■i WmSlS AND CLASSIFfCATlON 
 OF PERFORMANCE IN 
 CAIIONAL RELATIONS 
 
 J.OSBORNE HOPWOOD
 
 V >
 
 Analysis and Classification 
 
 of Performance in 
 
 Vocational Relations 
 
 BY 
 
 J. OSBORNE HOPWOOD, M. S. (Yale) 
 
 Of the Personnel Department of The Philadelphia Electric 
 
 Company. Form,erly of the Em,ergency Fleet 
 
 Corporation, Instructor, Operative, etc. 
 
 BOSTON 
 
 RICHARD G. BADGER 
 
 THE GORHAM PRESS
 
 Copyright 1&22, by Richard G. Badger 
 
 All Rights Reserved 
 
 AGRIO, OEPT. ^^-^ducd-^'^o 
 
 MADE IN THE UNITED STATES OF AMERICA 
 
 The Gorhjvm Press, Boston, U. S. A.
 
 HF 
 
 H77^ 
 
 PREFACE 
 
 In considering occupations and the adaptations 
 of persons to them, adherence to the idea that 
 it is necessary to discover specific traits of charac- 
 ter essential to each situation has not given satis- 
 factory results because there is no real basis for 
 analyzing character into traits and therefore no 
 real basis for its classification. A particular kind 
 of expression which may be called for in an occu- 
 pation may be due to different character traits or 
 combinations of traits, also, the same trait may 
 give rise to different kinds of expression and there- 
 fore may apply to a number of situations. If we 
 could identify character traits and attribute to 
 them all of their different kinds of expression and 
 formulate the kinds of expression due to particu- 
 lar combinations of traits, we would have a sci- 
 ence of character analysis but no such science ex- 
 ists and attempts to apply knowledge of this kind 
 have therefore been misleading. 
 
 In this prospectus I have taken the view that 
 performance, and not the character traits of per- 
 sons which may prompt it, is the subject of direct 
 
 5 
 
 31)4877
 
 6 Preface 
 
 concern in analyses of occupations and that discov- 
 ery and conscious direction of the development 
 of adaptations of persons for specific occupation- 
 al performance involves consideration of expres- 
 sion with regard to the specific performance but 
 does not necessarily require the identification of 
 character traits concerned, performance being 
 capable of analysis into its essential component 
 acts and therefore capable of classification ac- 
 cording to the kinds of acts which compose it. 
 
 This principle has many important extensions 
 and applications and is verified by inspection of 
 the true state of affairs in industrial life. In the 
 Introduction and sections which follow, I have 
 tried to set forth definite applications with essen- 
 tial procedure and supporting theory in order to 
 make a guide book which may be of practical 
 value. In addition to my own study and industrial 
 experience, I have made use of various works to 
 which I have referred In the text. 
 
 J. Osborne Hopwood. 
 Prlmos, Pa., 
 
 February, 1922.
 
 CONTENTS 
 
 CHAPTER PAGE 
 
 I Introduction 1 1 
 
 II The Nature of Performance 25 
 
 III Organization in Performance 34 
 
 IV Key to Analysis and Classification of 
 
 Performance in Vocational Rela- 
 tions 45 
 
 V Standard Specifications and Graded 
 
 Classification for Positions 55 
 
 VI Individual Placement, Follow-up, and 
 
 Training 84
 
 ANALYSIS AND CLASSIFICATION OF 
 
 PERFORMANCE IN VOCATIONAL 
 
 RELATIONS
 
 Analysis and Classification of 
 
 Performance in Vocational 
 
 Relations 
 
 I 
 
 INTRODUCTION 
 
 Subject and Object 
 
 This prospectus deals with performance in oc- 
 cupations, its analysis, characterization, graded 
 classification, and the diagnosis of individual 
 adaptation for it with respect to placement of 
 workers or vocational guidance. Its object is to 
 set forth systematically, essential principles and 
 procedure which, heretofore, have not been corre- 
 lated in concrete form. 
 
 Phases of Application 
 
 There are two phases of application of analysis 
 and classification of performance in vocational re- 
 lations. One is to the performance pertaining to 
 occupations or positions without regard to the 
 
 II
 
 '\i ' ' Analysis and Classification of Performance 
 
 persons in them, and the other is to the perform- 
 ance of persons with respect to the requirements 
 of their positions or occupations. The former ap- 
 plies in connection with defining and grading ser- 
 vice and establishing a basis for equitable salary 
 and wage rates and the latter, in connection with 
 placement, follow-up, and training, including 
 judgment and direction of the self and others in 
 vocational relations broadly. 
 
 In corporate work we are studying and devel- 
 oping organized effort for production and, as in- 
 dividuals, we are studying and developing our- 
 selves for application in organized effort, so that, 
 collectively and individually, we need to appreci- 
 ate the real nature of performance and to charac- 
 terize it and classify it upon a scientific basis. 
 
 To Performance of Occupations or Positions 
 
 Systematic employment methods have been 
 specifically called for in the awakening of indus- 
 trial management to the realization that organi- 
 zation for rational administration in employment 
 matters has a vital bearing upon efliciency in pro- 
 duction. In these administrative functions Analy- 
 sis and Classification of Performance has a rank- 
 ing importance comparable to that of Analysis and
 
 Introduction 
 
 13 
 
 Classification of Accounts in the field of Account- 
 ing. 
 
 Development of intensive industry entails the 
 growth of corporations and the application of sci- 
 ence, or engineering, and this work is a phase of 
 Industrial Engineering which has come into recog- 
 nition in its turn as a field of applied science like 
 other kinds of engineering work have done in the 
 past. 
 
 The application of this prospectus to develop- 
 ment of standard practice may be easily seen by 
 reference to the following synopsis of essential 
 functions in employment administration. 
 
 X ± J^ ± J, ± 
 
 h 
 
 a 
 
 X 
 
 jT^i, j^ Ixi 
 
 1 
 
 x^ 
 
 ??
 
 14 Analysis and Classification of Performance 
 
 These functions are of primary importance in 
 industrial relations because they are the elements 
 for organized fair dealing and constitute means 
 for methodical adjustment for stability and effici- 
 ency in operations. Fair dealing is a condition of 
 environment which any person must have for effi- 
 cient performance and it must be provided for like 
 any other function in an organization, if it is to 
 be performed proficiently. If, in his industrial 
 relations, a man gets a fair and square deal all the 
 way around, with all but not more than he earns, 
 and realizes it through conferential relations with 
 the management, his progress is then entirely a 
 matter of his own productive efficiency in the op- 
 portunities which develop and he cannot help but 
 know it and direct his creative effort accordingly 
 for production. 
 
 The procedure suggested in this prospectus 
 with regard to positions, establishes definition 
 as to performance, classification as to produc- 
 tion status, and uniformity and limitations as to 
 nomenclature and titles throughout the depart- 
 ments of their organization. With specifications 
 thus established, irregularities may be clarified, 
 duplication of effort eliminated, and administra- 
 tion conducted to better advantage than without 
 system of this kind.
 
 Introduction 15 
 
 Classification according to the Production Stat- 
 us of Performance is grading upon an equitable 
 and logical basis and is an incentive to the realiza- 
 tion by all of "fair dealing," when it is made 
 known. 
 
 To Performance of Persons — For Placement, 
 Follow-Up and Training 
 
 These specifications provide a definite basis up- 
 on which to judge persons in hiring and placement 
 by setting forth the specific performance of posi- 
 tions to which the incumbents must measure up, 
 and the examiners can then follow a standard pro- 
 cedure. Principles and steps for this also arc 
 stated subsequently. 
 
 The points set forth as performance require- 
 ments in positions also serve as a basis in rat- 
 ing the efliciency and progress of the persons 
 in the positions in keeping a periodic record for 
 "follow-up" for adjustment, advancement, etc. 
 Points in which persons are weak or deficient con- 
 stitute subjects for training. 
 
 In diagnosis for placement, the only scientific 
 basis is analysis of the performance required and 
 the discovery in persons of the necessary adapta- 
 tion for it, as this may be revealed by observable
 
 1 6 Analysis and Classification of Performance 
 
 physical structure and general performance. This 
 cannot be correctly called character analysis. 
 Character analysis requires discovery in individ- 
 uals of specific traits* of all kinds and their hered- 
 itary and environmental detierminers which, if 
 they are capable of structural determination, are 
 for the most part unknown. We can, however, 
 analyse the performance which persons show to us 
 or give evidence of having executed. 
 
 We can describe character as far as we are able 
 to observe it, but there is no basis for its real or 
 complete analysis and classification. It is true 
 that mental processes and physical performance 
 are inseparably integrated in an organism and 
 every animal can recognize attitudes and states of 
 mind in others through physical expressions which 
 reflect them, and experience in recognition of these 
 helps us to judge others. Experience of this kind 
 has been universal for so long that it is intuitive 
 with animals and men to feign and pose in action, 
 and to lead and follow leadership. But the mys- 
 tery of character has led to speculation for ages 
 and to many false claims as to Its revelations, for 
 example, in widely advertised employment liter- 
 
 *A trait is a peculiarity of organization with both structural 
 and functional aspects.
 
 Introduction 17 
 
 ature which is sold to industrial managers, there 
 are such "quack" statements as the following: 
 "We see that for every physical difference be- 
 tween men there is a corresponding mental differ- 
 ence, because both the physical differences and the 
 mental differences are results of the same heredity 
 and environment." 
 
 Science has not shown that there is generally a 
 causal connection between the individual observ- 
 able physical differences and the mental differ- 
 ences in men, and inclines to deny its existence as 
 a general principle, because these differences are 
 not usually the results of the same hereditary or 
 environmental determiners. In any ultimate an- 
 alysis, mental differences are due to minute organic 
 physical differences involving the nerve tissue as 
 well as other tissues, their health and disease, 
 balance of building up and breaking down, and 
 their environmental stimuli (physical surround- 
 ings; blood supply, content, etc.), which are sub- 
 ject to very limited observation only, and subject 
 to change. Some of these characters are heredi- 
 tary and some are of environmental origin, and 
 their nature is such as to make their individual 
 determination, at least, exceedingly difficult. All 
 that we can observe ordinarily are some of the
 
 i8 Analysis and Classification of Performance 
 
 gross physical differences among individuals, 
 which usually have nothing to do with mental dif- 
 ferences and differences in performance. 
 
 The above quotation states the assumption up- 
 on which the false systems of Phrenology and 
 Physiognomy were founded, which have misled 
 men for centuries. Fortunately, to-day, we can 
 be disillusioned by the revelations of modern sci- 
 ence and ought not to be misled by "quackery" to 
 subject either persons or production to failures on 
 account of judgments based upon such superficial 
 characters as skin texture and mere form of hands 
 or other physical features; 'which would fail to 
 discover an Abraham Lincoln.' 
 
 (Refer to "Heredity and Environment," E. 
 G. Conklin, Princeton University Press, and "Vo- 
 cational Psychology," Hollingworth, Appletons). 
 
 Judgment and direction of the self and 
 OTHERS in vocational relations broadly, calls for 
 examination of the individual's self with regard to 
 the items in a comprehensive list, such as the 
 "Check List," following, as is necessary in exam- 
 ing the performance of a position to make up 
 specifications, in order to appraise adaptions for 
 performance singly and establish specific features 
 for a general characterization. With this appre-
 
 Introduction 19 
 
 elation of how one is endowed to meet the require- 
 ments of environment by the faculties which he 
 has inherited or acquired, he can be directed intel- 
 ligently to appropriate kinds of work, if the work 
 available for selection is also examined with re- 
 gard to the same items which were taken in the 
 personal examination, and comparisons are made. 
 Moreover, development may be intelligently di- 
 rected by giving attention to training relevant to 
 adaptations and requirements. 
 
 We profit as long as we practice the activities 
 which intelligent realization of the relation be- 
 tween our faculties and our environment reveals 
 to us as essential to progress. In this, rational 
 direction necessitates a plan for co-ordination of 
 effort towards definite aims and such a plan for 
 individual guidance may be formulated with the 
 aid of this prospectus. 
 
 In general criticism of persons in their occupa- 
 tions it is common to discuss such general qualities 
 as Executive Ability, Leadership, Personality, In- 
 telligence, etc., without looking into the specific 
 points in performance called for in connection 
 with each of them and judgments are often vague 
 and poor on that account. They are usually re- 
 garded as more or less indefinable requisites to
 
 20 Analysis and Classification of Performance 
 
 be estimated in the lump sum without thought of 
 analysis. If, however, we consider each quality 
 from the standpoint of its required performance, 
 we can determine with considerable clearness, the 
 items which are essential, as follows : — 
 
 Executive Ability is ability to perform executive 
 service which consists of: 
 
 1. Organization — analyzing and classifying 
 the functions in a division of labor and construct- 
 ing and integrating the essential positions for the 
 performance of the functions. 
 
 2. Judgment of Others — guaging correctly the 
 ability of others for placement in the scheme of 
 organization. 
 
 3. Decisions — fair, definite, prompt and logi- 
 cal, taking fair chances and holding with moral 
 courage of convictions and self-reliance, regard- 
 less of criticism. 
 
 4. Association — with tact, poise, and spontan- 
 eous expression of sincerity, confidence, and abili- 
 ty to carry out a project sufficient to Inspire the 
 respect, trust, and confidence of others and their 
 subordination to leadership. 
 
 5. Instruction — guaging correctly Its effect and 
 adapting it accordingly. 
 
 6. General Functions of Management, viz. —
 
 Introduction 21 
 
 Constructive imagination with formulation and 
 development of consequent courses of action, even 
 against environmental and instinctive dictates ; 
 
 Accurate observation, including original an- 
 alyses and syntheses on the basis of fundamental 
 likenesses and differences; 
 
 Establishing standards ; 
 
 Resourceful application of course of action. 
 
 Analysis of executive service in this manner will 
 reveal essentials for consideration which would 
 otherwise be lost sight of and probably cause ser- 
 ious mistakes in judgment. It is not uncommon 
 to find persons in executive positions who are true 
 bosses and little else, and others who attend to de- 
 tailed routine procedure to the exclusion of larger 
 problems because they cannot organize, and still 
 others who are strikingly deficient in other fea- 
 tures of the requirements. 
 
 Leadership essentially involves association with 
 poise and the physical expression of self reliance 
 and sincerity to command the respect, confidence 
 and co-operation of others, in addition to — 
 
 Decisions, fair, definite, prompt and logical, 
 taking fair chances and holding with moral cour- 
 age and self reliance ; 
 
 Accurate observation including —
 
 22 Analysis and Classification of Performance 
 
 Judgment of qualities by comparison with es- 
 tablished standards and 
 
 Analyses and classifications by established pro- 
 cedure ; 
 
 Resourceful application of courses of action. 
 
 This performance may not include more than 
 supervision of routine standard practice, that is, 
 leadership does not essentially involve a high 
 order of constructive imagination or other func- 
 tions of management which are essential in execu- 
 tive service ; it may be concerned only with estab- 
 lished procedure. Its most essential features are 
 in expression for effect upon others. 
 
 Because of lack of definition and due consider- 
 ation to analysis, leadership is often mistaken for 
 executive ability and inefficiency is the result. An 
 executive is a leader but a leader is not necessarily 
 an executive. Leadership is essentially a spectac- 
 ular kind of performance and therefore frequently 
 suggestive of more than it really is, so that, with- 
 out means for analysis and examination for essen- 
 tials, it may be easily mistaken for executive abil- 
 ity. 
 
 Personality is the combination of qualities 
 peculiar to a person. We judge its character by 
 its expression. But when asked to judge it, what
 
 Introduction 23 
 
 are we to judge? No two persons would have 
 very similar ideas of how to appraise it without 
 specifications for analysis of its performance. If 
 a situation requires a certain type of personality 
 there must be certain features of performance in 
 the requirements which can be specified, and, in 
 order to judge intelligently as to the fitness of a 
 person for the situation, we must determine the 
 nature of these features or items and consider 
 them separately. For example, in salesmanship 
 certain items stand out more prominently than 
 others, namely — 
 
 Judging human temperament, 
 
 Intuitive action to command and sustain favor- 
 able attention, 
 
 Resourceful treatment to sustain interest. 
 
 These things, of course, involve spontaneous 
 expressions of confidence and sincerity of a kind 
 appropriate to circumstances, and other items es- 
 sential in a situation should be considered. 
 
 Intelligence is capacity for accomplishment 
 through powers of observation, memory, decision, 
 skill, reasoning, and constructive imagination. It 
 is manifest in different degrees among individuals 
 by the grades of work in which they are able to 
 perform. Many individuals can acquire a high
 
 24 Analysis and Classification of Performance 
 
 degree of skill and apply themselves efficiently 
 when their performance is determined by dir/sc- 
 tion and long experience but cannot step up any 
 higher into original analysis and the establishment 
 of new standards and courses of action because 
 they lack vision or constructive imagination. Oth- 
 ers are capable only of acquiring a low degree of 
 skill in established standard practice. 
 
 In judging intelligence, therefore, we must con- 
 sider the nature of the performance expected by 
 careful analysis and weigh a person's capabilities 
 according to evidence given of performance of the 
 same grade, though not necessarily consisting of 
 the same acts. 
 
 With due consideration of these points it will 
 be obvious that "Analysis and Classification of 
 Performance in Vocational Relations" is a subject 
 of vital importance in industrial life.
 
 II 
 THE NATURE OF PERFORMANCE 
 
 Occupational performance may be analyzed, 
 defined, and graded, if we will recognize funda- 
 mental scientific principles, and the procedure may 
 at the same time be simple and practical. In this 
 it is of first importance to appreciate the nature 
 of performance in general and its relation to 
 thought. The two are integrated and the grade 
 attained in performance is determined by the 
 grade of thought which is integrated with it. 
 Therefore, in tracing the progressive stages of 
 thought we can recognize corresponding degrees 
 of simplicity or complexity in performance and es- 
 tablish a basis for its analysis and classification. 
 Progressive Stages of Thought 
 
 Thought, like all other processes in nature, Is 
 progressive from early stages, in which it has 
 simple characteristics, to more advanced stages in 
 which it is more complex, involving organization 
 (differentiation of the whole into integrated divis- 
 ions and sub-divisions). Its stages require corre- 
 
 25
 
 26 Analysis and Classification of Performance 
 
 spending degrees of attention to the objects of 
 impression. Impressions are accordingly, at first, 
 vague and general with regard to their objects as 
 a whole in associated relations. With more at- 
 tention, the impressions become more exact and 
 include perception of numbers, likeness and differ- 
 entiation of parts, and their integration, compris- 
 ing analyses, syntheses, and organization of ideas. 
 These ideas, or mental pictures, are then avail- 
 able for recall by suggestion in recurring experi- 
 ences and enable comparisons and judgments of 
 likenesses and differences between new and former 
 observations. Thinking may then advance into 
 reasoning by the derivation of conceptions from 
 combinations of premises. 
 
