EMPLOYMENT PSYCHOLOGY 
260 
organization desires to make an analysis of the various 
jobs and positions which it embraces. This analysis is to 
be made for the purpose of facilitating the work of the 
employment office in selecting the right man for the right 
place, and must therefore be an analysis of the most 
practical kind. What are the conditions which such an 
analysis must meet? In the first place, it must be com 
prehensive; that is, it must include all the important 
factors which enter in to make each job what it is. Sec 
ond, it must be brief; that is, it must give only the most 
necessary and fundamental facts concerning each job. 
Third, it must be made in standard terms; that is, in such 
a way that the various elements which the jobs have in 
common are stated in common terms and not in a different 
manner each time. Fourth, it must be concrete; that is, 
it must describe the job not in terms of general and 
abstract qualities, but in terms of measurable abilities, 
and in terms of facts that have a concrete and specific 
significance. 
These principles served as a guide in making an analysis 
which covered over eighteen thousand employees and 
over nine hundred varieties of work. In order to make 
this analysis generally applicable, it will be described in 
terms of these four principles. 
The first principle, that an analysis must be comprehen 
sive, is self-evident. The question which it suggests is: 
What can be considered a comprehensive analysis of a 
job? The following outline upon which the analysis 
mentioned above was based is given as a tentative answer 
to this question: