Grundriss zum Studium der politischen Oekonomie: Volkswirtschaftspolitik

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Multivolume work

Identifikator:: 1847028748

Document type:: Multivolume work

Author:: Conrad, Johannes http://d-nb.info/gnd/118521853

Title:: Grundriss zum Studium der politischen Oekonomie

Place of publication:: Jena

Publisher:: Fischer

Year of publication:: 1896-

Collection:: Economics Books

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Volume

Identifikator:: 1886437130

URN:: urn:nbn:de:zbw-retromon-233012

Document type:: Volume

Author:: Hesse, Albert http://d-nb.info/gnd/13348551X

Title:: Volkswirtschaftspolitik

Volume count:: 2.1902

Place of publication:: Jena

Publisher:: Fischer

Year of publication:: 1902

Scope:: XVI, 544 S.

Digitisation:: 2022

Collection:: Economics Books

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Document type:: Multivolume work

Structure type:: Chapter

Title:: Abschnitt III. Der Handel, das Verkehrs- und Versicherungswesen

Collection:: Economics Books

THE MEASURE OF COMPARATIVE PRODUCTIVENESS 299 man hired may all agree and the man may become a valuable employee. These very typical cases all indicate how large a part personal judgments may play in the selection and reten tion of employees. The agreements and differences in volved in these hypothetical situations make it necessary to ask: Who is right or wrong, the foreman, the employ ment manager, or the applicant? We are obliged to take the word of some one. Either the foreman is right and the employment manager wrong, or vice versa, or both may be right and the employee wrong, or both may be wrong and the employee right, or all of them may be wrong. At the present time, many companies require the foreman to give a reason for laying a man off, and in fairness to the employee, the latter is also asked to state his reason for leaving or being laid off. Practical expe rience has shown that there is very little agreement be tween the two sides of the story, and that the reasons given are very often entirely worthless. Again, it is one personal opinion against another. Some companies have committees to determine whether a man shall be laid off or promoted. These committees consist of the fore man, employment manager, fellow workmen, educational manager, etc. Such committees are conducive to greater deliberateness and care; but nevertheless, their decision must also rest largely upon a basis of personal opinions and impressions, rather than upon some definite objective basis. Obviously, any attempt to fix the degree of corre lation between the selection and retention of employees is bound to be almost valueless as long as it depends upon such precarious grounds as these. Even if the individuals governing selection and retention were of the most reliable character and ability, the continuous change in the per

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