 Attention is application of the consciousness to 
 objects of impression directly or by the recall of 
 their impressions, and the extension of these im- 
 pressions into mental pictures or ideas of other 
 proportions than real experiences portray, con- 
 stitutes imagination, which is constructive when it 
 is rational. 
 
 While the processes which constitute thought 
 are at any moment numerous, complex, and in- 
 separable, we can summarize its progressive 
 stages to be about as follows, although there are
 
 The Nature of Performance 27 
 
 no sharp lines of demarkation between them be- 
 cause they grade into each other : — 
 
 I. Observation — 
 
 Perception of objects of impression — 
 
 ( 1 ) as a whole in associated relations 
 and 
 
 (2) as to parts, their number, likeness, 
 differentiation, and integration — 
 comprising analyses, syntheses, and 
 organization of ideas. 
 
 II. Reasoning — 
 
 Conception of facts by conclusion from 
 established premises — 
 
 ( 1 ) Inductive — conception of general 
 principles from observed specific 
 relations. 
 
 (2) Deductive — conception of specific 
 relations from previously conceiv- 
 ed general principles. 
 
 III. Constructive Imagination — 
 
 Extension of past experiences into con- 
 ceptions of new combinations or situations 
 of feasible existence.
 
 28 Analysis and Classification of Performance 
 
 Capacity for the progress of thought through 
 these stages of development and for perform- 
 ance to which it is essential, which is capacity for 
 volitional accomplishment, is intelligence and this 
 accords with the complexity of an animal's gen- 
 eral organization. 
 
 Performance 
 
 Performance consists of correlated acts rang- 
 ing from the simplest "Reflexes" to "Rational 
 Acts." Reflexes are automatic or subconscious 
 responses to stimuli, such as blinking, breath- 
 ing, walking, feeding, talking, etc. These acts 
 are instinctive when they are induced by in- 
 herited traits instead of by traits acquired through 
 learning by experiences. They are subconscious 
 responses to feelings or impulses and include 
 such acts as the familiar breeding habits of 
 birds and other animals, struggles for self pres- 
 ervation, etc. Then there are "Intelligent" 
 acts, their performance consisting in the conscious 
 recognition of recurring experiences and the selec- 
 tion and repetition of relevant acts which were 
 previously dictated by contact with environment, 
 such as the behavior of a dog as he learns to open 
 a gate. He knows that it opens because he has
 
 The Nature of Performance 29 
 
 seen it open. Otherwise he would not know its 
 difference from the other parts of the fence. He 
 paws until he strikes the latch in the right way to 
 open the gate, and afterwards he repeats the act 
 from memory of past experiences. This is learn- 
 ing by experience and many of our own acts are 
 of like character to such acts of lower animals. 
 At the upper end of the scale there arc "Rational" 
 acts. These acts include definite reasoning from 
 premises and comprise the most complex kinds of 
 performance, such as constructive planning and 
 execution of new courses of action involving the 
 imagination and are peculiar to man. They are 
 Intelligent acts developed to greater complexity, 
 and performance on the whole is more or less in- 
 telligent according to the complexity or simplicity 
 of the acts involved. 
 
 Among the lower animals it is doubtful if Ra- 
 tional performance reaches any degree of devel- 
 opment but Intelligent performance and Reflexive 
 performance are intermingled, the latter becom- 
 ing more and more pronounced as we descend the 
 scale of animal forms from the mammals to the 
 lower types like fishes and invertebrates. 
 
 The mammals include man and the highest 
 types of lower animals such as the monkey, cat,
 
 30 Analysis and Classification of Performance 
 
 dog, seal, horse, etc. They exhibit the highest 
 faculties for learning of all animals, and, of 
 course, man supercedes the other mammals by vir- 
 tue of his reasoning power and constructive Imag- 
 ination. 
 
 The birds exhibit interesting instinctive habits 
 of nest building, migration, etc. and much less 
 ability to learn than the mammals. 
 
 The reptiles are more stupid than the birds, the 
 frogs and toads more so than the reptiles, and the 
 fishes show the lowest degree of ability to acquire 
 new habits by learning of all vertebrate animals. 
 
 The invertebrates Include the insects, crabs, 
 moUusks, worms, and the simplest animals whose 
 acts are all principally of the character of reflexes. 
 They smell their food and move toward it, see 
 lights and dash toward them, and perform many 
 other acts of a simple Impulsive nature. 
 
 In the training of animals, the mammals, there- 
 fore, show the highest capabilities for skillful 
 feats. 
 
 In the DEVELOPMENT of an animal, its thought 
 and performance progress from stages with 
 simple characteristics In the Infant to stages with 
 more complex characteristics in the adult accord- 
 ing to the degree of development reached by the 
 
 J
 
 The Nature of Performance 31 
 
 adult, man showing the greatest amount of devel- 
 opment and the simplest animals, the least. 
 
 Thus, in either way that we consider it, from 
 the standpoint of the comparison of animal forms, 
 or from the standpoint of the development of 
 the single animal, intelligence accords with degree 
 of organization, as is true of capacity for accom- 
 plishment generally. 
 
 The Degree or Status of Intelligence of 
 a living being is therefore shown by the position 
 on the scale of acts (ranging from simple reflexes 
 to rational acts) at which we can place the acts 
 which he is capable of performing and this prin- 
 ciple applies if we take the human race alone and 
 consider the types of intelligence observed. Some 
 minds are not able to think and reason to a high 
 degree but act much the same as lower animals do, 
 obeying their instinctive impulses and acting as 
 their environment has required them to act, that 
 is, their performance is the result of their instinc- 
 tive impulses plus the experiences gained by 
 knocking about in their environment. Others can 
 imagine new situations and plan new courses of 
 action which they have never performed before. 
 In all normal persons however, we find reflexive, 
 intelligent, and rational acts intermingled in their
 
 32 Analysis and Classification of Performance 
 
 behavior and the rating of one's intelligence is 
 therefore a question of relative values entirely. 
 
 New acts require close attention but repetition 
 tends to make their performance standard and 
 more and more mechanical and spontaneous until 
 they may be performed with little or no conscious 
 effort more perfectly than by the application of 
 conscious effort. For example, 'we cannot walk 
 as well, or talk as well, or drive a car as well when 
 we apply conscious effort to every move as when 
 we allow our movements to flow freely and uncon- 
 sciously.' In this manner, higher acts become re- 
 flexive and we become expert by experience be- 
 cause the physical organization has become ex- 
 tended or specialized for this eflSlciency. We are 
 adaptable through this correlation of acts and the 
 physical adjustment essential to it, otherwise we 
 could not survive in the struggle with the changing 
 elements of our environment. 
 
 Reflexes become so deeply seated that they 
 characterize us In a large measure. Many of them 
 (instinctive) are Inherent and vital to our exist- 
 ence. They result from intuitive feelings which are 
 often the most powerful motives of action, strong- 
 er than rational decisions and, accordingly. In our 
 daily lives, most of the things that we do are
 
 The Nature of Performance 33 
 
 prompted by feelings. We enjoy acting in re- 
 sponse to our feelings and often have to make 
 strong effort for self-control in order to use rea- 
 son. This is true with even the highest types of 
 persons and requires us to be tactful in our asso- 
 ciations. Therefore, if we are to understand hu- 
 man nature we must realize that it is animal na- 
 ture and obeys biologic laws.
 
 Ill 
 
 ORGANIZATION IN PERFORMANCE 
 
 In all relations in which we are concerned with 
 efficiency in action, we are subject to the natural 
 laws of organization. That is to say — efficiency 
 involves organization, which is differentiation of a 
 whole into parts with special functions in a divis- 
 ion of labor, and integration of these parts to 
 function as a whole. This is standardization, al- 
 location and co-ordination of procedure and the 
 structural units essential to it, restricting the indi- 
 vidual freedom of units for the sake of intensive 
 action and its compensations. Organization there- 
 fore, is specialization for efficiency and efficiency 
 in any one or all functions is high or low according 
 to the degree of specialization attained by the or- 
 ganization for their performance. The functions 
 which constitute life processes are the same in a 
 clam as in the human organism but the degree of 
 specialization differs greatly. Likewise, with cor- 
 porate organizations, great differences in degree 
 of specialization exist among them and intensive 
 
 34
 
 Organization in Performance 35 
 
 industry can develop only as organization becomes 
 more and more complex. 
 
 Transformations in energy can take place only 
 through corresponding changes in matter and pro- 
 cedure of all kinds depends upon correlated struc- 
 ture. Structure and function are therefore in- 
 separable; neither precedes the other in organi- 
 zation. They develop simultaneously and in any 
 consideration they are merely two aspects of the 
 one thing — Organization. We cannot, therefore, 
 have a function highly developed in any organiza- 
 tion unless we have also the physical structure de- 
 veloped accordingly and we must recognize this 
 principle when we work out efficiency problems. 
 The engineers may work out efficiency methods 
 and procedure but It is not until the physical or- 
 ganization is adjusted that new procedure be- 
 comes actual. 
 
 Performance, when completely standardized, is 
 mechanical and, as to the maintenance of routine 
 standard performance under fixed conditions, an 
 organization is a machine but mechanical per- 
 formance is the limit of the capacity of machines 
 in performance. They cannot undertake new pro- 
 cedure, even to the extent of slight adaptations to 
 new conditions, because they lack power of per- 
 ception, discrimination, recall, and of the selection
 
 36 Analysis and Classification of Performance 
 
 of courses of action. There are thus two phases 
 of performance essential to organization in its 
 higher types, one is mechanical performance and 
 the other is intelligent performance. Both phases 
 are characteristic of organisms and therefore, cor- 
 porate groups of organisms, but the first only is 
 characteristic of machines. Organization in its 
 higher types therefore involves intelligent direc- 
 tion over specialized operating units, in so far 
 as their activities must be varied and co-ordinated, 
 and means for automatic apprisal of the neces- 
 sity for variation of procedure. This relationship 
 between controlling authority and specialized 
 units with respect to any or all functions is called 
 "centralization." Specific procedure, when com- 
 pletely standardized, is performed with least ex- 
 penditure of energy and most perfectly when left 
 to its respective operating units without reference 
 to central authority and this delegation of respon- 
 sibility by controlling authority to specialized 
 units is called "decentralization." Increasing 
 complexity, as organization develops, is shown by 
 the appearance of intermediate directorates of 
 various degrees of authority between the most 
 highly specialized operating units and the central 
 directorate, and differentiation along intelligence 
 levels.
 
 Organization in Performance 37 
 
 Decision by controlling authority is therefore 
 essential in organization and this is autocratic 
 but, on the other hand, efficiency in production 
 requires that every unit of structure, however 
 small, be so integrated in the whole that its expres- 
 sion will be perceived by controlling authority and 
 administration effected accordingly for rational 
 procedure which, in a corporate organization, in- 
 cludes justice and equality in dealing for all mem- 
 bers, uniform standards, restriction of arbitrary 
 practices and personal favoritism, etc. Thus, ac- 
 cording to natural law, there is a balance between 
 autocratic direction and democratic recognition 
 of all rational dictates of structural units in organ- 
 ization, which is essential to maximum production, 
 no matter what the form of organization may be. 
 If autocratic direction does not heed the expres- 
 sion of the operating units, production is retarded 
 and, if the operating units obstruct controlling 
 authority, production is retarded and the survival 
 of an organization depends upon the maintenance 
 of this balance in the struggle with the elements 
 of its environment. 
 
 In industry then, channels for honest expres- 
 sion by individual workers and its perception by 
 controlling authority are vital to organization. 
 
 '.VMH'77
 
 38 Analysis and Classification of Performance 
 
 When the members of departments or working 
 units of an industrial organization meet together 
 frequently under conditions of fair dealing and 
 sincere conferential relations with administrative 
 officers who seriously give intelligible explana- 
 tions, demonstrations, and progress reports and 
 inspire free expression of individual views, con- 
 ceptions of differences of interests between man- 
 agers and line workers do not prevail. Incentives 
 to production under such relations are vastly 
 greater than under an autocratic regime which 
 fosters only master and servant relations stifling 
 cooperation for maximum production and its just 
 distribution because conflicting interests between 
 managers and line workers obviously exist. 
 
 Organization in performance is universal in 
 nature. It is the basis of all development. It is 
 real, not artificial, and our performance must con- 
 form to it as the scheme of nature for progressive 
 action. In an industrial organization we are a 
 group of persons occupying differentiated and in- 
 tegrated positions in a division of labor and we 
 are banded together as a whole to carry out our 
 project. Persons in positions correlated for 
 special sets of functions constitute units of the or- 
 ganization and, as aggregated for more general 
 functions, constitute larger parts.
 
 Organization in Performance 39 
 
 When a single unit of the organization has 
 many functions it is generalized and the functions, 
 though they exist, are performed with much less 
 precision, harmony, and efficiency than when there 
 is a more complete division of labor effected 
 through differentiation of the structure into more 
 specific parts, and integration of the parts. In 
 spite of all individual efforts, we cannot perform 
 functions with highest efficiency unless we are or- 
 ganized to perform them, that is, we must devel- 
 op systems for procedure and fix co-ordinated re- 
 sponsibilities in positions with clear definition as 
 to performance and status. 
 
 The development of an organization in this 
 way subscribes to the principle in industry that 
 workers occupy specific positions in a division of 
 labor utilizing and developing capital. This con- 
 ception differs vitally from the traditional view 
 of labor as a commodity to be bought by the own- 
 ers or representatives of capital and utilized upon 
 their capital. The one view gives the worker 
 membership for efficiency in the industrial in- 
 stitution and is democratic. The other view 
 disregards the organization of workers as living 
 individuals and gives them no position as such in 
 industry; it admits only of bargaining for their
 
 40 Analysis and Classification of Performance 
 
 labor at market prices, or for what they are forced 
 by circumstances to take. This is arbitrary, auto- 
 cratic, and "short sighted" and, with development 
 in industrial organization, it cannot hold because 
 it is against the principles of organization, which 
 are primarily biological and not mechanical. 
 
 The traditional view that labor is a commodity 
 parallels another instance in our economic life of 
 an arbitrary view point once taken and later aban- 
 doned. The theory of John Stuart Mill that 
 those who worked directly upon commodities 
 were producers of wealth and that others, such 
 as accountants, sales people, etc., who performed 
 other services, were non-producers of it, made a 
 purely superficial distinction. Material wealth 
 has value only as It can render service and there- 
 fore, in the end, all labor is for production of ser- 
 vice and It Is now recognized that every one who 
 performs a useful service, whether a producer of 
 material wealth or not, is a producer. 
 
 Fundamentally, all persons in industry, from 
 president to laborer, are workers, utilizing and 
 developing capital, and each worker occupies a 
 specific position In an organization for the division 
 of labor, which must be defined and integrated as 
 a part of the organization as a whole for efficiency
 
 HOieivia moit:^ 
 
 TRAK) \nMJlZ 
 
 .»^^»A ) 
 
 ^ni/fi3C 3MIJ 
 
 (&) 
 
 !■> t f- 
 
 r 
 
 MOSti^MJ'?' 
 
 ' > Jt 2 J H P 
 
 r~,\i^App 
 
 .':n!';'*3i?0^}i t 
 
 HBJJ3 n 
 
 r 
 
 
 Ain 
 
 "iM
 
 FIGURE 1. 
 
 SPECIMEN CHART. 
 
 (EMEMNCV FLEET CORPORATION ) 
 
 ( ittttr ■iymtols reftr to ^b"<ltrd^p.c^fitJtlot^i 
 
 LEGEND
 
 Organization in Performance 41 
 
 in production to the extent at least to warrant pro- 
 viding for the incumbent, the working conditions, 
 the means for conference with management, and 
 the financial returns which are necessary to meet 
 the essential demands of his living relations to en- 
 vironment on and off the "job." Therefore, as 
 we develop special organization for standardizing 
 operations and fixing responsibilities, including 
 proper placement, follow-up, conference, and ad- 
 justment of workers, we develop efficiency in pro- 
 duction and reduction of its unit cost. 
 
 Organization Charting is a means of 
 graphically representing the structure, the func- 
 tions, and the positions of a corporate organiza- 
 tion and indicating the lines of authority and re- 
 sponsibility in order that the scheme of organiza- 
 tion may be visualized. This is of importance in 
 analyzing, planning, defining, standardizing, and 
 for instruction as to status of positions and the 
 character of the organization. 
 
 An organization chart must figure the differen- 
 tiation and integration in the organization. Struc- 
 ture is the visible aspect of the organization by 
 which this is shown and therefore can be drawn. 
 The identity of parts and their functions may then 
 be shown by labeling (See Fig. i). A chart set-
 
 42 Analysis and Classification of Performance 
 
 ting forth functions alone may be useful in func- 
 tional analyses (see page 13) but it does not fig- 
 ure differentiation and integration in organization 
 and is therefore not an organization chart in a 
 complete sense. 
 
 Procedure in Organization Charting 
 (See Fig. i) 
 
 1. A clear distinction should be made between 
 structure and function. 
 
 2. Units of structure should be drawn to repre- 
 sent persons in positions or groups of positions 
 with distinct functions as a whole, but co-ordinat- 
 ed with other units (one person may, under un- 
 usual circumstances, occupy more than one posi- 
 tion). 
 
 3. Each unit should be labeled as to Name, 
 Functions, and the Positions included, and the 
 Names of Incumbents, if desired. 
 
 4. A standard system of naming the units 
 should be followed throughout — Department, 
 Division, Section, Branch or Bureau, Unit — ac- 
 cording to ranking importance. 
 
