Methods of Rating Human Qualities
Bibliographic Data
| ID | 9767952 |
|---|---|
| Authors | Donald G Paterson (corresponding author) |
| Year | 1923 |
| Volume | 110 |
| Issue | 1 |
| Pages | 81-93 |
| Publication date | 1923-11-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | The Annals of the American Academy of Political and Social Science (JOURNAL) |
| Journal identifiers | ISSN: 0002-7162 • E-ISSN: 1552-3349 |
| Publisher | SAGE Publications (PUBLISHER • US) |
| DOI | 10.1177/000271622311000109 |
| OpenAlex | W2038643966 |
| Language | EN |
| Citations received | 3 |
| References cited | 5 |
T HE so-called psychological method of rating human qualities is designed to remedy the defects inherent in the traditional method of sizing up people. From time immemorial employers have been forced by the very nature of things to form some impression of the worth of workers. This task has been performed so automatically and habitually that, until recently, it has not been subject to critical examination and study. Of course, all of the estimating is not automatic. A valued employe quits and the employer immediately begins to consider the question of promoting some worker to the position left vacant. The employer comes to realize that he does not know all the facts about all the employes and so he calls in one or two of his foremen and asks them for their concerning Tom, Dick or Harry who might possibly step into the vacant position. The foremen, suddenly confronted with the demand for an opinion, hastily rack their brains for instances that would show whether or not Harry is better fitted than Tom for the job. On the basis of some recent incident in which Tom has pleased the foreman or displeased the foreman we find that Tom is either enthusiastically recommended or is disparaged. The having arisen, our friend Mr. Employer is forced to depend upon the emergency opinions of those around him and hence he meets the situation more or less inadequately on the basis of snap judgment. So Tom is promoted and-promptly forgotten; that is, until another arises. This in brief gives us the high lights of the traditional method of judging the value of a worker. The inadequacy of the traditional method is self-evident when one begins to give any thought at all to the matter. Since a number of employers and psychologists have been studying the situation during the past ten years, it is natural that we should witness attempts here and there to overcome the defects in the traditional method. These attempts have now become numerous and a complete account of all of them would be exceedingly lengthy. A brief sketch of the more important results therefore, will be sufficient to indicate recent progress, present practice and the outlook for the immediate future
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| Unique citing works | 3 |
|---|---|
| Citations per year | 0,03 |
| Citation span | 1928 - 1999 (72) |
| Citation velocity | historical |
| Highly cited | No |
| Citation types | Neutral: 1 |