EMPLOYMENT PSYCHOLOGY
workers should be checked by going over it with the workers’
 supervisors. Essential points may be developed which
the workers themselves had overlooked or thought to be too
trivial or too obvious to be mentioned. It is also advisable
to consult executives, foremen, and principals who have risen
from the ranks, even though their judgments are often characterized
 by a tendency to emphasize certain points at the
expense of others. When interviewing these men the investigator
 will naturally avoid any appearance of questioning the
adequacy of their analyses. His success in his enterprise,
depending. in part on his ability to get along with the men
in the firm, must rest on mutual respect.
The investigator should give assurance that any information
 or records entrusted to him will be for his own use and
not be made public. He should be as agreeable as possible
 with both worker and executive. He should keep the
attitude of one who is there to learn. Above all, he should
avoid telling the workers how to do their work.
Records. Office records on output, employment, turnover,
 and personal history must, of course, be consulted.
Previous studies. Another source of information is the
conclusions of other investigators who have analyzed the
same or similar vocations. These conclusions will be found
in the trade literature, in psychological periodicals, or in
such general works as Parsons (126). Attention is also
directed to publications on job analysis soon to be issued by
the American Council on Education.
PROCEDURE IN MAKING THE JOB ANALYSIS
There is no standard procedure for carrying out a job
analysis. The method pursued will vary from job to job.
In many cases it will be impossible to make use of all the
sources of information described above.
In a general way two types of work can be distinguished,
requiring different approaches. One type of work is mechan-20