 In this series of divisions the Department is 
 a major division of the organization, coming under 
 the immediate direction of the General Manage- 
 ment. The Division is the main sub-division of a
 
 Organization in Performance 43 
 
 Department, the Section is the main sub-division 
 of a Division, etc. Each one of these parts of the 
 organization from Department to Unit must have 
 an identity as an organization in itself, that is, it 
 must consists of persons in differentiated positions 
 with distinct functions as a whole, i. e., a group of 
 ledger clerks in the "Billing Unit" would not 
 usually constitute a special unit of organization 
 because they probably would not be performing a 
 complete set of functions, differentiated and in- 
 tegrated as a whole. 
 
 There are frequently small sub-divisions of an 
 organization coming under the immediate direc- 
 tion of the General Management, such as Clerical, 
 Buildings, etc., which do not have the ranking 
 importance to be classed as Departments. It is 
 usual in such cases to give a designation of min- 
 or significance, such as Section, Branch or Unit. 
 
 5. Lines of authority and Executive, Staff, and 
 Line relationship are shown as follows; 
 
 Executive — Square cornered block in dominant 
 position. 
 
 (Executive Service — Establishing procedure 
 and organization; Issuing orders and directions; 
 Making decisions, etc.). 
 
 Staf — Round cornered block in subordinate po-
 
 44 Analysis and Classification of Performance 
 
 sition connected from the center of the top to the 
 bottom of the block of its next superior unit at 
 point to one side of the center. 
 
 (Furnishing information and advice to Execu- 
 tives; Collecting data ; Making reports; Propos- 
 ing plans, etc.). 
 
 Line — Square cornered block in subordinate 
 position connected from the center of the top to 
 the center of the bottom of its next superior execu- 
 tive block. 
 
 (Carrying out orders and executive directions 
 and the routine operations of the business).
 
 IV 
 
 KEY TO ANALYSIS AND CLASSIFICA- 
 TION OF PERFORMANCE IN VOCA- 
 TIONAL RELATIONS 
 
 Note: — This Key embraces an analytical "Check List 
 of Items in Performance Essential to Technique in Oc- 
 cupations" for use in examining persons and occupations 
 and an "Outline of Intelligent Performance in Organi- 
 zation" so that with it, required performance in oc- 
 cupations and the performance for which persons are 
 adapted may be characterized and then classified accord- 
 ing to production status and also according to the kinds 
 of technique involved. 
 
 Performance may be analyzed into its component acts 
 and therefore classified according to the kinds of acts 
 which compose it. Concerning any occupation or position, 
 there are items in performance which are not technical 
 but are essential to technique and consideration of the 
 technique is required for relevant judgment. Discovery 
 of these items and their collection into a concrete statement 
 constitutes a characterization of performance by which 
 the nature of its acts will be distinctly set forth. Charac- 
 terization of performance in this manner therefore con- 
 stitutes a basis for rational judgment of workers, or pro- 
 spective workers, and for graded classification of their 
 occupations or positions, as well as for functional classifica- 
 tion according to the kinds of technique involved. 
 
 45
 
 46 Analysis and Classification of Performance 
 
 CHECK LIST OF ITEMS IN PERFORMANCE ESSENTIAL TO 
 TECHNIQUE IN OCCUPATIONS 
 
 Note: — ^We can observe the developmental stages of 
 thought and performance and outline them by noting items 
 which are characteristic. On this basis, degrees of in- 
 telligence may be determined and stated, and, in character- 
 izing performance, we must consider its intelligence fea- 
 tures as of primary importance because they specify ca- 
 pacity for volitional accomplishment. Second to this, the 
 inclusion in the performance of features pertaining to 
 particular kinds of thought and action, association, and 
 enforced living conditions, should be considered. 
 
 The following list should be regarded as suggestive but 
 not exhaustive. 
 
 Check, Weigh (by checking once, twice, or three 
 times). Extend, and Summarize Items for Characteriza- 
 tion. 
 Physical — 
 
 ( 1 ) General application with good health. 
 
 (2) Application enduring under specially ardent cir- 
 cumstances of ; ? 
 
 (3) Application of physical strength to the par- 
 ticular degree of ? 
 
 (4) Application of certain parts of the body though 
 others may be impaired ; ; 
 
 (5) Standing, 
 
 (6) Walking. 
 
 (7) Lifting. 
 
 (8) Pulling. 
 
 (9) Handling. 
 
 (10) Delicate application of the sense of touch, sight, 
 hearing, etc. 
 
 (11) Presenting a military bearing, etc.
 
 Key to Analysis and Classification 47 
 
 Mental — 
 Perception. 
 
 (i) Accurate observation — 
 
 a — Attention to objects with concentration and 
 with trust in and intention to recall their 
 impressions, 
 b — Quick perception of essential elements and 
 their integration — original analyses and 
 syntheses and organization of ideas. 
 Memory. 
 
 (2) Recognition of associations, real or accidental, 
 essential to the memory of ideas. 
 
 Discrimination. 
 
 (3) Judgment of qualities by comparison with es- 
 tablished standards. 
 
 (4) Analyses and classifications by established pro- 
 cedure. 
 
 Response to dictates. 
 
 (5) Initiation of action. 
 
 (6) Maintenance of established standards; ? 
 
 (7) Resourceful application of courses of action. 
 
 (8) Close application in routine standard practice; 
 ? ordering, scheduling, dispatching. 
 
 Planning. 
 
 (9) Constructive imagination and the development 
 of new courses of action; ? 
 
 (10) Establishing standards; ? 
 
 Adherence to truth and trust. 
 
 (11) Tenacious adherence to fact in spite of adverse 
 consequences. 
 
 (12) Custody of property and information in trust. 
 Dealing, Association, and Expression as to Kinds of 
 
 Thought and Action. 
 
 (13) Dealing with fairness.
 
 48 Analysis and Classification of Performance 
 
 (14 
 (15 
 
 (16 
 (17 
 (18 
 (19 
 
 (20 
 (21 
 
 (22 
 
 (23 
 (24 
 
 (25 
 (26 
 (27 
 (28 
 
 (29 
 (30 
 
 (31 
 
 (32 
 (33 
 
 Promptly making and holding to decisions with 
 self reliance and courage of convictions. 
 Spontaneous expression of self-reliance and 
 ability to carry out a project, sufficient to inspire 
 the respect, trust, and confidence of others and 
 their subordination to leadership. 
 Delegating performance. 
 Organizing division of labor. 
 Gauging correctly the ability of others. 
 Gauging correctly the effect of instruction of 
 others and adapting it accordingly. 
 Ardent search for fact. 
 
 Invention — combination of structural elements 
 for advantage in performance. 
 Accepting circumstances as a matter of course 
 without generalizing as conspiringly antagon- 
 istic. 
 
 Judging human temperament. 
 Intuitive action to command and sustain favor- 
 able attention. 
 
 Resourceful treatment to sustain interest. 
 Association with poise and good address. 
 Tactful association with others. 
 Expression of inspired sentiment and thought 
 through some medium to inspire similar senti- 
 ment and thought in others — literature, science, 
 art, religion, etc. 
 Devising propoganda. 
 
 Spontaneous expression of simple tastes and 
 cleanliness. 
 
 Spontaneous expression of desire to serve rather 
 than to be served. 
 Spontaneous expression of humility. 
 Modest spontaneous expression of liking for in- 
 tellectual pleasures.
 
 Key to Analysis and Classification 49 
 
 (34) Spontaneous expression in any particular fields 
 of thought or endeavor which may be relevant in 
 performance — 
 Science — pursuit of (research) or application of 
 (professions and engineering) ; 
 
 Mathematics, Accounting, etc. 
 
 Physical Sciences. 
 
 Natural Sciences. 
 
 Economics, Political and Social Sciences, inc. 
 hz-w Government, Finance, etc. 
 Letters — 
 
 Journalism and Literature. 
 
 Acting. 
 
 Public Speaking. 
 
 Lexicography and Spelling. 
 
 Language. 
 Art — 
 
 Music. 
 
 Sketching, Painting, Photography. 
 
 Designing. 
 
 Modeling. 
 
 Architecture. 
 
 Drafting. 
 
 Penmanship. 
 Craftmanship and Manufacture — 
 
 Mechanical Trades. 
 
 Machine Operating. 
 
 Other Mechanical Manipulations. 
 Clerical Routine Operations — 
 
 Stenography. 
 
 General Office Practice. 
 Agriculture and Animal Industry — 
 
 Farming. 
 
 Darying. 
 
 Stock Raising.
 
 50 Analysis and Classification of Performance 
 
 Commerce — 
 Selling. 
 Purchasing. 
 Distributing. 
 General Trading. 
 Social Development — 
 Teaching. 
 
 Industrial Relations. 
 Preaching. 
 
 Missionary Work — religious, medical and 
 
 social service or philanthropy. 
 
 (35) Spontaneous expression toward any particular 
 
 conditions of living environment which may be relevant 
 
 in performance, either during or outside of working hours, 
 
 i. e. — 
 
 Expression as to Enforced Living Conditions. 
 Motion and Activity. 
 Shifting Scenes. 
 Transient Abodes. 
 City Life and Artificial Things. 
 Individual Freedom. 
 Social Activities. 
 Out of Door Pursuits. 
 Sea Life. 
 Military Life. 
 Sport. 
 
 Quiet and Stillness. 
 Sameness. 
 Home Life. 
 
 Rural Life and Nature. 
 Family Responsibilities. 
 Solitary Activities. 
 In Door Pursuits. 
 Note: — Add any other items which may be relevant to 
 the performance being considered.
 
 Key to Analysis and Classification 51 
 
 OUTLINE OF INTELLIGENT PERFORMANCE IN ORGANIZA- 
 TION CLASSIFYING PERFORMANCE ACCORDING TO 
 ITS PRODUCTION STATUS 
 
 Note: — The production status of performance in organ- 
 ized division of labor corresponds to its intelligence status 
 because performance ranges through management and 
 routine standard practice according to its production con- 
 trol on account of the degree and scope of reasoning and 
 planning or decision and skill involved, w^hich verifies the 
 fact that intelligence is capacity for volitional accomplish- 
 ment. Grading occupational performance according to 
 its intelligence status therefore classifies it according to its 
 production status and the intelligence status of perform- 
 ance is the basis for its classification according to the fol- 
 lowing outline. 
 
 /. Management 
 
 Constructive imagination with formulation and develop- 
 ment of consequent courses of action even against environ- 
 mental and instinctive dictates; 
 
 Orignial analyses and classifications on the basis of 
 fundamental likenesses and differences ; Establishing stand- 
 ards ; 
 
 Accurate observation ; Resourceful application of courses 
 of action. 
 
 Constituting two kinds of service applying in an or- 
 ganization either with general scope or in departmental 
 relationship : 
 
 I. Executive Service, including all of the following 
 kinds of performance : 
 
 Organization — analyzing and classifying the func-
 
 52 Analysis and Classification of Performance 
 
 tions in a division of labor; Constructing and integrating 
 the essential positions for the performance of the functions. 
 
 Judgment of others — gauging correctly the ability 
 of others for placement in the scheme of organization. 
 
 Decisions — fair, definite, prompt, and logical, taking 
 fair chances and holding with moral courage of convictions 
 and self-reliance regardless of criticism. 
 
 Association — ^viath poise and spontaneous expression 
 of self-reliance and ability to carry out a project, sufficient 
 to inspire the respect, trust and confidence of others and 
 their subordination to leadership. 
 
 Instruction — gauging correctly its effect and adapt- 
 ing it accordingly. 
 
 2. Staff Service, including informational, advisory, or 
 development performance of various kinds, such as the fol- 
 lowing : 
 
 Investigation or research — ardent search for dis- 
 covery of facts, scientific, commercial, etc.; Systematizing 
 and interpreting the meaning of disclosures in concrete 
 relations; reporting results of research with recommenda- 
 tions. 
 
 Invention — study of known facts and methods and 
 devising means for operation with improvement in quality 
 of product, greater economy, efficiency, etc. ; Devising new 
 combinations of elements for these purposes. 
 
 Compilation of data — to furnish information of any 
 kind — events, current operations, financial status, environ- 
 mental conditions, etc. ; Reporting information ; Publica- 
 tion. 
 
 Reflecting inspired sentiment through some me- 
 dium of expression to inspire similar sentiment in others 
 (includes the performance of all kinds of art.). 
 
 Devising propoganda — advertising, etc.
 
 Key to Analysis and Classification 53 
 
 A. General Management Class i 
 
 Executive service of the general organization including 
 organization and administration for efficiency in Financ- 
 ing, Production, Sales, and adjustment of relations with 
 Investors, the Public, and the Personnel. 
 
 In this class is the performance of various grades per- 
 taining to the positions of President, Vice President, Gen- 
 eral Manager, etc., in any organization. 
 
 B. Departmental and Associate Management Class 2 
 
 Executive and Staff Service of departmental scope or 
 of interdepartmental scope but specialized or limited as to 
 function. 
 
 In this class is the performance of various grades per- 
 taining to positions of managers of divisions and sub- 
 divisions of the organization and to the various positions 
 of Executive and Staff Assistants, the number of grades 
 depending upon the complexity of the organization. 
 
 //. Line Service 
 
 Routine standard performance dictated by authority or 
 experience; Constructive imagination of a more limited 
 character than in "I" or of negligible importance, 
 
 A. Supervision Class 3 
 
 Judgment of qualities by comparison with established 
 standards; Analyses and Classifications by established pro- 
 cedure ; Execution of intricate standard practice including 
 delegation of performance and direction of others; Deal- 
 ing with fairness and association with poise and the spon- 
 taneous expression of self-reliance, and ability to carry 
 out a project, sufficient to inspire the respect, trust and
 
 54 Analysis and Classification of Performance 
 
 confidence of others and their subordination to leadership ; 
 Promptly making and holding to decisions with self re- 
 liance and courage of convictions; Accurate observation; 
 Resourceful application of courses of action; Limited in- 
 vestigations and recommendations. 
 
 B. Highly Skilled Service Class 4 
 
 Judgment of qualities by comparison v^^ith established 
 standards; Analyses by established procedure; Perform- 
 ance of intricate, complicated and exacting details un- 
 der limited supervison — dictated by long experience; Ad- 
 ministration in detailed procedure concerning only per- 
 formance in positions of lower grade. 
 
 C. Skilled Service Class 5 
 
 General performance as for "B" but less intricate and 
 exacting and subject to more supervision; Administra- 
 tion over minor details only concerning performance in 
 positions of lower grade. 
 
 D. Semi-skilled Service Class 6 
 
 Tasks requiring skill acquired by comparatively short 
 periods of experience; Routine of limited scope — without 
 close supervision ; Assumption of minor responsibilities 
 with self reliance. 
 
 E. Unskilled Service Class 7 
 
 Simple tasks in which skill is acquired with compara- 
 tively little experience and performance requires no pre- 
 vious technical training or experience — subject to super- 
 vision or direction almost entirely.
 
 STANDARD SPECIFICATIONS AND 
 
 GRADED CLASSIFICATION FOR 
 
 POSITIONS 
 
 The essential performance in any position or 
 OCCUPATION may be specifically determined and 
 GRADED upon a natural Intelligence Scale with the aid of 
 the Key, preceding, and the first qualification of incum- 
 bents must be that they can meet these performance re- 
 quirements by corresponding intelligence endowments. 
 Moreover, grading the performance of a position or oc- 
 cupation upon this scale classifies it according to its pro- 
 duction status because it is a fact that the production 
 value of performance in organized division of labor is in 
 proportion to its intelligence status. That is to say, in 
 organized division of labor, all positions are concerned 
 with production and performance ranges through man- 
 agement and routine standard practice according to the 
 status of reasoning and planning, or of the decisions and 
 skill involved in production control. The higher the 
 degree or the greater the extent of the intelligence which 
 characterizes the performance required in a position, the 
 greater is the control of production and the lower the de- 
 gree or the less the extent, the more is the performance 
 machine like and the less is its control. Men and ma- 
 chines, however, are not to be confused. The man is 
 always called upon for voluntary control but the machine 
 never can exercise such functions as this involves. 
 
 55
 
 56 Analysis and Classification of Performance 
 
 The performance in any position also may be 
 REGARDED as of TWO PHASES, namely, — ^technical, or 
 that pertaining to a special industry and kind of work 
 and requiring technical experience; and non-techni- 
 cal, or that pertaining to personal adaptations to the 
 environment of the position and essential to its technical 
 performance, though not necessarily specific, physical and 
 mental, as developed from hereditary endowments under 
 environmental influences as a whole. The non-technical 
 features of performance determine efficiency or involve 
 reactions upon others — superiors, subordinates, associates, 
 patrons, or competitors. Characteristics, physical and 
 mental, by which this performance is prompted, are the 
 variables which make personal differences. They develop 
 under environmental influences from the chance combin- 
 ations of elements derived paternally and in the living 
 world broadly, produce the varieties which we call adap- 
 tations or misfits according to the environmental relations 
 in which we find them. 
 
 The essential performance in any position may there- 
 fore be analyzed according to these principles, and speci- 
 fications made up (See Fig. ii, 12, 13). 
 
 Procedure of Analyses, Specification, and Graded Classi- 
 fication of Positions 
 
 In General 
 
 Before positions can be definitely classified it is neces- 
 sary to establish specifications by which they shall be de- 
 fined and standard titles by which they shall be desig- 
 nated. These specifications should include a concise sum- 
 mary analysis of the essential performance pertaining to 
 each position. It is also important to include, for each
 
 Standard Specifications for Positions 57 
 
 position, a statement of the training and experience neces- 
 sary to qualify persons for appointment to the position. 
 
 The information necessary for making up correct speci- 
 fications is not possessed by any one person. It must there- 
 fore be collected from a number of persons according to 
 their acquaintance with the various positions. Among 
 these should be the incumbents of the positions themselves 
 because they know the performance of their positions bet- 
 ter than others. 
 
 After specifications have been established, positions 
 should be graded according to their relative control of pro- 
 duction on account of the reasoning and planning or de- 
 cisions and skill involved in their performance. 
 
 Positions should then be segregated into graded series 
 according to kinds of service, by functional classification. 
 Essential Steps 
 
 0. Preliminary Step, see No. 8.* 
 
 1. By means of a questionnaire or instruction blank, 
 collect data as to the performance of positions from their 
 incumbents and their supervisors (see Fig. 14). 
 
