in the number of men required to do the work, changes in the output of the department, reduction in breakage, reduction in cost of training and turnover, and so forth. This method has little to recommend it scientifically. It makes unwarranted assumptions regarding the ability of =

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