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:: V. Analysis of the worker

Collection:: Economics Books

. EMPLOYMENT PSYCHOLOGY investigator naturally wants good evidence that it is really an important item. The relative importance of any ability varies with the frequency with which the job demands its exercise and with the proportion of the worker’s time which he has to devote to the work for which the ability in question is necessary. Ability to dictate his correspondence crisply would, on this score, rank low among the abilities desired in an accountant. The table of frequencies of duties performed by secretaries as found by Charters and Whitley (33) brings into clear perspective the relative importance of these abilities. FREQUENCY OF DUTIES OF SECRETARIES Some Dyin She Lees 10% Some le Yost 10% Take dictation: letters Take dictation: sales quotas and Answer telephone x graphs : Meet callers Address a meeting of employees : Attend buyers’ or salesmen’s meet- Make engagements and appoint- ings ments Organize committees Compose letters Check cash-register returns Clean and oil typewriter Make blue-prints The investigator should determine the relative importance of the items he has listed with reference to the selected standards of success. For instance, certain items will assume importance if length of service is the standard by which they are judged, whereas these items may lose in importance if output or other considerations have been chosen as indices of success of workers. The priority of the several items with regard to one cri- terion of success may be roughly determined by getting supervisors to rank the items in order of importance. Another method is to obtain ratings on workers with refer- ence to these items and to compare these ratings with stand- ings of the workers in the criterion of success. Ratings on some points will be found to correspond more closely with 72

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