 2. Classify these returns tentatively, according to the 
 kinds of work involved and the positions included. 
 
 3. Note the positions which have essentially the same 
 •performance under different titles and collect their blanks 
 under the same title. 
 
 4. Note the positions which have the same title but 
 different performance and separate their blanks, giving 
 them different titles. 
 
 5. Using an "Analyses Record" form (see Fig. 10) 
 for each position, list the essential items of technical per- 
 formance, making a complete study of the performance 
 in each case. 
 
 6. In the Analyses Record, list the essential items of
 
 58 Analysis and Classification of Performance 
 
 non-technical performance, using the "Check List" of the 
 Key preceding. 
 
 As to exactly what this performance is, the determina- 
 tion requires careful study of the position in question. 
 Every position from president to laborer has a series of 
 requirements, not technical, but essential to technique, 
 which should be set forth in its specifications and called 
 for in the examination of its prospective incumbents, (see 
 specimen Analyses Records, Figs, ii, 12, 13), 
 
 7. In the Analyses Record, state briefly the training and 
 experience necessary for performance. 
 
 8. According to the "Outline of Intelligent Perform- 
 ance in Organization" of the Key preceding, carefully 
 classify the positions, using the Analyses Records made and 
 note the classification in the Record in each case. 
 
 Sub-divide any class if there is a difference as to in- 
 telligence grade of performance between positions included. 
 
 This specifies the intelligence status of the performance 
 in each position, and therefore the standard for the incum- 
 bent selected and grades the positions upon this as a 
 fundamental basis for appraisal in compensation rating. 
 
 This work may be facilitated by having this Outline of 
 Performance, as far as its several classes are concerned, 
 arranged as a series of forms on loose guides (see Figs. 
 2, 3, 4, 5, 6, 7, 8), one of each class, with interleaves 
 (Fig. 9) for sub-division and extension, so that the Analy- 
 sis Record cards for positions may be readily sorted and 
 placed according to the guides. 
 
 Spaces on the guides, as shown, are arranged for listing 
 the titles of positions included. (The titles appearing on 
 the guides, as shown, are merely illustrative). If these 
 are entered across the guides and those of the same or 
 allied lines of work are given the same order of entry in 
 all classes, definite lines of advancement will be indi-
 
 Standard Specifications for Positions 59 
 
 cated, as shown by some of the specimen entries made. 
 The spacing for entry of titles may be extended by using 
 an interleaf (Fig. 9). *This summary classification 
 
 MAY BE MADE TENTATIVELY BEFORE MAKING OUT THE 
 COMPLETE SPECIFICATIONS FOR THE POSITIONS BY 
 SIMPLY ENTERING THE TITLES UPON THESE BLANKS 
 FROM THE MENTAL CONCEPTIONS OF THE POSITIONS AS 
 ACCEPTED IN GENERAL USUAGE. WHEN THIS IS DONE, 
 THE IMPORTANCE OF DEFINITE ANALYSES AND SPECIFI- 
 CATIONS WILL BE REALIZED AND THE COMPREHENSIVE- 
 NESS OF THE PLAN AND THE LACK OF DEFINITION AND 
 UNIFORMITY WITHOUT IT WILL BE APPRECIATED. FOR 
 THIS REASON IT IS WELL TO DO THIS AS A PRELIxMINARY 
 STEP IN A SURVEY. 
 
 9. Assemble the Analysis Records thus completed and 
 arrange them by their graded classification after segre- 
 gating them according to kinds of service by a final func- 
 tional classification. 
 
 Conclusion 
 
 This will then constitute the "Standard Specifications 
 and Graded Classification" for the positions of your or- 
 ganization and may be kept in a vertical file or as a loose 
 leaf book. The entries on the guides will give a "Sum- 
 mary Classification." 
 
 Note: 
 
 The kinds of service into which positions may be classi- 
 fied differ, of course, among companies or corporations. 
 Some, which are typical, are as follows: — 
 
 Auditing and Finance Service — controlling and ac- 
 counting. 
 
 Clerical Service — general office practice.
 
 6o Analysis and Classification of Performance 
 
 Commercial Service — selling, purchasing, and general 
 trade. 
 
 Custodial Service — care taking, maintenance and oper- 
 ation of buildings. 
 
 Inspectional Service — making examinations and reports 
 as to the maintenance of standards in materials and prac- 
 tice. 
 
 Investigational Service — research and recommendations 
 as to new standards and procedure. 
 
 Mechanical Service — practice in mechanical opera- 
 tions and manual labor, specialized and unspecialized. 
 
 Miscellaneous Professional Service — engineering and 
 other established practice in scientific applications, general 
 organization and administration, etc. 
 
 Taking each of these with a definition as to its general 
 character, division may be made into groups, in order to 
 further segregate positions by function or nature of work 
 performed, thus — 
 
 Clerical Service 
 
 Including positions in which the incumbents perform 
 or supervise routine work in general office practice. 
 
 Clerk Group, Dispatcher Group, Stenographer and 
 Typist Group, Storekeeper Group, Telephone Operator 
 Group. 
 
 Clerk Group — Chief Clerk, Senior Clerk, Clerk, As- 
 sistant Clerk, Junior Clerk, Messenger. Titles such as 
 Computer, Time Checker, Comparer, etc., may be read- 
 ily included by these titles for the various grades of the 
 Clerk Group. 
 
 (See "Job Specifications," Federal Board for Vocation- 
 al Education, Nov., 19 19).
 
 Standard Specifications for Positions 
 
 6i 
 
 h 
 
 :§ 
 
 w 
 O 
 < 
 
 :zi 
 < 
 
 ^ 
 o 
 
 a -3 
 
 b£ 
 
 O 
 
 O 
 
 3) 
 
 *5 > 
 
 C •— • 
 
 C c 
 
 « .2 
 
 4-1 
 
 c ^ 
 
 O U 
 
 .S o 
 
 C e/T 
 
 O Ji 
 
 '■i-i a 
 
 rt CO 
 
 "5 c 
 
 cJ O 
 
 ^ >-• ^ 
 
 « Qj 1) 
 
 c "^ c 
 
 V - r; 
 
 in *- 5" 
 
 ■M c cu 
 
 •*- c ^ 
 
 o .5 ^ 
 
 •^ "0 -2 
 w ^ -5 
 
 I-I 
 
 ;| .2 
 
 ^ o 
 bo a 
 
 3 
 
 a 
 
 _o 
 
 • t-N 
 
 
 
 'l-c 
 
 ^ 
 
 rt 
 
 O 
 
 > 
 
 4-> 
 
 >44 
 
 o 
 
 i-T 
 
 u 
 
 bX) 
 
 a 
 
 Cj 
 
 C 
 
 C 
 
 c4 
 
 cs 
 
 a 
 
 S 
 
 o 
 
 1— 1 
 
 M-l 
 
 (4 
 
 IH 
 
 u 
 
 U 
 
 a 
 
 o. 
 
 a 
 
 
 V 
 
 
 O 
 
 .S3 a 
 
 to Pm
 
 62 Analysis and Classification of Performance 
 
 O 
 
 II 
 
 o 
 
 H 
 en 
 O 
 
 .2 3 c > *^ 
 
 C O ^^ A *i 
 
 ^ ii CO ^< 
 'w •-- ••H 
 
 g a 55 c cB 
 2^J.2i3 
 
 f's :z3 c o u ,N 
 
 ^ 2'-' co.> c 
 
 y 5i t: ?r 
 
 g. 
 
 JJ 3 tJQ 
 a V o 
 
 7 
 
 Traffic 
 
 Manager 
 
 
 
 
 
 6 
 Gen'l Pur- 
 chasing 
 Agent 
 
 
 
 
 
 5 
 Employ- 
 ment 
 Manager 
 
 
 
 
 
 4 
 
 Sales 
 
 Manager 
 
 
 
 
 
 3 
 
 Controller 
 
 
 
 
 
 2 
 
 Chief 
 
 Engineer 
 
 
 
 
 
 I 
 
 Production 
 Manager 
 
 
 
 
 
 
 to 
 
 c 
 
 n3 
 
 §P^ 
 ♦J 
 C/3 
 

 
 Standard Specifications for Positions 
 
 63 
 
 U 
 
 o •- 
 
 
 CO r" 
 
 3 -o 
 
 
 bx).9 »J 2 -t::; .S 
 
 .2 C c 
 
 o 
 <u <u 
 
 y D. o So i- 
 
 r3 
 
 g-^ 
 
 s §;3 
 
 t« 
 
 ni _^ O '-' ^ ._ 
 
 rt 
 
 rt 4-. 
 
 X (11 ^4 
 
 -t3 a ^ 
 
 C rt rt 
 
 ■'-' c " e 
 
 >.-5 
 
 r3 
 
 Ti <U (/) 
 
 <u 
 
 (« 
 
 J3 <u -^ 
 
 
 -C JU 
 
 _Q .y C « O 
 
 
 3 
 
 !« ?;^ u 
 
 O 
 
 —• cx 
 
 2 « S^ ^ 13 
 
 .22 3 
 
 O O 
 
 c 
 
 O O >-w 
 
 (J 4_> qj 
 
 _ O 
 
 o c c ^ 
 o 
 
 55 X 
 
 e 
 
 8 '<S.^ 
 
 .no 
 
 '■5 ^ '^ 
 
 3 ^ 
 
 4-1 r3 
 
 C 
 
 
 bX) >> S 
 
 •— > C 
 o 
 
 
 C 
 
 c »-* ^-' 
 .SOU 
 
 P3 
 
 .(2 c a. c 
 
 cx tJ <r> *■> 
 
 O 
 Ph 
 
 7 
 Office 
 
 Mgr. 
 
 
 
 
 D3 
 
 
 
 
 5 
 Inter- 
 viewer 
 
 
 
 
 4 
 Sales Rep- 
 resentative 
 
 
 
 
 
 ■i-> 
 
 3 
 < 
 
 
 
 
 c 
 W 
 
 
 
 
 I 
 
 Plant 
 Supervisor 
 
 
 
 
 (A 
 
 ■4-1 
 
 c 
 
 Pi 
 
 PL, 
 
 4-1 
 C/3 
 
 ^2 S 
 «j
 
 64 Analysis and Classification of Performance 
 
 ^ Ana 
 
 ^ SB 
 
 
 <U 
 
 1— I (« "H 
 
 <; t5 o 
 
 
 c3 •-; 
 
 
 ■T3 «l 5 
 
 
 C X tJ 
 
 
 cs « -0 
 
 
 
 1) 
 
 (J 
 
 C .S 
 
 13 rt 
 
 £: 
 
 ishe 
 
 ed, 
 
 tion 
 
 
 C/3 
 
 -^ s^ 2 
 
 
 c« i3 
 
 tS 
 
 *-' — c« 
 
 
 
 ti es 
 omp 
 mini 
 
 C/3 
 
 •t: '-"^ (u 
 
 to. 
 
 ^ ar<'^ 
 
 
 
 JS 
 
 § S ir& 
 
 bfi 
 
 ffi 
 
 omparis 
 of intri 
 xperienc 
 f lower 
 
 M 
 
 
 <-• <u aj 
 
 
 -^1^1 
 
 
 jg-2;2 
 
 
 •ti >, <fi 
 
 
 •!::; MH 
 
 
 t« in '^ 
 
 
 &f^'§.S 
 
 
 •^ i;S s 
 
 
 c S'-v 1 
 
 
 S-o T n 
 
 ^^ 
 
 Lidgm 
 proce 
 ision- 
 erfon 
 
 c ^ 
 
 
 
 J3 O.'-i 
 
 ;^ 3; 
 
 i 
 
 O 
 
 H 
 
 CO 
 
 O 
 Ph 
 
 7 
 Chief 
 Clerk 
 
 
 
 
 
 
 6 
 
 Store- 
 keeper 
 
 
 
 
 
 
 1 4 5 
 ! Solicitor Correspon- 
 dent 
 
 
 
 
 
 
 
 
 
 
 
 3 
 Account- 
 ant 
 
 
 
 
 
 
 2 
 
 Senior 
 
 Draftsman 
 
 
 
 
 
 
 I 
 
 Boiler 
 
 Engineer 
 
 
 
 
 
 
 *-> 
 
 c 
 
 1^ 
 
 4-1 
 C/3 
 
 

 
 Standard Specifications for Positions 
 
 65 
 
 
 Vh 
 
 
 
 
 en 
 
 
 
 
 
 IXl 
 
 6 
 
 
 
 rt 
 
 C 
 
 
 u 
 
 
 
 ,0 
 
 
 
 *-> 
 
 Vi 
 
 
 
 *-> 
 
 
 
 
 
 y 
 
 0. 
 
 
 
 CJ 
 
 
 
 
 J3 
 
 C 
 
 
 
 3 
 
 
 
 
 t« 
 
 8 
 
 
 
 ts 
 
 c 
 
 
 
 c 
 
 cS 
 
 
 
 C3 
 
 b 
 i-i 
 
 
 
 Wl 
 
 
 
 
 
 G 
 
 u 
 
 
 
 «^ 
 
 u 
 
 
 
 rt 
 
 0. 
 
 
 
 X 
 
 biJ 
 
 
 
 u 
 
 c 
 
 
 
 TS 
 
 c 
 
 
 
 c 
 
 I-I 
 u 
 
 
 1^ 
 
 a; 
 
 c 
 
 
 
 u 
 
 Cj 
 
 
 1 
 
 t 
 
 
 >% 
 
 1 
 
 u 
 
 4-1 
 
 c 
 
 1^ 
 
 
 
 tn 
 
 c 
 
 
 
 T3 
 
 <n 
 
 </> 
 
 H 
 
 
 
 
 
 
 <ti 
 
 C3 
 
 CO 
 
 13 
 
 *j 
 
 4-1 
 
 £ 
 
 CO 
 
 3 
 
 
 1 
 
 
 -Q 
 
 Ih 
 
 1 
 
 u 
 
 - 
 
 
 
 C 
 
 
 
 m 
 
 e 
 
 
 
 ^H 
 
 u 
 
 
 
 
 
 V 
 
 
 
 ■^ 
 
 ^ 
 
 
 
 C/9 
 
 
 
 
 
 C 
 
 
 
 
 u 
 
 -rt 
 
 
 u 
 
 < 
 
 
 
 
 
 CS 
 
 • •v 
 
 V 
 
 C 
 
 c -0 
 
 
 
 
 
 
 T, 
 
 Ul 
 
 
 h) 
 
 u 
 
 
 0. 
 
 !$ 
 
 
 3 
 
 
 
 7. 
 
 Senior 
 Clerk 
 
 
 
 
 
 
 6 
 
 Assistant 
 Store 
 keeper 
 
 
 
 
 
 
 5. 
 Senior 
 Stenog- 
 rapher 
 
 
 
 
 
 
 u 
 
 
 4-1 
 
 u 
 
 
 
 
 
 
 3 
 Book- 
 keeper 
 
 
 
 
 
 
 c 
 
 a 
 
 Ih 
 
 Q 
 
 
 
 
 
 
 I 
 Water 
 Tender 
 
 
 
 
 
 
 t/5 
 
 bjD 
 C 
 
 >% 
 
 4-1 
 en 
 
 4-1 
 4) 
 
 c/3 "^ 
 

 
 66 Analysis and Classification of Performance 
 
 vO 
 
 U 
 
 8 
 't 
 
 n3 
 
 CO 
 
 CO 
 
 U (A 
 
 •c « 
 
 •g-s 
 
 o o. 
 
 ;3 
 
 vO 
 
 
 >. 
 
 tr 
 
 f" 
 
 < 
 
 > 
 
 
 
 
 'M 
 
 
 CJ 
 
 • M 
 
 t-c 
 
 D, 
 
 C 
 
 o 
 
 fi 
 
 (/I 
 
 8 
 
 
 rt 
 
 o. 
 
 
 3 
 
 4-) 
 
 3^ 
 
 •S o 
 
 I. a 
 
 Vh 4-1 P-4 
 C« S '^ 
 
 ^ -S ._ 
 
 
 o 
 
 
 
 
 
 
 
 6 
 Stock- 
 keeper 
 
 
 
 
 
 
 5 
 Stenog- 
 rapher 
 
 
 
 
 
 
 4 
 Delivery- 
 man 
 
 
 
 
 
 
 u 
 
 o 
 
 
 
 
 
 
 
 
 
 
 
 I 
 
 Stoker 
 
 Ooerator 
 
 
 
 
 
 
 
 
 bJ 
 
 c 
 
 Pi 
 
 Oh 
 
 C c^ 
 
 4-< 
 CO 
 
 12 2] 
 
 CO'^ 

 
 Standard Specifications for Positions 
 
 67 
 
 IS 
 
 ^c 
 
 
 
 u 
 
 TM 
 
 
 « ^ 
 
 
 -5- 
 
 
 C 3 
 
 
 
 
 
 
 So 
 
 
 
 
 
 
 « 
 
 
 u 
 
 
 -SelS" 
 
 
 
 « c 
 
 
 c4 u 
 
 
 
 h 0. 
 
 
 a 
 
 X 
 D. (U 
 
 
 u 
 
 
 t 
 
 ^s 
 
 
 <u 
 
 
 CO 
 
 
 !z; 
 
 -0 
 
 -£ c 
 
 
 
 H 
 
 
 ^.S 
 
 c« 
 
 ^ 
 
 _ «^ 
 
 
 
 
 n3 »-( 
 
 Plh 
 
 ^ 
 
 • -< 1— 1 
 
 1 
 
 W 
 
 
 
 
 
 
 w u 
 
 
 
 .-H U 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ^ 3 
 
 
 
 CO 
 
 
 -C 0.-5* 
 
 
 
 
 o.h 
 
 
 
 .c 
 
 G ■»-' 
 C 
 
 
 
 
 (U 
 
 
 
 -w 
 
 ^H +J 
 
 
 
 (A 
 
 •— (r> 
 
 
 
 rt 
 
 3 
 
 
 
 -M 
 
 S'S 
 
 
 
 
 
 
 u 
 
 
 
 
 
 C^ 
 
 r^ 
 
 00 
 3 
 
 0. 
 
 c .2 
 
 
 
 
 
 
 bJO 
 
 c 
 
 (/> 
 
 
 
 
 
 
 6 
 General 
 Laborer 
 
 
 
 
 
 
 5 
 
 Duplicator 
 
 Optr. 
 
