Psychological Solutions to Social Problems: An Introduction to Social Technology |
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Page 21
... abilities , and since different jobs require these in different degrees , personnel selection becomes simply a problem of finding who has the abilities required for any given job . It readily became evident that salesmen , for example ...
... abilities , and since different jobs require these in different degrees , personnel selection becomes simply a problem of finding who has the abilities required for any given job . It readily became evident that salesmen , for example ...
Page 22
... abilities , Guilford came upon the rather disturbing discovery that there were , in fact , many more abilities than those originally discovered by Thurstone and that these were unrelated to one another . For example , he found a new ...
... abilities , Guilford came upon the rather disturbing discovery that there were , in fact , many more abilities than those originally discovered by Thurstone and that these were unrelated to one another . For example , he found a new ...
Page 65
... abilities were not then available ; so the job was done using the Thurstone Primary Mental Abilities . The supervisors were trained in how to interpret the tests and on how to interview . A job description and specification were duly ...
... abilities were not then available ; so the job was done using the Thurstone Primary Mental Abilities . The supervisors were trained in how to interpret the tests and on how to interview . A job description and specification were duly ...
Contents
Judging People We Dont Know | 16 |
Judging People We Know | 50 |
The Design of Persuasions | 84 |
Copyright | |
9 other sections not shown
Common terms and phrases
able aggressive Alvin approach-avoidance conflict asked ASST authoritarian B. F. Skinner Baker behavior believe Board cause Chapter client Code of Hammurabi cognitive dissonance comcon commitment communication conflict resolution Corby create Dave Department described diagnosis discussion divergent production effect eventually example experience feel Festinger give given group problem solving Heder idea important improvement individual interesting interview involved Jewel latitude of rejection leader look LOPEZ Maier Manager MANG meeting mental abilities method negative negative reinforcement object obtained organization paradigm person personnel persuasion designs Porter positive reinforcement possible present probably Psychol Psychology punishment reactance reason reduce reticular formation SALES salesman semantic Sherif situation Skinner box sleeper effect social pressure Social Psychology social science social-science technology solution someone statement subordinates supervisor symptom Synthetic fibers technicians techniques tell things tion win-lose conflict Witkin