EMPLOYMENT PSYCHOLOGY 
workers should be checked by going over it with the work- 
ers’ 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 char- 
acterized by a tendency to emphasize certain points at the 
expense of others. When interviewing these men the investi- 
gator 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 informa- 
tion or records entrusted to him will be for his own use and 
not be made public. He should be as agreeable as pos- 
sible 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, turn- 
over, 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- 
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