 
 
 
 
 
 
 
 
 
 
 
 0) 
 
 
 
 
 
 
 s 
 
 
 
 
 
 
 c 
 
 « a 
 < 
 
 
 
 
 
 
 
 4J 
 
 C 
 
 PS 
 
 4-1 
 
 CO 
 
 u 
 

 
 68 Analysis and Classification of Performance 
 
 U 
 
 o 
 
 o c 
 c\ c ti 
 
 bJO O 
 
 CO 
 
 5 « oi 
 p 
 
 Pi4 
 
 I^ 
 
 
 
 
 
 vD 
 
 
 
 
 
 V) 
 
 
 
 
 
 Ti- 
 
 
 
 
 
 ro 
 
 
 
 
 
 N 
 
 
 
 
 
 M 
 
 
 
 
 
 
 C 
 
 CIS 
 
 Oh 
 
 *•> 
 CO 
 

 
 Standard Specifications for Positions 
 
 69 
 
 , i 
 
 *-> 
 
 o 
 
 Q g 
 
 W ^ 
 
 fa fe H 
 
 0. 
 
 s 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 'a 
 0. 
 
 < 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 » 
 
 Cm 
 IS 
 
 1 
 
 i 
 
 12: 
 
 
 
 
 
 
 
 
 
 
 
 

 
 70 Analysis and Classification of Performance 
 
 
 c 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 c • 
 
 no . 
 
 c • 
 
 ^ : 
 
 
 </5 
 
 
 t« - 
 
 V 
 
 c3 _ 
 
 PIh - 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Q 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ; 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Essential Training and \ 
 
 Experience \ Years 
 
 O ►^ N CO ■* lOvO t^OO 0^ 
 
 
 
 
 
 • 6^C^O^O^O^O^O^0^O^ 
 
 
 
 4-> 
 
 c 
 
 a 
 
 u 
 
 •M 
 
 C3 
 
 tn 
 u 
 
 6 
 
 
 
 
 :R 
 : si 
 
 4-1 
 
 • C 
 
 *-> 
 
 c 
 
 y 
 
 'S, 
 < 
 
 
 
 
 
 
 
 
 
 
 
 
 
 o 
 
 o 
 (3s 
 
 
 
 
 
 
 
 
 
 
 

 
 Standard Specifications for Positions 
 
 71 
 
 00 to oia 
 
 01a I oc 
 
 1 d 
 •Sid 
 
 S> 2 4) 
 
 a 
 
 0) 
 
 .-£ :^ 
 
 S d 
 
 03 
 
 d'r 
 cvj 
 
 ■5* 
 d" 
 
 E'o 
 
 — ' c 
 ■■3C o 
 
 •So;! 
 
 -w 3 O m 
 
 "SI 
 
 O CO 
 
 OC 
 M— 
 
 ia<w 
 C© 
 
 '^♦^ 
 .0 
 
 "6 
 "o « 
 P. 
 « 
 
 ot: 
 
 
 
 t>D en ^ 
 
 <u2-S.2 
 
 -M C c M 
 I n! O •« on 
 
 800 0. 
 
 •r ?'■—£ <o^ 
 
 "•2 1 = 2. 
 Srtg'8o>^ 
 
 «£••£<= Jit; 
 
 "O-S m d C o a 
 
 .•S C " t; 
 •k^.-. oQ d S o » 
 
 - S Q. ts C t< "P 
 
 ••" J3 D, "* C h "p 
 
 S " "^ >= S "^HH 
 
 y b - „ ^; B2 
 
 i^ 
 
 "2 
 
 OQ d 
 
 «<0 
 
 P T- O ■- ~ 
 
 gd^'oog 
 
 «P,M30§ 
 
 :'3 0= SdS 
 
 s 
 
 E 
 ■fi 
 
 d 
 o o 
 
 c o 
 
 aj p. 
 
 s« 
 
 y 4) 
 
 0<M
 
 72 /Analysis and Classification of Performance 
 
 s V 
 •5 s 
 
 8 
 
 0) rt 
 
 4) 
 °l>0 
 
 worn?' 
 
 , <]) CO-- ^ 
 C M C r>) 
 
 
 ' • c » 
 
 o .5 "o -. zi 
 
 OT — t: > 
 
 C«g «* 
 
 S4j£^o> 
 
 v Q u v 'r; ■" 
 
 S O « J3 rt oi 
 
 aco |7> «-S 
 
 H 
 

 
 Standard Specifications for Positions 
 
 73 
 
 laujiaiaioia 
 
 ■a be 
 
 nj g 
 
 o-o 
 bo d 
 
 "2 S I' « 
 
 rOwOT 
 
 ^= c • ^^ 
 
 c S s-i3 n.2 
 
 * ^ S m ^ O 
 
 cSs 2 
 
 3 « p cs .2 -r; 
 ^.2c|^g| 
 
 i 
 
 _ c 
 
 ^ : :r 
 
 2 1« 
 
 aft 
 
 « ID rt p-O B 
 
 ■* S .3 ft O 
 O ^ C g •- 
 
 " S ft c 
 
 ©■3 I- WC § 
 C -iS s-c 73 •- " 
 
 *ct*og2 
 
 ' _ ft o.<^ 
 
 H QO 
 
 > o 
 
 O m 
 c o 
 
 *i a 
 
 o ^ 
 
 cii C 
 
 U ft 
 
 c 
 
 m 3 
 
 fi O 
 
 baC 
 
 „ , m C U 
 
 ^viftS"" 
 moggy 
 
 .- S m S — • 
 
 a 5 .S i- 5 
 dft^^_g 
 
 bo* ac 
 
 C-" S y 
 
 *i bflOJlSC
 
 74 Analysis and Classification of Performance 
 
 1 
 
 L 
 
 o© 
 
 
 
 
 
 
 
 
 
 
 
 
 
 x 
 
 < 
 
 ' 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 09 
 
 c 
 
 c 
 
 a 
 ® 
 
 Q 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 OOO 
 
 IH© 
 
 
 
 
 
 
 
 
 
 
 
 
 t^© 
 
 r-IO 
 
 
 
 / 
 
 f 
 
 
 
 
 
 
 
 
 
 , 
 
 / 
 
 
 
 
 
 
 
 
 
 
 
 
 i-IO 
 
 / 
 
 
 
 
 
 
 
 
 
 
 
 •«■© j 
 
 F- 
 
 
 
 
 
 
 
 
 
 
 
 P3pq 
 
 ■v<z>r 
 
 
 
 
 
 
 
 
 
 
 
 
 er 
 
 
 01 
 
 1 
 
 
 © rH MM •<>• in «5 00 in 
 
 
 
 
 -a 
 < 
 
 
 •C5^005^^C5C5^ 
 
 
 
 II 
 
 A 
 C 
 
 Xfi 
 
 M • ■ r^ • 
 
 
 
 1 
 
 ti 
 
 «*- 
 
 ^* 
 
 u 
 
 ^>> 
 
 o 
 
 ^^ 
 
 
 
 Business school course, 1- 
 
 yrs 
 
 Business experience rele 
 
 if previous school wor 
 has been 1 yr. longer. 
 
 
 
 
 
 
 
 
 « 
 C 
 
 4 
 
 R 
 
 
 1 
 
 -2 
 1 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 [ 
 
 £ 
 
 i
 
 Standard Specifications for Positions 
 
 75
 
 76 Analysis and Classification of Performance 
 
 c 
 
 5 
 
 r- 
 
 i 
 
 U3 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 U, 
 
 a 
 
 
 1 
 
 05 
 
 n 
 4) 
 u 
 
 Years | Pay Rates — Hr. 
 
 1 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 <!l 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 1L 
 <» 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 c 
 
 
 
 
 
 
 V 
 
 
 
 
 
 
 
 
 
 
 
 
 
 to 
 
 
 
 / 
 
 
 
 
 
 
 
 
 
 
 
 
 t- 
 
 
 J 
 
 r 
 
 
 
 
 
 
 
 
 
 
 
 10 
 
 
 
 
 7 
 
 
 
 
 
 
 
 
 
 
 
 
 j: 
 
 
 © 
 
 i 
 
 
 
 
 
 
 
 
 
 
 
 
 «i 
 
 00 
 "9 «. 
 
 f 
 
 
 
 
 
 
 
 
 
 
 
 
 0<w'0 
 
 <v 
 
 
 d 
 
 .■iHPJWVUS^Ct^OOa* • • 
 
 
 
 
 
 
 «so»a50»o>o»«oj» • • 
 
 
 
 
 1 
 
 II 
 
 II 
 
 s 
 
 X\M -^ 
 
 
 
 
 • ! ! i 
 
 4 
 
 ^1 -ft 
 ^■2-2 
 
 
 
 
 
 
 
 
 c 
 
 a 
 
 £ 
 4. 
 
 « 
 
 f- 
 <i 
 
 j: 
 C 
 
 
 
 
 : 
 
 4) 
 
 Q 
 
 4> 
 
 S 
 © 
 
 to 
 
 ft, 
 
 S 
 
 ■2 
 
 ft. 
 
 
 
 
 
 
 
 
 
 
 
 
 
 

 
 Standard Specifications for Positions 
 
 77 
 
 o 
 
 o 
 S 
 
 w 
 
 o 
 
 s 
 
 iL '-' JL i. 
 
 Q O "^ GO 
 =J^ ?^ -C 
 
 vj C C v., 
 *^ rt O cS 
 
 Out) 
 
 *^-" cj o -G 
 -3 O <« jj 
 
 4> ,„ w 
 
 6 22 u o 4J 
 
 .^ in Jrt ■4-1 ^^ w 
 
 •^ O ij rt o 
 
 ^ t: — ii'P'-o 
 
 i; U « rt ^ C 
 
 *»> ^ *2 -^ '^ - 
 
 fa! S5 "-^^ c c S2 
 
 Q S *^ ^- => 
 
 O O w rt t^ o 
 
 i; <« ^ p 
 
 S e i3 s ^ ^ 
 
 ^ S 5 O 
 
 t) rt u C 
 
 o •= »- 
 
 o -O 
 
 c\! >-■ t; 
 aj U2 4J 
 
 O rt 
 
 S Q. -fcJ rf 
 
 '^ G " O 
 
 o c (u ,2 
 
 "-•-< OJ 1h (« 
 
 4-> c/} i; ' 
 C O *2 
 
 
 
 I_ (U O rt 
 
 C/) 'O rj ^ 
 
 5 O 3 V- ■H 
 
 cj o 'tis « 
 
 CC C <U O. C 
 
 o 3 « jj 2 
 
 c I B 
 
 O C C 
 
 .S «J 35 rt 
 
 — . •" (U 
 
 ti c G 
 H § o 
 
 i> 
 
 u 
 
 Ml U 
 
 l-( 
 
 2 o <'> 
 
 rt c c g 
 > « rt g 
 
 u 
 
 -^ .S 
 
 3-5 
 
 >-^.s 
 
 13 c *= 
 
 
 O u C cj ^ 
 
 •rj . C •- u c 
 
 J-< ?? *-• c? c« »H 
 
 6 S G § JJ O 
 
 ^ o S-^ 
 
 • - (u y Q, 2 -w 
 
 h ^_^ -- > 
 
 >-t3 D, 
 
 I « ° f= 
 
 1) >-i C |_ j' 
 
 «2 P 3 •- ^ 
 
 <5 O cj lu S 
 
 o o c -C o 
 
 G, PS .S +3 O
 
 78 Analysis and Classification of Performance 
 
 o, 
 
 CO 
 
 s 
 
 a 
 
 bO 
 
 J 
 
 c 
 o 
 
 I 
 
 C/3 
 
 CO 
 
 .2 
 
 
 •a 'z 
 
 3 
 
 TS 
 
 O 
 
 •I 
 
 o 
 hi 
 
 3 
 
 to o 
 
 0) MH 
 
 n3 
 
 =5 
 
 tj: 
 
 o,i 1 
 
 
 o 
 o 
 
 J3 
 
 -a 
 s 
 
 'o 
 o 
 
 J3 
 
 
 
 c 
 
 o 
 
 
 -1-1 
 
 _o 
 
 
 c^ >. 
 
 rt 
 
 • --I 
 
 C/2 
 
 o ^ 
 
 u 
 
 (/> 
 
 
 
 C 
 
 a 
 
 22 
 
 c 
 
 i 
 
 
 
 4-1 
 
 E 
 
 o 
 
 :3 
 
 
 M-l 
 
 o 
 
 o 
 
 
 C 
 
 o «2 
 
 — ( rtJ o 
 
 d "35 <u 2 
 WpLiOf:^
 
 Standard Specifications for Positions 79 
 
 Compensation Rating 
 
 Basis the Control of Production 
 
 Under natural conditions, individuals are paid for 
 SUPPLY of commodities or services according to the con- 
 trol which they exercise over it, whether they actually 
 produce the commodities or services, or not. Therefore, 
 the control of production by service is the fundamental 
 basis upon which it should be rated for returns. 
 
 Two Phases of Control by Service 
 
 There are two phases through which control of produc- 
 tion is exercised by service of any kind which is essential 
 to it. One is through its supply in the abstract, and the 
 other is through its organization status, that is, through 
 its application in the organized scheme for division of 
 labor necessary for production as a whole, as shown by 
 classification according to the procedure outlined above. 
 
 Control of Production by Supply of Service in the Ab- 
 stract Rated by Bargaining 
 Control of production by service through its supply in 
 the abstract is rated by bargaining, as with commodities, 
 and the relation between supply and demand fixes an eco- 
 nomic rate. Recognition of relative control of production 
 on account of the organization status of service is usually 
 more or less eclipsed by bargaining for service in the ab- 
 stract and this is conducive to a consciousness on the part 
 of workers of inequities in dealing, or inequality of pay 
 for equality of service, and that progress is not a conse- 
 quence of accomplishment. This condition requires auto- 
 cratic methods and induces low morale.
 
 8o Analysis and Classification of Performance 
 
 Rating the Production Control by Service Must Meet the 
 Prevailing Economic Rates and also Reflect Or- 
 ganization Status 
 The rating of production control by service, therefore, 
 must meet the economic rate for its supply in the ab- 
 stract and also must express its relative production control 
 on account of its organization status when compared with 
 other rates in the same organization, that is, pay rates 
 should co-ordinate. Membership in an organization mer- 
 its recognition of both of these phases of production con- 
 trol because the worker becomes adapted to special re- 
 quirements and cannot be readily replaced and he is also 
 withdrawn, to a considerable extent, from the open labor 
 market because of his special application. This condition 
 is favorable to stability. If we offer, however, only the 
 economic rate for labor as a commodity, we encourage the 
 worker to keep his services always on the open market and 
 encourage turnover. The members of an organization, 
 therefore, if they are completely integrated, should be 
 worth more to that organization than they could merit in 
 similar work in any other organization and more than 
 others in the open market who are not so integrated. 
 Organized service has thus more worth than labor in 
 a commodity sense and rates which reflect organization 
 status and are higher than market rates for similar labor 
 as a commodity, are just. Just compensation rating is 
 therefore not so much a question of what others pay as it 
 is a question of participation in the yield of production 
 control, rates for similar service in different organizations 
 selling their products at corresponding prices being dif- 
 ferent according to their differences in efficiency in pro- 
 duction.
 
 Standard Specifications for Positions 8i 
 
 Minimum Rate Established as a Base in a Rating Scale 
 A position which requires a mature person's full time 
 must pay a return sufficient to meet the demands of his 
 necessary living environmental relations, otherwise he can- 
 not furnish the kind of service required. Therefore, the 
 cost of living is a primary factor in rating and a mini- 
 mum rate should be established for mature workers to 
 comply with a rational estimate of living demands. This 
 must be regarded as a constant factor in the cost of pro- 
 duction. The actual rate may change with the purchas- 
 ing power of money but any self-sustaining organization 
 should, at least, support all of its members. 
 
 A scale of rates should then be established ranging up- 
 ward from the minimum rate for mature persons of low- 
 est organization status and applying to positions accord- 
 ing to their classification as to intelligence status of per- 
 formance. At the same time, these rates must be ade- 
 quate to meet prevailing economic rates for any kind of 
 service essential and should be subject to rise and fall with 
 the minimum rate. 
 
 Pay Ranges 
 
 A range, including, minimum, maximum, and interme- 
 diate rates, should apply to the positions of each grade in 
 order to place the service of every position within its 
 proper limits and to give latitude in the application of 
 rates according to the efficiency or merit of incumbents' 
 performance, taking the minimum rate of a range as the 
 rate for the new worker in a position within the range, 
 under normal conditions. 
 
 Working Conditions Meriting Special Compensation 
 
 Especially hazardous, arduous, or disagreeable working 
 conditions, which are real and unavoidable, should be
 
 82 Analysis and Classification of Performance 
 
 compensated for in some manner. This may be accom- 
 plished by adding a bonus or other form of added pay- 
 ment to the rates which would apply to positions effected 
 without regard to these special conditions. 
 
 Special Incentives to Efficiency 
 
 Financial incentives are essential to maximum produc- 
 tion and should apply with equal opportunity to all work- 
 ers in an organization. There is no real distinction be- 
 tween workers in the mechanical trades and those in the 
 offices, as to production. All are producers, and, accord- 
 ing to efficiency, should receive compensation equivalent 
 to the rates ranging from the minimum to the maximum 
 applying to their respective positions. A "Follow-Up 
 of Progress Record" should reveal the facts with regard 
 to individual efficiency by exhibiting periodic notations of 
 data regarding specifications of work, whether they relate 
 to daily production on the basis of specific operations in 
 shop work, or periodic rating with respect to other kinds 
 of items in performance (See Fig. i6). 
 
 Financial incentives, to be effective, must be clearly 
 visible to the worker as applying directly to his individual 
 efforts by appreciable remuneration and must be deter- 
 mined upon a basis simple enough to be clearly understood 
 by the individuals concerned. Secrecy in matters of this 
 kind, as in most other matters of management, is disas- 
 trous to co-operate relations. 
 
 Summary of Elements Concerned in Compensation Rat- 
 ing. 
 Following are the elements, therefore, with which we 
 are concerned in compensation rating: — Economic Rate, 
 Organization Status, Cost of Living, Merit or Efficiency 
 of Incumbent, and Working Conditions Meriting Special 
 Compensation.
 
