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MAY BE RECALLED with earlier due date if requested.

 

DATE DUE DATE DUE DATE DUE

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

6/01 cJCIRC/DateDue.p65—p.15

 

 

 

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-__-..—-—....t

 

/IECHNIQUES OF SELECTION FOR NONPROFESSIONAL

PERSONNEL IN THE HOSPITAL FOOD SERVICE//

BY

THELMA A. HARMAN

// .

A PROBLEM

Submitted to the Dean of the College of Home Economics of
Michigan State University of Agriculture and Applied
Science in partial fulfillment of the requirements
for the degree of

MASTER OF SCIENC E

Major Subject: Institution Administration

1956

13?
55: 5

T54 3

 

ACKNOWLEDGMENTS

The writer wishes to express her sincere gratitude and thanks
to Miss Katherine Hart under whose supervision and interest this
study was undertaken. Special appreciation is also due to Dr. Pearl
Aldrich'for her aid and helpful advice.

The writer extends sincere thanks to Dr. Eugene Jacobson,
Associate Professor of Psychology at Michigan State University, for
his interest, cooperation, and experienced help in developing par-
ticular parts of the study. Appreciation is due Dr. Carl Frost for
indirect assistance as a result of his psychology classroom teach-
ing.

Grateful acknowledgment is owed to Miss Gladys Knight for
her assistance and encouragement.

To the dietetic staffs and personnel departments of the eleven
hospitals surveyed go special thanks for the cooperation that was
given during the collection of data.

The writer is indebted to Major General Silas B. Hays, Sur—
geon General of the United States Army; to Colonel Harriet S. Lee,
Chief, Army Medical Specialist Corps; and to Lieutenant Colonel

Hilda M. Lovett, Chief, Dietetic Section, Army Medical Specialist

ii

Corps, for making possible this course of graduate study at Michigan
State University. Special thanks are due Majors Eleanor L. Mitchell
and Martha M. Moseman, Army Medical Specialist Corps, for their

encouragement, stimulation, and assistance.

iii

TABLE OF CONTENTS

The Application Blank .........................
The Interview ..............................
The preliminary interview ....................
The action interview ........................
The exit interview .........................

Reference Checks ............................

The Physical Examination ......................

Placement .................................

Hospitals Selected for Survey ...................

Preparation of Questionnaire

Method of Interview ..........................
Preparation for interviewing

Recording of the data .......................

iv

Procedure for evaluating findings ...............

DISCUSSION ..................................

Sc0pe of Dietary Operation .....................

Re c ruitme nt ................................

IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII

...................................

Page
35
36
36
41
45
52
53
65
68
73

79

T able

LIST OF TABLES

Form used for summarizing questionnaire .......
The scope of dietary operation, expressed
as numbers of patients, nonpatients, and

dietary employee 5 ........................

Items most favored for selection on the
application form ..........................

Interviewing aids used in the various
hOSpitals ...............................

vi

Page

34

38

48

56

INTRODUCTION

For many years the chief functions of hospitals have been
the care of patients, adminiStration of research, and the training
of certain professional groups. A new function has been added with
the purpose of maintaining happy and continuous working relation-
ships among groups working together within the hospital. This new
function is based on a sincere desire for healthy interactions, with
a lessened attention to status, which should result in concerted
group efforts toward common goals. The interaction is a part of
the larger concept, human relations. Hospital administrators, die-
titians, and personnel directors in many hospitals have become
increasingly aware of the worker as a human relations problem and
are constantly gaining insight about the importance of each worker
to himself and to the hospital.

A starting point toward goal accomplishment in the hospital
is the personnel selection program. This study was planned to de-
termine what selection procedures were used by the participating
hospitals in obtaining nonprofessional dietary workers. Particular
consideration was given to recruitment, use of the application blank,

testing, interviewing, and placement.

