Studies in Personnel and Industrial Psychology

By Edwin A. Fleishman | Go to book overview

need further development through training and counselling. A second use is as a guide in planning promotions. This application is shown in Figure 1 where the profile of one person is compared with the profiles for three jobs.5 The man in question has superior qualifications (assuming adequate job knowledge) for his present position as section supervisor. He has adequate qualifications for a position as general supervisor, but he is not yet ready--and he may never be ready--for a position as superintendent.

Another illustration of this application is shown in Figure 2, where three foremen are compared with the requirements for a higher job. Mr. Brown has superior qualifications for his present job, and is doing an excellent piece if work on that job. He is the first foreman considered for promotion. Mr. Black meets his job requirements nicely, and is doing a good job. Mr. White is slightly below his job requirements. But Mr. White is handling his job fairly well, and he is on the most difficult job. Although his job record is not outstanding he is the best qualified for the general foreman's position of these three men, all of whom have roughly equal job knowledge. Thus the man with the least impressive job performance is actually the best candidate for promotion.

A more complete application takes the form of an organization study such as is illustrated in Figure 3. Here is one section of a large company. This section is not a profitable section. A man-job study shows that this department has generally poor foremen. In actuality these foremen each supervised an average of twelve men. Thus there is a high supervisory overhead. The foremen's jobs have been deskilled to the point where the jobs are small and the job requirements are low. Even at that, the men of these jobs are still lower, presenting a sorry picture. With information of this type available, and readily seen at a glance, management has some information for taking steps to better the situation.


CONCLUSIONS

This paper has presented some of the details of a system for matching the demands of supervisory jobs with the qualifications of incumbents on those jobs or candidates for those jobs. The purpose of this article has been to present more complete details of the system used in analyzing job requirements, and to illustrate the applications of a technique of this type to management problems on an executive and supervisory level. With slight variations in breakdown of factors the system is useful for staff and sales personnel and positions.

It is believed that this type of technique represents a distinct advance in the application of psychological methods to the management of key per-

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5
In making the profiles, the order of the six operations has been changed from the order previously listed in this article. The three "intellectual" characteristics are listed first, and then the three "personality" characteristics. Thus strengths and weakness of ability or personality may be seen at a glance.

-9-

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