 Standard Specifications for Positions 83 
 
 The Advancement of Incumbents 
 
 Advancement Not Involving Change in Position 
 
 As stated above, advancement of an incumbent from 
 rate to rate, within a range allowed for his position, on 
 the basis of productive efficiency, is essential as an incen- 
 tive to his development in efficiency and continuance in 
 service. 
 
 In salaried positions, periodic limits of eligibility for 
 advancement from rate to rate, i. e., 6 months, one year, 
 etc., promote equity in dealing and simplify the procedure 
 of adjustment, especially because of the fact that deter- 
 mination of efficiency cannot be upon an exact basis and 
 practical distinctions therefore cannot be made without 
 due time for collection of data. 
 
 Adjustment according to merit necessitates advance- 
 ment when it is due, therefore, when the time of eligi- 
 bility arrives, an incumbent should be advanced according 
 to data shown by a "Follow-Up of Progress Record" and 
 advancement should be noted in and followed up from this 
 record. 
 
 Promotion 
 
 Positions of the higher grades should be filled by pro- 
 motion of the incumbents of positions of the lower grades, 
 as far as these persons can meet necessary qualifications, 
 and their standing with respect to this should be taken 
 from the "Follow-Up of Progress Record."
 
 VI 
 
 INDIVIDUAL PLACEMENT, FOLLOW- 
 UP, AND TRAINING 
 
 In General 
 
 If we specify the essential performance re- 
 quirements for positions or occupations clearly 
 and determine the intelligence status of the per- 
 formance in each case. We Can Match Up 
 Prospective Incumbents to Them by knowing 
 definitely what to look for in the individuals, and 
 in cases of inexperienced persons, when we have 
 matched their personal aptitudes to the specified 
 non-technical performance of positions, we can 
 give vocational guidance and specify trainnig 
 courses. Moreover, by standardizing the method 
 for judgment by different examiners, their judg- 
 ments will be upon a fair basis for comparison 
 as they will be derived by the same procedure. 
 The accuracy of a decision obtained will depend 
 upon the intelligence and experience of the exam- 
 iner, the accuracy of the analysis of performance 
 in positions, and the amount of evidence which 
 
 84
 
 Individual Placement and Training 85 
 
 the examiner is able to collect with regard to cap- 
 abilities in the individuals examined to meet the 
 requirements called for in the specifications. Test- 
 ing, or collecting evidence, should therefore be as 
 complete as possible with methods available but 
 rational and pertinent to the points called for and 
 we thus avoid "lump sum" judgments and guesses 
 (See Fig. 15). 
 
 Procedure in Diagnosis for Placement 
 STEPS 
 
 1. Using an "Analysis Record" blank (See 
 Form 9, the same form as for the position) for 
 each prospective incumbent, have each one make 
 out his record for Previous Positions and Essen- 
 tial Training and Experience by years (as pro- 
 vided for in the blank). 
 
 If anyone is unable to do this for himself, the 
 examiner should do it from his answers to ques- 
 tions. 
 
 2. Complete the record of information with 
 reference to items called for upon the blank. 
 
 3. It may be helpful to enter as Models the 
 names of two persons known to you whose place- 
 ment is regarded as correct. This forms a tang-
 
 86 Analysis and Classification of Performance 
 
 ible reference basis in the examination of prospec- 
 tive incumbents. 
 
 4. Interview each person directly or indirectly 
 and give any tests which may be feasible with 
 
 The phases in an examination of candidates may be listed 
 as follows : Personal Interviews, Tests, References. 
 
 Personal Interviews, given by a single examiner or by sev- 
 eral, individually or collectively, should be so conducted as 
 to put the candidate at ease and call forth his free expression 
 relevant to the essentials of performance under consideration. 
 Determinations by interview are judgments, impressionistic 
 in character, which are the only kinds of judgments obtain- 
 able with regard to many items of performance and therefore 
 the interview is the most important phase in examination. 
 
 Tests are Physical and Mental. The physical tests usually 
 are of the character of a medical examination. Mental tests 
 include psychological tests, trade tests, and educational tests. 
 
 Psychological Tests are tests in the actual performance of 
 exercises each of which requires a particular degree of gen- 
 eral intelligence, or of a phase of intelligence (capacity in 
 one of the functions — attention, perception, memory, dis- 
 crimination, response to dictates, reasoning, etc.) for its execu- 
 tion according to a fixed standard. In the application of such 
 tests it should be fully appreciated that a single test is subject 
 to many accidental influences which restrict its revelations to 
 momentary ability only and it therefore is no proof of ulti- 
 mate capacity, which is the thing actually to be determined. 
 The ultimate capacity of an individual is revealed by the kind 
 of acts which he is capable of performing after repeated ap- 
 plication and continuous practice and individual differences 
 shown by a first or preliminary test will not be the same as 
 at the end of periods of practice during which individuals have 
 acquired the highest degree of skill attainable by them. How- 
 ever, in competitive examinations, persons who show ability 
 at the moment deserve selection, with respect to items in ques- 
 tion, over those who do not, if the examination takes into ac- 
 count the item, "Maintenance of Established Standards." 
 
 Trade Tests are exercises assigned for the purpose of de-
 
 Individual Placement and Training 87 
 
 regard to the essential points listed in the Per- 
 formance Requirements as given in the Analysis 
 Record of the position to be filled. 
 
 5. Aside from the notice of the applicant, enter 
 in his Analysis Record a judgment mark for each 
 of the primary points of the performance require- 
 ments transcribed from the Analysis Record of 
 the position to that of the prospective incumbent. 
 See No. 3. Consider the requirements, knowing 
 
 termining the skill which a person may have in a trade. It 
 has been found that persons who acquire skill in mechanical 
 trades also acquire a working vocabulary of trade terms and 
 therefore testing knowledge of trade terms in addition to 
 knowledge of courses of action applying to specific circum- 
 stances and established standards by means of a rationally 
 composed questionnaire, is a fair indication of one's status in 
 trade performance. Actual exercises in trade operations are 
 also given at times but such procedure is usually impracticable. 
 Accidental influences must be taken into account in trade tests, 
 as with other tests. 
 
 Educational tests are the exercises commonly assigned in the 
 form of a questionnaire for testing knowledge in any sub- 
 ject. The value of a test of this kind depends mainly upon 
 the intelligence used in selecting questions and it should be 
 appreciated also that tests of this kind show only momentary 
 ability, as is true of psychological tests and trade tests, which 
 may or may not be the same as ultimate ability. 
 
 References are subject to prejudice for or against a person. 
 His personal references will likely be prejudiced in his favor 
 and an employer, whose service he is leaving, will in many 
 instances be resentful, especially if the person was a com- 
 petent employee. These facts should be fully appreciated in 
 weighing the merits of letters of references (See "The Selec- 
 tion and Placement of Employes," Federal Board for Voca- 
 tional Education, Nov., 1919).
 
 88 Analysis and Classification of Performance 
 
 the job and with common sense, especially with 
 respect to individual supervisors concerned. 
 
 These marks should be weighed to represent 
 relative values and should when added, represent 
 the final mark or general grade, for which the 
 most convenient basis is probably lOO. 
 
 6. Rate the intelligence status of each person 
 by the class number for the status of perform- 
 ance of which he gives evidence of being capable 
 and enter it in his record. 
 
 7. With inexperienced persons who give evi- 
 dence of non-technical and intelligence qualifica- 
 tions, prescribe the essential course of training 
 and experience for the performance requirements. 
 
 8. Classify the Analysis Records thus complet- 
 ed for various subjects in any desired way and file 
 as a permanent record of examination and place- 
 ment (See Fig. 15). 
 
 Conclusion: We thus consider aptitudes for 
 performance individually and objectively and ar- 
 rive at a decision by systematic diagnosis, avoid- 
 ing "lump sum" estimates. Also, we judge adap- 
 tations concretely, since we have specific points to 
 meet in the specifications, and we take standards 
 for comparisons.
 
 Individual Placement and Training 
 
 89 
 
 '«• la 10 '<<'«< ua 
 
 la •«• •« v) lo la 
 
 I "•"^ 
 
 O ^ ^ CO 
 
 
 « IOC 
 
 :§§§ 
 
 odd 
 = « O 
 
 ana 
 
 d aa 
 
 d d 
 
 n d 
 o c 
 
 d " 
 
 diS 
 
 OS o 
 
 d.5 
 
 o!3 
 
 C 2 e 
 5f.2oo 
 
 J. «- 
 
 „ rt o3 
 
 c « a> 
 *• nca 
 
 v-" w w 
 
 ~.£2c 
 
 G 
 
 C ^ 
 
 Sf.2'00 
 
 '^ 5 ,H « 
 
 ;.a o 
 
 ca 
 
 to V 
 
 £ d 
 
 * £ 
 
 d o 
 
 m ft 
 
 '§?£ 
 
 d 3 (U-O 
 
 o*a£ 
 c.t!>.« 
 
 £2!c «^ c 
 
 ^2|£|§ 
 5 fe § ^ 1=^5 
 
 •^ » -, 5 P. 
 
 «'H£'§'*a 
 
 £ o o t t*o 
 "Sfe u o c w ,n 
 
 feS Mo S g S 
 
 |W H QO 
 
 I
 
 90 Analysis and Classification of Performance 
 
 §« 
 
 s 
 
 .S"» 
 •5 s 
 
 to O 
 
 iHc^co*^us<^c*ooai 
 
 CO ^ lo cc r- 00 a^ 
 
 o 
 
 St"" 
 I = ^- vJ 
 
 : o ^ !- c i w 
 
 y '" ^S C g ft 
 ■ti ~ ■* — . "O 
 
 -Coo t; 
 
 '" <■> J E-W 
 
 O O 
 
 W Co 
 
 " • CD 
 
 
 •Or; 
 
 ■^ « M C< V 
 
 5<^ o gh.y 
 
 5o :u 50. . 
 
 il 
 
 s > - 
 
 o 2 e^ 
 
 1> _ . <u 
 
 t^ O 4" 
 — -w tiC • 
 
 c <n 0) o> 
 
 4) O I 
 
 5-" PC** 
 M„g22 
 
 J-S4) 4)C
 
 Individual Placement and Training 91 
 
 Follow-Up of Progress Record 
 
 The keeping of "Follow-Up" records of the 
 performance of members in an organization is 
 a specialized function in centralizing recognition 
 of the state of efficiency of the individual members 
 and a most important point of contact between the 
 central directorate and local directorates with re- 
 gard to personnel administration. It requires sys- 
 tematic periodic registry of data as to specific 
 items in the performance of each incumbent of a 
 position and organization of the file of data for 
 instant reference and reflection of the status of 
 each individual at the expiration of stated inter- 
 vals of time ( 3 mo., 6 mo., i yr., etc. ) . 
 
 Data as, far as possible, should be with regard 
 to objective points (clearly observable) and in- 
 clude observations of more than one judge, when 
 possible, in order to be free from personal prejud- 
 ice and arbitrary standards. When comparison 
 of data regarding the efficiency of any incumbent 
 at different times indicates a noteworthy change 
 in efficiency, special explanation should be obtain- 
 ed and entered in the record. 
 
 The procedure of keeping "Follow-Up" rec- 
 ords is simple and practical if a card is kept for 
 each person, bearing a form for record such as
 
 92 Analysis and Classification of Performance 
 
 shown in Figure i6, including a list of items from 
 the Analysis Record of the performance of the 
 position occupied by the incumbent and note as to 
 method of grading, and these cards are passed to 
 and returned by the judges concerned, with regu- 
 larity. If conducted seriously, this procedure will 
 check up inconsistencies in judgments and place- 
 ment and, in the long run, will establish a reliable 
 basis for adjustments. 
 
 This procedure is one of the functions most 
 essential to fair personnel administration. It is 
 the principal means by which a policy for uniform- 
 ity and fairness in dealing can be applied to indi- 
 vidual workers because it is the only means for 
 systematically presenting the merits of individual 
 members of an organization to its executives. Its 
 absence and the consequent existence of much 
 decentralized despotism or personal favoritism 
 have been responsible for much of the distrust 
 and lack of faith in workers for management in 
 industry. Instances of injustice have been com- 
 mon enough to be within the experience of every- 
 one who has worked long in the ranks and are 
 frequently so common as to be accepted as a mat- 
 ter of course. 
 
 Failure to carry on the procedure with regular-
 
 Individual Placement and Training 93 
 
 ity and competent supervision, or with analy- 
 sis of the performance concerned, is equivalent to 
 or worse than no attempt to do it at all. For 
 example, the following cases are cited : — 
 
 ( 1 ) In a navy yard, a locomotive engineer of 
 wide experience and long service before and dur- 
 ing the War was suddenly laid off and given a 
 notification slip signed by an officer's rubber stamp 
 and bearing the ratings — Efficiency 65 per cent, 
 and Conduct 60 per cent. He wrote his Con- 
 gressman explaining the circumstances and was 
 personally called upon afterwards by a higher 
 officer and invited to return to work, whereupon 
 his ratings were raised by the Commandant to 
 90 per cent, and 100 per cent. 
 
 There were evidently in this case, no tangible 
 data for placing the original ratings at 6^ per 
 cent, and 60 per cent, respectfully and, if the man 
 was important enough to be restored in the man- 
 ner stated, the reason given for lay off, "no 
 work," was a ruse. 
 
 (2) In a large city school system, a high school 
 instructor of ten years standing "took a chance" 
 in 191 8 and resigned to take up government war 
 work. He had letters in his possession given by 
 various supervisors at different times during and
 
 94 Analysis and Classification of Performance 
 
 at the end of his period of service which gave 
 unquaHfied approval of his efficiency and compet- 
 ancy. He applied for reappointment during the 
 following year and was informed that his Princi- 
 pal (one of the supervisors who had formerly 
 given unqualified commendation) had stated, in 
 an answer to the Superintendent's inquiry, that his 
 work toward the last was not as good as it had 
 been formerly because of outside interests. This 
 disagreed vitally with a written statement which he 
 had received at the termination of his service 
 from his Department Head but no data were giv- 
 en to substantiate the discrepancy and none were 
 required by the Superintendent because it seemed 
 most expedient for him to stand by the Princi- 
 pal. The facts were that during his last year the 
 instructor did much less outside work than in 
 previous years and the Principal could not have 
 produced data to show that his work had de- 
 teriorated because he had not been in touch with 
 it. He did not knew even the subjects the 
 instructor was teaching, to say nothing of his 
 methods in teaching. The Principal was Ger- 
 man and had been a German sympathizer during 
 the War. He was resentful because of the resig- 
 nation, but nevertheless his sweeping judgment
 
 Individual Placement and Training 95 
 
 was all that would be considered by the Superin- 
 tendent. The Superintendent explained that it 
 would be a lot of "unnecessary work" to keep up 
 records of data taken periodically, although the 
 teachers had always been lead to believe that 
 such records were kept. 
 
 Practice in rating men is thus quite different, in 
 many organizations, from that of rating machines 
 and equipment. If a foreman were to discard 
 a machine costing fifty dollars, some tangible rea- 
 son would have to be stated which could be veri- 
 fied and until rational methods under competent 
 administrators can be used in connection with 
 workers, distrust of management may be expected 
 with its consequent effect upon production, and 
 rational methods will need to be in force long 
 enough for workers to experience their effects be- 
 fore their influence can produce results which, if 
 effective even in a small degree, would justify the 
 meagre expense of their operation. 
 
 THE INSTINCT OF PROGRESS 
 
 Follow-up records correctly kept and used are 
 of great interest to workers in an organization 
 and an incentive to efficient continuous service be- 
 cause instinct to make progress is vital and can 
 be satisfied only under conditions of fair dealing
 
 gS Analysis and Classification of Performance 
 
 
 P. 
 
 y«v 
 
 rt 
 
 n 
 
 
 n 
 
 M 
 
 
 o 
 
 ^ 
 
 C 
 
 in 
 
 <u 
 
 PL, BQ 
 
 CO « 
 
 
 LO ^ ^ ^ W ^ ^ ^ 
 
 uS'>*"^Ti'ec'^^^ 
 
 - c 
 
 2 Pi S 
 
 1 . 4) 
 
 3 :■" 
 
 a o 
 
 S • -bo 
 
 S : g :.s 
 
 c 
 
 „Z! C rt 
 
 si rt 
 
 O C ni 
 
 C il> <u i3 .C 3 
 
 « S fe P" S'r ® .S 
 03<icnEHQO M ^ 
 
 
 -I -I 
 
 T-To) 5 ® 
 SSE'« 
 
 Sc«3^ 
 
 9 -r^ * 
 
 02 2 
 
 . o ^ a 
 
 rrt <oV^£i 
 
 « P.* te 
 P « o 
 
 (0 r^ © © 
 
 .OS 1) 
 
 *|"^§ 
 
 ^'t m a 
 e * ® ca ^• 
 
 K 0! » o "^ 
 
 « a) 5^ 
 'O JS « e O 
 
 r •! * "2 ^ 
 
 J) I" <D e S
 
 Individual Placement and Training 
 
 97 
 
 c 
 o 
 
 o 
 
 
 
 
 
 
 
 3 
 
 a 
 
 in 
 
 
 
 
 
 
 
 m 
 X 
 u 
 cS 
 S 
 
 
 
 
 
 
 
 Q 
 
 
 
 
 

 
 98 Analysis and Classification of Performance 
 
 which the correct keeping of follow-up records 
 promotes. This instinct of progress is a most 
 important characteristic of all living beings be- 
 cause the maintenance and perpetuation of life 
 processes demands specific relations with an ever 
 changing environment. To meet these demands 
 we are sensitive to our surroundings and respon- 
 sive in the performance of our correlated acts and 
 acquire attitudes with respect to persons and 
 things about us. 
 
 Mental comfort or happiness is enjoyed when 
 we appreciate that the demands of our environ- 
 mental relations are met. It instinctively depends 
 upon the consciousness of success or accomplish- 
 ment from hour to hour and day to day in what- 
 ever we may become interested. It is such a vital 
 instinct to desire this progress that we suffer men- 
 tal discomfort or the feeling of unhappiness if it 
 is not satisfied. 
 
