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 un 
believable that one of the most fundamental principles 
in the science of management, namely, the recognition of 
individual aptitudes and differences by means of a piece 
work 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 work 
er’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 rec 
ord of productiveness is provided for in columns three, 
four, five, and six. The record is to be made in terms of