Employment psychology

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Monograph

Identifikator:: 882692321

URN:: urn:nbn:de:zbw-retromon-5020

Document type:: Monograph

Author:: Agahd, Konrad http://d-nb.info/gnd/116256575; Schulz, Max von http://d-nb.info/gnd/1033198951

Title:: Gesetz betreffend Kinderarbeit in gewerblichen Betrieben

Edition:: Zweite Auflage, neub bearbeitet

Place of publication:: Jena

Publisher:: Verlag von Gustav Fischer

Year of publication:: 1904

Scope:: 1 Online-Ressource (X, 168 Seiten)

Digitisation:: 2017

Collection:: Economics Books

Usage license:: Get license information via the feedback formular.

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Document type:: Monograph

Structure type:: Chapter

Title:: Erster Teil. Betrachtungen zum Kinderschutzgesetz

Collection:: Economics Books

33 2 EMPLOYMENT PSYCHOLOGY moments, may do much to counteract this hastiness and to promote a more just result. The same check will operate on opinions that are suddenly inclined to become too favorable. On the whole, then, it may be accepted that the impres sionistic method as outlined, while not free from the errors of the personal equation, is nevertheless free from these errors in their extremer forms. To recapitulate briefly, the liability of error is lessened for the following reasons: i. Because a periodic rather than a sporadic expression of opinion is required. 2. Because opinions are limited to a fixed number of qualities. 3. Because those qualities are defined in the same way for all. 4. Because it becomes necessary for the appraiser to check off the various quali ties against each other, thus producing a balanced result. 5. Because the judgment goes on record for or against the man who makes it. 6. Because the judgment of one appraiser will serve as a check against that of another. Like the method of comparative productiveness, the method described has two general applications, the sta tistical and the corrective. In the first place, it offers a basis upon which to compute the degree of correlation between selection and retention. Unless such a record is kept, it can not be ascertained with any degree of cer tainty how successful the selections of the employment manager are. As has been repeatedly pointed out, the dismissal, resignation, or transfer of an employee is by no means a proof that he was poorly selected. Unless some other criterion of success exists, these incidents may be attributed to a hundred different reasons. The record il lustrated will furnish at least an approximate means for judging the success of selections,—or, it may be, forjudging the success of the supervisor in handling his subordinates.

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