The primary objective of this investigation was to determine,
by questionnaire and personal interviews, which selection tools were
being used to obtain dietary employees in the hospitals included in
the survey. An attempt was also made to ascertain which of the
commonly accepted tools the participants felt were most valuable
for their particular purposes and which aids they considered rela-

‘ tively unimportant. Because hospitals in this group were not chosen
for similarity in size or layout, no attempt was made to interpret
findings on a comparative basis. Instead, findings were simply

summarized for each individual organization.

REVIEW OF LITERATURE

In recent years the public has become increasingly aware of
the changing role of hospitals. In the middle ages in Europe, hos-
pitals were known as rest stops for travelers. Gradually, their
function became that of caring for the sick and homeless at the ex-
pense of the wealthy; later the public helped to assume this respon-
sibility through taxation. Finally, the development of hospital in-
surance plans, which made available hospitalization to the large
American middle class, resulted in public recognition of the fact
that the hospital is a business. As such, it should develop business
operating procedures which have proved successful in industry. This
recognition in no way conflicts with the primary purposes of the
hospital which are to care for the sick and to conduct research for
the improvement of medical knowledge.

One hospital department which has used business techniques
successfully, and which has a major share in the hospital budget,
is the dietary or food service department. Its leaders, trained
professional dietitians, are finding that careful selection procedures
of departmental personnel result not only in greater productivity or

efficiency but also in improved morale for patients and personnel alike.

Recruitment

The initial step in the selection procedure is recruitment.
Some authorities distinguish between recruitment and selection. The
former is sometimes characterized as a positive managerial func-
tion while selection is considered as a negative counterpart. Re-
cruitment locates workers and makes them available. Selection
involves choosing those workers most likely to succeed on the job.
The recruitment process involves some selection (70) as satisfied
and productive workers have their origin in recruitment. Effective
selection from available manpower is accomplished through full
utilization of recruitment sources (5).
To insure an effective recruitment program, Aspley (3) em-
phasized the following points:
1. Have a definite recruitment policy.
2. Set up procedures for recruiting new employees.
3. Devise ways and means of better utilizing the services
of present employees.
4. Analyze carefully the manpower requirements from a long
range view and include the probable requirements for the

organization, the probable turnover in present employees,

and the method for their replacement.

Yoder (70) recommended an evaluation of the recruitment
program. Establish a criterion for measuring satisfactory job per-
formance, such as the quality of work performed. Avoid prejudice
or immediate convenience. A further recommendation was the
analysis of job openings according to the type of person the organi-
zation wishes to attract to its employee group (34). Define carefully
the job description. Determine the requirements for employment,
such as personal and educational. Consider personal traits. For
example, the position of the hospital cook requires close cooperation
with other employees. The cook must be able to work with recipes
and varying food quantities. Ability, aptitude, and interest are es-
sential for transforming expensive raw foods into wholesome, appe-
tizing products.

Other considerations are age limits, physical qualifications,
and the question of employing men or women or both. In addition,
note the starting salary, advance salary, promotion potential, hours
of work, vacations, sick leave, and fringe benefits. Analyze the
job advantages and disadvantages. Economic comparisons with other
organizations are beneficial. An excellent recruitment aid is a
reject file for possible productive recruiting and for eliminating

undesirable applicants who may reapply. Applicants previously

disqualified because of conflicts with school schedules or home con-
ditions may be available for employment (34).

The filling of positions from inside sources was recommended
by Yoder and Bellows. Morale can be increased through the transfer
from another job within the organization. Present employees often
suggest new employees. Friends of good workers are good workers,
too. There is the assumption that the new worker will adjust faster
if he is working among familiar people. The present employee has
a sense of pride when someone he has recommended is hired. Op-
ponents to these theories believe that cliques develop which result
in trouble-making minority groups. Because of this fear, some friends
of present workers are not considered for openings.

Recruitment from outside sources offers a variety of possi-
bilities. An important source is the unsolicited application. With
both personal and mailed applications an indexed waiting list can be
maintained by the organization. In former years immigrant workers
were an important source of labor. Recruitment has also been af-
fected occasionally by population shifts in rural and urban migrations.
In recent years industry has realized the advantages of hiring older
workers and handicapped persons. Consideration can be given to the
possibility of using minors in vacation periods. