MEASURING BY LIMITED IMPRESSIONS 333
In the second place, it will serve as a basis for corrective
measures. In general, all promotions, changes in salary,
demotions, dismissals, transfers, etc., ought to be made
with reference to this record. As in the case of the record
of productiveness, this record will serve as a guide to the
employment manager, enabling him to exercise greater
intelligence and wisdom in the conduct of his employment
work. It will also furnish him with a definite check against
the supervisors and foremen who wish to release old
workers and secure new ones.
In making changes in an employee’s status, these records
will be very useful. Different positions require
different qualifications, and although, as has been pointed
out, there is the utmost confusion and overlapping in
formulating these qualities, still they may, in a rough way,
be determined and made use of. The work of a planning
supervisor requires a high degree of originality and initiative;
that of a preparation supervisor a high degree of
industry, etc. If these qualities are definitely recorded,
changes in the status of employees will be made much
more intelligent.
After this chapter had been written, a striking coincidence
was discovered in the form given on page 334.
This form has been in use in one of the larger educational
institutions of the East for many years and has proved
of great value. It will be seen that the qualities enumerated
have a remarkable correspondence with those outlined.
However, instead of four grades there are five.
Moreover, this form provides for ratings at only two
periods; namely, a “first impression” and a “second
impression”. The first impression is recorded when the
student enters, the second when he is about to leave.
Provision is made for separate ratings by different in-
