Higher turnover rates, lower productivity, poorer quality. Negative attitudes exist among hourly rated employees who are starting factory work for the first time. A number of management executives had been exposed to testing procedures as pre-selection and screening devices. Characteristically, management is expected too much from tests and often uses them as a substitute for making judgments based on more relevant data such as a man-track record.

It is a well-known fact that in testing is established its validity and reliability in terms of identifying characteristics of successful employees in relation to specific job requirements and thus provides criteria for selection and prediction of successful on-the-job performance. The question is: can testing procedures be used to predict performance among disadvantaged youths and adults, for minority groups who for the most part were getting their first exposure to factory life?

Keeping in mind the work that needs to be done and the areas of highest turnover, the tests are designed to measure skills required in areas as assembly, fabrication, and conveyor line work.

Such tests validate for comparable kinds of work, involved measuring, vocabulary or general intelligence, precision, coordination, and assembly comprehension. A nonverbal test is also included. The tests have to be administered to groups. They take approximately 30 to 45 minutes to complete and are easily scored and interpreted.

The project director will be free to experiment with the curriculum, time and length of sessions, media, and measurements as progress or the lack of it.
It is assumed that favorable attitudes can be translated into higher productivity, improved quality, and other familiar quantitative measures.

Foremen, business section counselors, and job instructor trainers will be carefully selected and briefed both in the training facility and in the shop to assure the development of favorable shop climate and a smooth transaction with minimal problems of adjustment for trainees assigned to full-time jobs after completion of the employment entry program.

The objectives of the employment entry program can be summarized as follows:

– To devise methods, techniques, and systems of measuring attitudes toward job, supervisor, company, self, and society and of measuring attitudinal change, changes in value systems, and preparation for handling a responsible factory job in a mass-production operation.

– To prepare new entrants into the labor market from underprivileged minority groups to assume responsible factory jobs by providing attitudinal training to insure realization of personal goals through realization of corporate goals and objectives.

– To reduce controllable factory employee turnover.

– To reduce controllable factory employee absenteeism. (Controllable absenteeism is defined as absenteeism reported by employees as personal illness, personal business or illness in family or simply not reported.)

– To reduce minimum, identifiable makeup and training costs.

– To reduce total manufacturing variances.

– To teach operations so that employees will be producing 100 percent of standard by the fifth day of training.

– To teach new employees to correctly identify parts and their functions in finished, assembled kitchen appliances.

– To make new employees aware of the costs of scrap and rework and their effect on job security as measured by (a) a daily quiz covering lecture materials which define and demonstrate product service costs, competitive pricing, costs of individual parts; (b) class discussion, role-playing, and case studies to demonstrate customer reaction to poor quality.

– To develop a recognition and acceptance of the team concept as a factor in achieving personal goals and objectives in life. To measure this recognition and acceptance by devising situations on the job to show class members that it is impossible to complete certain jobs and projects without team effort.

– To teach the major provisions of the orientation program including benefits, shop rules, reporting absences and injuries, and so on. Measure by daily quiz on subjects covered in class. To teach employees the necessity for quality workmanship and how to achieve quality and recognize defective parts; set up quality control and inspection procedures to detect quality defects.

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Category: Business
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