 To be conscious therefore of making definite 
 progress is the root of joy in work and joy in fife. 
 It is an instinct not peculiar to ourselves but to all 
 living beings in consequence of a universal law 
 of progress shown everywhere in nature by con- 
 tinuous change and development. 
 
 We are therefore in harmony with our envir-
 
 Individual Placement and Training 99 
 
 onment when we can find in it courses of action 
 which are creative and lead to progressive accom- 
 plishment as time goes on and, if we fail to find 
 such courses of action, we are out of harmony and 
 are unprofitably and unhappily situated, Long- 
 fellow expresses the idea in the following lines — 
 
 i 
 "Not enjoyment and not sorrow is our destined end or 
 
 way, 
 But to act that each tomorrow find us farther than 
 
 today." 
 
 For mental comfort and happiness then we 
 must consider occupational performance and work 
 along lines which are interesting, moving, doing, 
 and giving development and inspiration through 
 new accomplishments, according to our aptitudes, 
 as time goes on. The performance, unless we are 
 economically independent, must yield commercial 
 returns as part of its accomplishment, at least to 
 the extent required by our living relations to en- 
 vironment, and must therefore be of a kind which 
 is in certain demand. 
 
 Appreciation of progress is a strong incentive 
 to effort and it may be very much facilitated by 
 systematically noting and reviewing occurrences
 
 lOO Analysis and Classification of Performance 
 
 and advances. Therefore, it is highly important 
 to display graphically all available records of 
 progress to individuals concerned, and to publish 
 all intelligible information concerning the produc- 
 tion which they control. The keeping of a jour- 
 nal and graphic summaries which can be project- 
 ed perpetually (see Fig. 17, 18, 19, 20, 21, 22) 
 is of value to individuals in this respect. 
 
 Financial Provisions 
 
 Progress on the whole gives satisfaction and 
 peace of mind only when it is ample to provide for 
 future wants. A portion of our regular returns, 
 therefore, must be invested for accumulation of 
 capital to meet future demands when returns from 
 service cannot be maintained, or cannot meet an 
 excessive demand. 
 
 There is no maximum limit to the amount which 
 any one should so invest, provided that it does not 
 unduly restrict provisions for present needs, but 
 there is a minimum limit or objective whose at- 
 tainment is essential to consciousness of progress 
 in the full or complete sense and therefore essen- 
 tial to the mental states of confidence, comfort, 
 and happiness. 
 
 The essential provisions beyond present needs
 
 Individual Placement and Training lOi 
 
 which progress calls for, which must fix our min- 
 imum objectives are : — 
 
 1. Insurance of acquired property and provis- 
 ions for dependents in times of disability. 
 
 2. Educational and other developmental re- 
 quirements of self and family. 
 
 3. Retirement endowment. 
 
 These provisions are therefore of vital concern 
 to the individual and must be considered, in ad- 
 justing compensation, as part of his living de- 
 mands. Beneficial, educational, and thrift plans 
 should be promoted in these relations by corpora- 
 tions and participated in by individual members. 
 
 Training and Development 
 
 Systematic training is essential in any situation 
 to provide discipline for the performance which is 
 required and may be followed according to one's 
 own plans or under counsel and guidance of oth- 
 ers, according to the nature of the performance re- 
 quirements of the work in view and one's endow- 
 ments and previous experience. This course of 
 training is not essentially apart from or discontin- 
 uous with the occupation as a whole, but continuous 
 with it throughout life as one and the same course 
 of procedure, the future being built upon the exper- 
 ience of the past, planned and developed as ingen-
 
 I02 Analysis and Classification of Performance 
 
 uity and environmental circumstances offer possi- 
 bilities. We cannot see clearly ahead but we can 
 lay out a general course to follow which leads to 
 opportunities and establish an objective; then 
 when this is attained, we can establish another, 
 and so on, as ways open up. We can control the 
 application and development of our endowed fac- 
 ulties but we have little or no control over circum- 
 stances apart from us and therefore must seek 
 environmental conditions which are opportune to 
 our adaptations for performance. Intelligence 
 makes the discovery of opportunities possible and 
 our ingenuity is constantly being taxed to find the 
 ways and means for accomplishment but oppor- 
 tune conditions must exist or nothing can be ac- 
 complished by any kind of performance. 
 
 We attain development by thought control. By 
 this, states of mind and mental traits may be 
 greatly modified — "timidity to strength, coward- 
 ice to bravery, stress and anguish to peace and 
 poise," Frank Crane. Personal characteristics 
 are derived paternally and are either developed 
 or inhibited under environmental influences as we 
 advance in life, that is, we have an organization 
 with inherent tendencies to expression but adapt- 
 able to extrinsic influences. Our acts are greatly
 
 Individual Placement and Training 103 
 
 restricted In some respects and enforced in others 
 as we knock about in our environment and "mud- 
 dle through," making mistakes and perfecting our 
 steps along a course of continuous change. 
 
 We can apply our intelligence to the ordering 
 of this process of perfecting our steps, much to 
 our advantage, by observing essential conditions 
 to be met and consciously practicing the acts called 
 for until they become fixed habits in part with our 
 reflex nature. This Is self-training. 
 
 In this we may single out essential points for 
 mental discipline and practice upon these as essen- 
 tial In self training, together with those for exper- 
 ience of a technical character. In these applica- 
 tions certain facts and principles have been clearly 
 recognized as follows: — (see "Psychology in 
 Daily Life," Seashore, Appletons'). 
 
 IMPRESSIONS 
 
 1. Impressions are retained when we attend to 
 their objects with confidence and trust in mem- 
 ory, especially of the first impression. 
 
 2. Visual and serviceable ideas require clear 
 observation of essential elements and their Integ- 
 ration in large units — Analyses and Syntheses. 
 
 3. Mental effort can be sustained only during
 
 I04 Analysis and Classification of Performance 
 
 comparatively short periods (two hours or there 
 about), therefor economy requires that concen- 
 tration of attention should follow periods of re- 
 laxation. 
 
 RECOLLECTION 
 
 1. Recognition of relationships and associa- 
 tions is essential to associated memory and the 
 flow of ideas. 
 
 2. Mental impressions are utilized by being 
 recalled and persistent effort to recall and its repe- 
 tition develop its efficiency. 
 
 3. Ideas are serviceable only when their recall 
 is exact and the impression kept clear of unrelat- 
 ed elements. 
 
 4. Cultivation of realistic imagery facilitates 
 recognition. 
 
 5. Expression of recognition develops its effi- 
 ciency. 
 
 SUMMARY OF ESSENTIALS IN TRAINING 
 
 From the forgoing statements of principle we 
 may conclude that the elements of training may 
 be summarized in the following phases : — 
 
 I. Development of habits, of keen sense per- 
 ception and discrimination — capacity for obser- 
 vation and inductive thinking.
 
 Individual Placement and Training 105 
 
 2. Development of conceptions of systems of 
 knowledge — capacity for deductive thinking. 
 
 3. Practice in essentials until action becomes 
 easy and automatic. 
 
 Habits of Keen Sense Perception and Discrimination 
 
 Inquiry and concentration of attention upon 
 the thing at hand at the moment are essential to 
 keen perception. 
 
 Attention to comparison of impressions is es- 
 sential to discrimination, intelligent action, and 
 constructive imagination. 
 
 Intelligence, and rational action are developed 
 in proportion to habits or perception, discrimin- 
 ation, and vivid recollection. 
 
 Training as to these habits is the most impor- 
 tant phase in education because vital information 
 and performance will be achieved in consequence. 
 
 "The key to the training of the senses is the 
 habit of directing attention in efficient, economic, 
 and restful waves," Seashore. The habit of trust- 
 ing the senses, especially the first impression, is 
 most important in training. Lack of concentra- 
 tion gives dull sense perception and concentration 
 of attention is inhibited by aimless ineffective 
 strain. Growth occurs only by self-expression in
 
 lo6 Analysis and Classification of Performance 
 
 the use of one's own resources and any system to 
 promote this must allow individual freedom for 
 initiative. Lock step systems, which are common, 
 restrict rather than promote this freedom for self- 
 expression. The individual should be guided in 
 work which he is able to undertake according to 
 his resources. He should be advanced as he is 
 prepared to undertake new achievements, and 
 should suffer the natural consequences of his own 
 mistakes. Dealing and association with others 
 should be an important part of his activities be- 
 cause of the importance in environment of ele- 
 ments involving other persons and the necessity of 
 personal propaganda for his own progress. 
 
 Conceptions of Systems of Knowledge 
 
 Most knowledge cannot be acquired by one's 
 own investigations. Life is too short for the in- 
 dividual to rediscover known facts. We must be- 
 gin where our ancestors left off, making use of the 
 heritage which we have received from them. We 
 must therefore acquire a fund of the knowledge 
 of our times as a working basis and this must be 
 organized in order to be of value in deductive 
 thinking. In acquiring this knowledge the habits 
 of keen sense perception and discrimination should
 
 Individual Placement and Training 107 
 
 be employed in order that the different phases in 
 training may be taken up together. 
 
 Practice in Essentials 
 
 Essential acts in performance must be repeated 
 until they become reflexive in order to acquire fix- 
 ed graceful habits and economic action in any 
 field of endeavor and in general association. 
 
 JUDGMENT AND DIRECTION OF THE SELF AND 
 OTHERS IN VOCATIONAL RELATIONS BROADLY 
 
 Personal judgment and direction broadly, re- 
 quires placement of the individual in an occupa- 
 tion upon the same principles of selection that 
 apply to the placement of workers in positions in 
 a corporate organization, namely, examining the 
 individual for adaptations to the items of required 
 performance, but the examination of the individ- 
 ual should be made directly from the "Check 
 List" of the Key, preceding, in order to obtain a 
 comprehensive characterization of performance to 
 which the individual may be adapted (see Form 
 12). This should then be graded as to intelli- 
 gence status by means of the "Outline of Intelli- 
 gent Performance" of the Key and possible occu- 
 pations should be considered according to the
 
 io8 Analysis and Classification of Performance 
 
 same procedure. By comparisons, a rational 
 choice may then be made. 
 
 No one else knows what a person does and 
 likes better than himself so that he, if he will be 
 strictly honest with himself, can be his own best 
 judge and he must exercise this function wisely if 
 he is to be his own manager and direct his activi- 
 ties successfully. There is no specific piece of 
 work for which a person is predestined absolute- 
 ly. Adaptations are relative and, within a general 
 field, an individual may apply himself to any one 
 of a variety of activities equally well because many 
 items in the performance of an occupation are not 
 technical, though essential to technique. Occupa- 
 tional performance will be much more efficient 
 however, when selected in the field of ones natural 
 interests than when selected in another field, be- 
 cause impressions within this field are easily 
 grasped, retained, and utilized, as much of the 
 performance will consist in spontaneous expres- 
 sion for the pleasure of expression alone, that is, 
 work and play in such a field are strongly corre- 
 lated and free self expression is the strongest of 
 influences toward mental development. What we 
 need to remember under such conditions are the 
 things in which we are naturally interested and to
 
 Individual Placement and Training 109 
 
 which we give attention spontaneously. There- 
 fore, discovery of one's likes and dislikes reveals 
 much as to his personal adaptations for different 
 types of occupational performance and should be 
 included in systematic procedure for discovery of 
 his aptitudes. 
 
 Judgment of others in their occupations may be 
 made fairly by using the "Key to Analysis and 
 Classification of Performance in Vocational Re- 
 lations" if we have been able to observe the per- 
 sons in action or collect reliable data of their ac- 
 tion, and judgment as to strength or weakness in 
 particular features of their performance may be 
 of great value in dealing, or in rating or directing 
 their activities. 
 
 Personal Propaganda 
 
 The environment in which we live is made up 
 very extensively of elements involving other per- 
 sons which require dealing and association. In 
 these respects, not only ability to perform service 
 is necessary but propaganda for patronage as 
 well, executed either by ourselves or by others, 
 consciously or unconsciously. This is true be- 
 cause patronage can be extended only according 
 to the knowledge and belief which others acquire
 
 no Analysis and Classification of Performance 
 
 about us, justly or unjustly. We must therefore 
 take care that our performance is pleasing and 
 strikingly suggestive of personal power and abil- 
 ity. There is a medium and admirable course 
 which we can easily choose between the two ex- 
 tremes of indifference and false suggestion, either 
 of which may fail to inspire the respect and confi- 
 dence of others because the one has never aroused 
 their interest and the other has fooled them too 
 often. In these relations the following facts are 
 clearly established: — 
 
 ( 1 ) We are patronized according as we are 
 able to live up to and build upon the first impres- 
 sion which we make upon other people. 
 
 (2) The impressions which we make upon oth- 
 er people are chiefly by unconscious suggestion 
 through all of our channels of expression. 
 
 Suggestion may be consciously directed and 
 therefore included in training with appreciation 
 that — 
 
 "Postive suggestion builds up and 
 
 Negative suggestion breaks down ; 
 
 Indifference, hesitation, and argument act nega- 
 tively." — Allen, "Personal Efficiency and 
 Selling," LaSalle Extension University.
 
 Individual Placement and Training ill 
 
 Rational Code of Progress 
 
 No absolute rules can be given for progress. In 
 one instance a person progresses while staying in 
 one organization all his life. In another instance 
 progress is made by changing to a new environ- 
 ment and doing it repeatedly. The conditions 
 which exist in any case are individual and cannot 
 be generalized. A certain course of action in one 
 instance will give desired results but in another 
 instance conditions render it entirely fruitless. 
 Therefore, the rules which follow can be regarded 
 only as guides to the formation of habits desir- 
 able according to general principles. 
 
 Rules 
 
 ( 1 ) Study the nature of performance and or- 
 ganization in performance in vocational relations. 
 
 (2) Judge yourself, according to the outHnes 
 suggested in the "Key to Analysis and Classifica- 
 tion of Performance in Vocational Relations." 
 
 Select an occupation accordingly and master it 
 broadly and specifically. 
 
 List items in performance to be developed by 
 training, as you progress, and keep a summary of 
 items of analysis and of training for reference, on 
 a blank, as an "Analysis Record" (see Fig. 17).
 
 112 Analysis and Classification of Performance 
 
 "Being expert In one thing carries with it power 
 over other situations, and gives a station, social 
 ranking, and confidence in self, spreading to other 
 activities, so that one may live at the level of his 
 highest achievement." — Seashore. 
 
 (3) Follow up your progress and anticipate 
 the future referring to the Analysis Record: 
 
 A. Credit yourself fairly with success and re- 
 call the steps in your achievements — 
 
 Keep a Journal and Graphic Records of events 
 to date ; tabulate experience and, advances by 
 years (see Figures 17, 18, 19, 20, 21, 22). 
 
 B. Look forward to the events which you can 
 expect — provide for financial contingencies by in- 
 surance and accumulation of invested capital. 
 
 Keep a file of notes and memoranda for work 
 ahead, noting objectives also in the Graphic Rec- 
 ords for comparison with actual accomplishments 
 as recorded. 
 
 C. Practice daily in the items of training and 
 play in the activities in which you can exercise ex- 
 pression spontaneously. 
 
 (4) Standardize, schedule, and dispatch your 
 items, concentrating upon the work at hand and 
 doing everything as well as it can be done, making 
 as good a personal impression as possible upon
 
 Individual Placement and Training 113 
 
 all others, and let events take their course until it 
 is certain that no further progress can be made. 
 
 (5) If then progress has not been satisfactory 
 from a reasonable viewpoint, seek a location in a 
 different environment, but 'do not "detour" until 
 the road is blocked and you have covered the last 
 fifty feet ahead. When you do come to a block do 
 not be afraid to turn for there is always a way 
 around.' Do not turn back, you cannot; the past 
 cannot be recalled. Eagerness to work, applied 
 with ingenuity, will find opportunity with compen- 
 sation in the long run. 
 
 (6) Take your chances fairly; some things 
 will work out in your favor if you persistently try 
 out possibilities. 
 
 (7) Have the moral courage and self-reliance 
 to make decisions and stand your ground fighting 
 your own battles. 
 
 Your position is stronger if you are decisive, 
 although not always correct, than if you are inde- 
 cisive and uncertain. But when you make a mis- 
 take have the moral courage to acknowledge it 
 honorably and honestly. 
 
 (8) Work primarily for what you can do and 
 you will have the potentialities for compensation. 
 Present these potentialities strikingly and sustain
 
 114 Analysis and Classification of Performance 
 
 the interest of others in them through suggestion, 
 and compensation will follow. 
 • (9) Bear in mind that efficiency in any organ- 
 ization would be very low if all of the incumbents 
 of positions should follow beaten paths laid out 
 for them. It is frequently on account of the initia- 
 tive of individuals in minor positions, often 
 against the opposition of their superiors and un- 
 der hazard to themselves, that advances are made 
 in the direction of better organization and in- 
 creased efficiency. 
 
 (10) Bear in mind also that "In a given germ 
 cell there is the potency of any kind of organism 
 that could develop from that cell under any kind 
 of conditions. The potencies of development are 
 much greater than the actualities. Anything 
 which could possiby appear in the course of devel- 
 opment is potential in heredity and under given 
 conditions of environment is predetermined. Since 
 the environment cannot be all things at once, many 
 hereditary possibilities must remain latent or un- 
 developed. Consequently the results of develop- 
 ment are not determined by hereditary alone, but 
 also by extrinsic causes. Things cannot be pre- 
 determined in hereditary which are not also pre- 
 determined in environment. Of all animals, man
 
 Individual Placement and Training 115 
 
 has the most extensive and the most varied envir- 
 onment and its effect upon his personality is corre- 
 spondingly great." E. G. Conklin, "Hereditary 
 and Environment." 
 
 Therefore, in training for the performance in 
 vievv^, you must develop qualities not called forth 
 by past experiences and your capabilities are al- 
 ways greater than the past has revealed. This 
 applies all through life and you should conse- 
 quently seek and develop relevant performance. 
 
 Form 12 
 
 Figure 17 ANALYSIS RECORD 
 
 (Specimen Record) 
 
 Performance Revealed in Vocational Relations Broadly. 
 
 (Items checked once, twice, or three times according to 
 aptitudes). 
 Physical — 
 
 V W General application with good health ; applica- 
 tion with normal endurance and the strength of a slight 
 physique. 
 Mental — 
 (Perception) 
 Accurate observation — 
 
 \/\/ (a) Attention to objects of impression with con- 
 centration and with trust in and with intention to recall 
 their impression. 
 
