3 IQ

EMPLOYMENT  PSYCHOLOGY

Although  many  companies  have  approximated  these
three  conditions,  and  are  to-day  paying  their  employees
on  the  basis  of  comparative  productiveness,  it  has  not
occurred  to  them  that  the  same  basis  may  be  utilized  in
estimating  the  employee’s  relative  value  to  the  company
or  that  the  same  standard  may  be  applied  to  the  process  of
promoting,  laying  off,  and  demoting.  It  seems  almost  unbelievable ­
  that  one  of  the  most  fundamental  principles
in  the  science  of  management,  namely,  the  recognition  of
individual  aptitudes  and  differences  by  means  of  a  piecework ­
  rate,  should  be  so  largely  neglected  in  its  application
to  the  retention  and  re-selection  of  employees.
As  a  result  of  this  analysis,  the  following  form  and
procedure  were  devised:
Name  Shop

Week
Ending

Class  of
Work

EARNINGS

Foreman’s
Rating

Attendance
%

Total  Hrs.
Worked

Total
Earned

Remarks

Day
Work
Rate

PIECE-WORK  AND  BONOS

Amt.

Hrs.

Hrly
Aver.

Group
Aver.

(i)

(2)

(3)

(4)

(5)

(6)

(7)

(8)

(9)

(10)

Reasons  for  leaving

This  form  provides  for  a  record  of  the  individual  worker’s ­
  comparative  productiveness.  It  provides  also  for
certain  other  important  items  which  affect  the  individual’s
standing  and  which  must  be  considered  in  determining
the  correlation  between  selection  and  retention.  The  record ­
  of  productiveness  is  provided  for  in  columns  three,
four,  five,  and  six.  The  record  is  to  be  made  in  terms  of