ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1948.tb01288.x

出版商:Blackwell Publishing Ltd    

年代:1948

数据来源: WILEY

摘要:

SummaryThe logicand the techniques of personnel research have been developed and applied primarily in the field of test construction. They are, however, as applicable to the evaluation of a personnel program as to the appraisal of an individual. In such application the interdependence of the various parts of the total personnel program are shown as they actually function, rather than as they are “dreamed up” on an organization chart. Moreover, the importance of such intangibles as quality of staffing and degree of coordination can be compared to determine how much each contributes to the total effectiveness of the over‐all personnel program.Coordination in personnel work, as in any other activity, is generally recognized as being highly desirable. Alert administrators attempt by conferences, by issuances and by personal contacts to achieve coordination within and betweenThis article establishes on a factual basis, rather than by mere assertion, the value of coordination among the parts of a personnel program in achieving an effective total product. Moreover, it points out in a set of particular situations how coordination among the various branches of a personnel department can best be undertaken.Some of the activities of a single Branch of a personnel office have an impact in every corner of the department; others among a Branch's activities are literally nobody's business but its own. This study differentiates among these, and gives direction to coordination by specifying which interbranch contacts are shown to be most important to over‐all effectiveness; it specifies also how the activities carried out in one Branch, e.g., Placement, have implications for the success of another Branch such as Salary and Wage Administration. It provides factual answers to the questions: “To what extent and in what respects must the job analyst, the placement interviewer, the training instructor, the employee counselor and other personnel workers each know what the other is doing? How is the work of one affected by how good a job the other does?” From the specific answers to these questions come answers to the broader ones: “How can each do his job most effectively?” and “HOW can duplication of effort, neglected needs, or contradictory policies and practices be redu

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1948.tb01289.x

出版商:Blackwell Publishing Ltd    

年代:1948

数据来源: WILEY

摘要:

Summary:Anumberof personnel managers who have adopted selective test procedures have been surprised and even alarmed to discover that within a short time almost all applicants qualify on the test batteries, even though the installations were carefully made and flexible selection standards established. No great problem arises, for the employment manager can effectively adjust his critical scores to meet the fluctuation of the labor market; however, the reasons for the superiority in the test level of new applicants as compared to the original criterion groups present an interesting problem to be considered. Although the answers are not clear‐cut, the implications for such changes in qualifications are the subject of this report. These indicate that the existence of a testing program attracts the better applicants and discourages the poorerA selective testing program was installed for all productive workers in three plants of the same industry. One plant was in Illinois, one in Maryland, and the third in Washington, D. C. All three plants are members of the same national association. This is a borderline industry, employing womenSelection tests were validated by testing present employees in all three plants. Subsequent applicants were superior to the criterion groups to such a degree that initial standards failed to screen out the expected number of applicants. The differences between the experimental groups and subsequent applicant groups are statistically significant. These differences cannot be explained in terms of shifts in the labor market or motivation. It is suggested that self‐imposed selection may take place within the labor source, and that only the more capable applicants apply at plants where it has become known that test qualifications have been made a requisite for employm

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1948.tb01290.x

出版商:Blackwell Publishing Ltd    

年代:1948

数据来源: WILEY

摘要:

SummaryThe surveyused was found to provide necessary information about the general and specific areas of employee dissatisfaction and the relative importance of each. This was true not only for the division as a whole, but also for the specific departments. There were many indications that employees felt better about their place of work when given an opportunity to express their opinions about their work conditions.Follow‐up interviews to uncover the reasons that lay behind the expressed attitudes were especially informative. Despite supervisors' predictions that thirty percent of the force were so illiterate that a questionnaire could not be used, less than three percent were actually unable to complete the forms satisfactoril

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1948.tb01291.x

出版商:Blackwell Publishing Ltd    

年代:1948

数据来源: WILEY

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1948.tb01292.x

出版商:Blackwell Publishing Ltd    

年代:1948

数据来源: WILEY

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1948.tb01293.x

出版商:Blackwell Publishing Ltd    

年代:1948

数据来源: WILEY

摘要:

SummaryAstandardbattery of industrial vision tests was administered to 226 female radio tube workers engaged in near point mounting operations. When scores were correlated with efficiency ratings and with experience, efficiency was found to bear a significant but moderately low relationship with near acuity which persisted when experience was held constant. The use of carefully selected tests of vision in placing workers on these jobs will increase productivity.

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1948.tb01294.x

出版商:Blackwell Publishing Ltd    

年代:1948

数据来源: WILEY

摘要:

SummaryToselectsuccessful leaders it is first necessary to identify the qualities that differentiate the “best” from the “poorest” leaders. Some such qualities may be common to all situations involving leadership. Others may be peculiar to specific situations. The present study tries out a technique designed to identify the factors of leadership. The technique is demonstrated on Boy Scout troops but is easily adapted to the industrial si

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1948.tb01295.x

出版商:Blackwell Publishing Ltd    

年代:1948

数据来源: WILEY

摘要:

SummaryTheproblem of high turnover during the first few months of employment is frequently serious and costly. In the factory studied, 22% of one group of 212 hired had left by the end of the first month, 35% by the end of the second month and less than half were on the rolls by the end of the sixth month. Use of an interest inventory enabled the reduction of first‐month turnover from 22% to 7.5%; six‐month turnover could be cut from 54% to 31%. The interest inventory was specifically designed for its purpose and the scoring key developed experimentally. Trial has shown that the interest inventory and scoring weights are effective in reducing early turnover, not only in the factory in which they were developed, but also in another factory in a different section of the country. It is particularly worth noting that the scoring weights which actually distinguished the early quits from the continuing workers were radically different from those which would have been set on the basis of “informed judg

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1948.tb01296.x

出版商:Blackwell Publishing Ltd    

年代:1948

数据来源: WILEY

摘要:

SummaryThePersonnel Department frequently finds it necessary to gather personnel information for either research or operating purposes. For many types of information the personal interview has been preferred in spite of its expense because it has been thought to provide fuller information than can be obtained by other means. This study describes a group interview technique developed to secure personnel information less expensively. The, results of the group technique are compared with a control situation in which individual interviews were used. Results indicate that the group interview accomplishes the work of the individual interview in one fourth the time with no loss of quality and no adverse morale effects.

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1948.tb01297.x

出版商:Blackwell Publishing Ltd    

年代:1948

数据来源: WILEY