ABSTRACT
the main purpose in devising and using good ways of selecting workpeople and managerial staff is increased efficiency, and this results partly from better industrial relations. If people are in suitable jobs, they are more likely to be contented in their work, and this will react favourably on their output both directly and by promoting co-operative relations. Good selection results in substantial economies by leading to reduced labour turnover, higher output and earnings, and lower labour costs. Heavy costs may result if an unsatisfactory worker is selected, including the cost of training and supervision of a worker who is later dismissed as unsuitable. Although the cost varies greatly according to the kind of work, some firms have estimated the loss to be £20 or more a worker. Dismissal itself may be a painful process, and the worker may become disgruntled and a trouble-maker in other firms. Considerable costs before dismissal may also have been incurred by poor work, perhaps leading to dissatisfaction by customers, and by damage to tools, machinery, materials, and even accidents causing personal injury. The work of training and supervision would have given better results if applied to workpeople more suitable for the job.
