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 rec 
ords 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 initia 
tive; 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 co 
incidence 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 enumer 
ated have a remarkable correspondence with those out 
lined. 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-