 VV (b) Quick perception of essential elements and 
 their integration.
 
 Ii6 Analysis and Classification of Performance 
 
 (Memory) 
 
 \/\/ Recognition of associations, real or accidental, 
 essential to the memory of ideas. 
 (Discrimination) 
 
 \/\/\/ Judgment of qualities by comparison with es- 
 tablished standards. 
 
 \/\/\/ Analyses and classifications by established pro- 
 cedure. 
 (Response to Dictates) 
 
 \/\/ Initiation of action. 
 \/\/\/ Maintenance of established standards. 
 
 "v/a/ Resourceful application of courses of action. 
 (Planning) 
 
 \/\/\/ Constructive imagination and development of 
 new courses of action. 
 
 \/\/\/ Establishing standards. 
 (Adherence to Truth and Trust) 
 WV Tenaceous adherence to fact. 
 \/\/\/ Custody of property and information in trust. 
 (Dealing, Association, and Expression as to Kinds of 
 Thought and Action) 
 \/\/V Dealing with fairness. 
 
 \/\/ Promptly making and holding to decisions with 
 self reliance and courage. 
 
 "\/\/ Spontaneous expression of self reliance and abil- 
 ity to carry out a project, sufficient to inspire the respect, 
 trust, and confidence of others and their subordination to 
 leadership. 
 
 W Delegating performance. 
 \/\/\/ Organizing division of labor. 
 
 ■\/\/ Gauging correctly the ability of others. 
 VVV Gauging correctly the effect of instruction of 
 others and adapting it.
 
 Individual Placement and Training 117 
 
 "n/V Invention — combination of structural elements 
 for advantage in performance. 
 
 \/\/\/ Accepting circumstances as a matter of course 
 without generalizing as conspiringly antagonistic. 
 \/\/ Judging human temperment. 
 
 VVV Association with poise and good address. 
 
 VV V Tactful association with others. 
 
 y/y/y/ Spontaneous expression of simple tasts and 
 cleanliness. 
 
 W Spontaneous expression of desire to serve 
 rather than to be served. 
 
 's/y/yy Spontaneous expression of humility. 
 
 \/\/ Spontaneous expression of liking for intel- 
 ectual pleasures. 
 
 WV Spontaneous expression in thought in natural 
 sciences generally — biological and social sciences par- 
 ticularly — as to application; in art — photography par- 
 ticularly; and in social development — teaching and in- 
 dustrial relations. 
 
 VW Spontaneous expression toward the following 
 conditions of living environment: Home life, rural life, 
 and nature, family responsibilities, social activities. 
 
 Kinds of Occupations Pertinent 
 
 Medical — general practice. 
 
 Engineering — utilizing natural science in industrial 
 production; personnel phases in industrial engineering. 
 Teaching — in the natural science field. 
 
 Grades of Service Attainable 
 
 Departmental and Associate Management — 
 Executive or Sta£E service. 
 Items to be Especially Developed by Training 
 Non-technical"^
 
 Ii8 Analysis and Classification of Performance 
 
 Attention to objects with concentration and with trust 
 in and in tention to recall their impression. 
 
 Quick perception of essential elements and their in- 
 tegration — original analyses and syntheses and organiza- 
 tion of ideas. 
 
 Standardizing, scheduling, dispatching. 
 
 Extemporaneous expression of formulated ideas. 
 
 Inhibition of subjective illusions, fear, etc., and promptly 
 making and holding to decisions with self reliance and 
 courage. 
 
 Intuitive action to command and sustain favorable at- 
 tention. 
 Technical —
 
 Individual Placement and Training 
 
 119 
 
 SUMMARY ANALYSIS 
 ANNUAL E.XPENDITUH^ES. 
 
 Ttit 
 
 CurrrnrLtFinii 
 
 TnjiifAtice 
 
 iducMtiondt 
 
 nTEjLpmhse 
 
 Ewifowm-{ fsHiasat. 
 
 'i PwiHiU 
 
 9tlt*r 
 
 iiis 
 
 Otht 
 
 f"t't»^ 
 
 OtH^r 
 
 i3 
 
 
 1.49360 
 
 5940 
 
 J3 40 
 
 »o 00 
 tooo 
 
 ISOC 
 
 3200 
 
 
 «.o»oo 
 20400 
 
 2J 0000 
 14^0000 
 
 FIGURE 18
 
 I20 Analysis and Classification of Performance 
 
 2.S00 
 
 
 »M 
 
 
 Uoo 
 
 
 2500 
 
 
 Uoa 
 
 
 iiOO 
 
 
 2X00 
 
 
 1100 
 
 ^„„x''^ 
 
 {000 
 1100 
 
 18 00 
 
 noo 
 
 lb 00 
 IS 00 
 f4oo 
 J300 
 
 ^^^ ' FINANCIAL RPQUIREMEMTS. 
 
 Current Cfpense. 
 
 Jjiwrance- Property^ 
 
 Ufc, Di9ibiHty. 
 
 CducitierifXc. 
 
 Ejlde¥ftn^nt, — ~ 
 
 Uoo 
 
 
 noo 
 
 
 iooo 
 
 
 300 
 
 
 80O 
 
 
 700 
 
 
 «00 
 
 
 ^0 
 
 400 
 300 
 100 
 
 -p--^'""" 
 
 100 
 
 
 
 'W •»/ !U '« M 'W it »7 i» kj V) 31 ia ij i4 3^ 'st 37 !>» 3J 48__. _ 
 
 FIGURE 19
 
 Individual Placement and Training 
 
 121 
 
 GRAPHIC RECORD - OCCUPATION^. , 
 
 Jfafaif- HlthSclw* ! 
 
 BuiitKSSCtlh 
 
 mm 
 
 JefftNtuiHfgCo. 
 ir.BooHlietptr 
 
 Letrers, /?eporfs,n;in^, 
 
 entries from one boon fo 
 ajiother; Balancing AndAd- 
 /ustifig&tfa; Srateiwenra. 
 ^fterdl Led^r-5 andfp/i- 
 tfollihg Actounts^dalmce 
 Sheets,- Supervision. ^^ 
 
 IJIO 
 
 79 i; 
 
 19 U 
 )9 14^ 
 
 13 n 
 
 19 iS 
 13 13 
 19X0 
 19 zr 
 /9l» 
 IJM 
 I J 14 
 19 V 
 19 at 
 
 mt 
 
 19 90 
 19 31 
 
 1933 
 
 5 
 
 \. 
 
 V 
 
 N 
 
 \ 
 
 I 
 
 i 
 
 FIGURE 20 
 
 Minimum Objective based upon Minimum Financial Re- 
 quirements of Figure 19. 
 
 Note — In applying for a position a Graphic Record of 
 Occupations carefully made in detail, if added to a letter, will 
 contribute much to its selling qualities.
 
 122 Analysis and Classification of Performance 
 
 COMPARISON 
 
 OF 
 
 ANNUAL INCOME 
 
 ANO 
 
 EXPENSE, 
 
 /9 AY 0609)0 )l /a')3 W\S'\kn)& )3\ox\ '22 '23 ;t4ijiU J.7i8iL? jo 
 
 FIGURE 21
 
 Individual Placement and Training 123 
 
 FIGURE 22
 
 INDEX 
 
 Action : intensive ; 32 
 
 rational 105 
 
 Acts : correlation of ; 32 
 
 kinds; 28, 29 
 
 new ; 32 
 
 scale of 31 
 
 Adaptable, through correla- 
 tion of acts 32 
 
 Adaptations 108, 109 
 
 Advancement of incum- 
 bents 83 
 
 Analysis : 45 
 
 and classification of per- 
 formance, key to; ..45-54 
 annual expenditures; ... 119 
 record. .69-76, 89, 90, 115, 118 
 Animal forms, scale of.. 29, 30 
 
 Art 48, 49. 52 
 
 Assets and liabilities 123 
 
 Association 20, 52, 106, 109 
 
 Attention 26 
 
 Authority, controlling. . .36, 37 
 Autocratic : direction ; . . . 37 
 
 regime 38 
 
 Bargaining 39-40, 79 
 
 Capacity, ultimate 86 
 
 Centralization 36, 91 
 
 Character analysis 16, 17, 18 
 
 Characterization: 18, 19 
 
 of performance 45, 46 
 
 Check list of items in per- 
 formance 46 
 
 Classification: 45, 56-60 
 
 of performance, key to ; 45-54 
 
 summary 59 
 
 Code of progress, ration- 
 al 111-115 
 
 Commercial returns 99 
 
 Commodity, labor as — 39.40 
 Comparison of impressions 105 
 
 Compensation: 114 
 
 rating ; 79-82 
 
 special 81 
 
 Conference ...38,41 
 
 Constructive imagination.. 26 
 
 Control : production ; 55 
 
 of production, basis in 
 
 rating ; 79 
 
 of production by service, 
 
 two phases 79 
 
 Correlation of acts 32 
 
 Criticism of persons in oc- 
 cupations 19 
 
 Dealing 79, 106, 109 
 
 Decentralization 36 
 
 Decision 20, 21, 37, 52, 113 
 
 Democratic recognition 37 
 
 Departmental and associate 
 
 management 53 
 
 Development of an animal, 
 thought and perform- 
 ance in 30, 31 
 
 Diagnosis for placement 
 
 15, 85-88 
 
 Directorates 36, 91 
 
 Discrimination. .26, 36, 104, 105 
 
 Educational tests 87 
 
 Efficiency :... 12, 32, 34, 35. 4i, 
 91, 104, 114, 108 
 
 incentives ; 82 
 
 in production ; 80 
 
 and progress rating 15 
 
 Employment : administra- 
 tion, synopsis of func- 
 tions ; 13 
 
 methods 12 
 
 125
 
 126 
 
 Index 
 
 Environmental relations... 
 98, 99, 106, 109, III, 113, 114, 115 
 Examiners, judgments of. 84 
 Executive : ability 19, 20 
 
 service 51, 52 
 
 Expert 32, 112 
 
 Expression 
 
 27, 38, 102, 104, 108, no 
 Fair dealing.. 14, 15, 38, 92, 95 
 
 Feelings 28, 32, 33 
 
 Financial : incentives ; 82 
 
 provisions ; 100, loi 
 
 requirements 120 
 
 Follow-up: of progress;.. 112 
 
 of progress record ; . . . . 
 
 83, 91, 96, 97, 100 
 
 record 15 
 
 Functions 34, 35, 38, 39 
 
 General management 53 
 
 Graded Classification of 
 
 positions 55-83 
 
 Grading occupational per- 
 formance 51 
 
 Graphic : record, occupa- 
 tions ; 121 
 
 records 112, 1 19-123 
 
 Growth 105-106 
 
 Habits: 103, 107, in 
 
 of keen sense perception 
 and discrimination.. 104-106 
 
 Happiness 98 
 
 Human nature 33 
 
 Imagination : 26 
 
 constructive. .. .21, 22, 26, 27 
 
 Impressions 26, 103 
 
 Incentives : to production ; 
 
 15. 38 95 
 
 special, to efficiency 82 
 
 Income and expense, com- 
 parison 122 
 
 Incumbents prospective 84 
 
 Individual placement, fol- 
 low-up and training. 84-123 
 Industrial : institution ; . . . 39 
 
 organization 38, 39 
 
 Industry, intensive. ..13, 34, 35 
 
 Initiative 106, 1 14 
 
 Instruction 20, 52 
 
 Intelligence : 
 
 23, 24, 28, 51, 102, 105 
 
 degree or status of ; . . 31 
 
 features of perform- 
 ance ; 46 
 
 natural scale of 55 
 
 Intelligent : acts ; 28, 29 
 
 performance ; 36 
 
 performance in organiza- 
 tion, outline of 51-54 
 
 Intensive : action ; 32 
 
 industry 13, 34, 35 
 
 Interviews 86 
 
 Invention 52 
 
 Investigation or research.. 52 
 
 Journal 112 
 
 Joy in work and life. . . .98, 99 
 Judgment : and direction of 
 
 the self and others ; 107-109 
 
 of others 18, 20, 52, 109 
 
 Key to analysis and classifi- 
 cation 45-54 
 
 Knowledge: conceptions of 
 systems of; 106 
 
 fund of 106 
 
 Labor: as a commodity;.. 80 
 
 division of 34 
 
 Leadership 19-21 
 
 Learning 29 
 
 Line service 53-54 
 
 Machines 35 
 
 Management: 51-53 
 
 departmental and associ- 
 ate; Si
 
 Index 
 
 127 
 
 general; 53 
 
 general, functions of.. 20-21 
 
 Mammals 29-30 
 
 Mechanical performance.. 25-36 
 
 Minimum rate 81 
 
 Morale 79 
 
 Objectives 100, 102, 121 
 
 Observation 21, 22, 27 
 
 Opportunities 102 
 
 Organization: 20, 51, 52 
 
 charting ; 41-44 
 
 definition ; 34 
 
 industrial ; 38-39 
 
 in performance ; 34-44 
 
 status 80, 81 
 
 Patronage 109-1 10 
 
 Pay ranges 81 
 
 Perception. .26, 27, 36, 104, 105 
 Performance; characteriza- 
 tion of ; 45 
 
 correlation of acts in;.. 28-33 
 features for characteriza- 
 tion ; 46 
 
 intelligence status ; ... .51-55 
 
 intelligent ; 36 
 
 mechanical; 35-36 
 
 nature of ; 25-34 
 
 non-technical ; 45-50 
 
 of occupations or posi- 
 tions, application to;... 12-15 
 of persons, application 
 
 to; 15-24 
 
 production status of;.. 51-55 
 
 standard; 32, 35, 53-54 
 
 technical and non-tech- 
 nical ; 56 
 
 two phases ; 56 
 
 two phases in organiza- 
 tion 36 
 
 Personal : adaptations ; . . . . 56 
 
 characteristics ; 102, 103 
 
 propoganda.., . .106, 109, no 
 
 Personality 19, 22, 23 
 
 Phases of application 11-12 
 
 Phrenology 18 
 
 Physiognomy 18 
 
 Placement : 15 
 
 diagnosis for 85-88 
 
 Play 108 
 
 Position, definition and in- 
 tegration in organiza- 
 tion 41 
 
 Positions : 28, 39, 40 
 
 graded classification 
 
 for; 55-83 
 
 performance in, of two 
 
 phases ; 56 
 
 standard specifications 
 
 for 55-83 
 
 Potentialities 113-114 
 
 Practice in essentials 107 
 
 Procedure : dependent upon 
 
 correlated structure;.. 35 
 
 follow-up ; 91, 92 
 
 of analysis, specification 
 and graded classifica- 
 tion of positions 56-78 
 
 Producers 40 
 
 Production: control; ...55, 80 
 control of, basis in rat- 
 ing; 79 
 
 control of, by service, 
 
 two phases ; 79 
 
 control, rating ; 80 
 
 status of performance.. 51 
 Progress : consciousness of ; 
 
 98-100 
 
 instinct of ; 95 
 
 rational code of ;. . . . iii-iiS 
 record, follow-up of;. 91-100 
 
 records, graphic, etc 
 
 100, 1 19-123 
 
 Promotion 83 
 
 Propaganda 52
 
 128 
 
 Index 
 
 Provisions loo-ioi 
 
 Psychological tests 86 
 
 Rate, minimum 8i 
 
 Rates, scale of 8i 
 
 Rating : compensation ; . . . 79-82 
 compensation, summary 
 
 of elements ; 82 
 
 production control 80 
 
 Rational : acts ; 29 
 
 code of progress 111-115 
 
 Reasoning 27 
 
 Recall .. .' 26, 36 
 
 Recognition 104 
 
 Recollection 104-105 
 
 References 86-87 
 
 Reflexes 28-32 
 
 Rules, progress 111-115 
 
 Scale: of acts; 31 
 
 of intelligence ; 55 
 
 of rates 81 
 
 Secrecy 82 
 
 Selection of courses of ac- 
 tion 28, 36, 129 
 
 Self : expression ; 105-106 
 
 judgment of.. 18, 19, 108, 109 
 Sense preception and dis- 
 crimination, habits of 
 
 keen 105, 106 
 
 Senses, training 105 
 
 Service : executive, staflf, 
 
 line; 51, 52, 53 
 
 grades; 53. 54, 58 
 
 highly skilled, skilled, 
 semi-skilled, unskilled; 54 
 
 kinds 59-60 
 
 Specialization 34 
 
 Staff service 52 
 
 Standard : performance ; . . 
 
 32, 53. 54 
 
 practice ; 13. 22, 53-54 
 
 specifications for posi- 
 tions 55-83 
 
 Standardization 34, 35, "2 
 
 Standardized performance, 
 
 mechanical 35 
 
 Standards, establishing.... 21 
 Statement of performance 
 
 of positions 57, 77,7^ 
 
 Structure and function in- 
 separable 35 
 
 Success 98 
 
 Suggestion no 
 
 Supervision 53 
 
 Systems of knowledge, con- 
 ceptions of 106 
 
 Tests 85,86, 87 
 
 Thinking, inductive and de- 
 ductive 27, 104, 105, 106 
 
 Thought: control; 102 
 
 progressive stages of . . . . 
 
 25, 26, 27 
 
 Trade tests 86, 87 
 
 Training: 15, 19 
 
 and development ; 101-123 
 
 essentials in ; 104 
 
 phases ; 104, 105 
 
 self 103 
 
 Traits 16 
 
 Voucher, judges' 97 
 
 Workers : 40 
 
 all producers 82 
 
 Working conditions merit- 
 ing special compensation 81
 
 UNIVERSITY OF CALIFORNIA, LOS ANGELES 
 
 THE UNIVERSITY LIBRARY 
 
 This book is DUE on the last date stamped below 
 
 n^OSL MAR 2 51968 
 
 Form L-!> 
 2jm-10, '44(2491) 
 
 UNIVL...;,. X OF CALlbuamA 
 
 AT 
 
 LOS ANGELES
 
 THIS BOOK card:;: 
 
 tlY rMUILII Y 
 
 ,\NlllfeRARYc?, 
 
 University Research Library 
 
 mil 
 
 ] 5 
 
 -nI 
 
 >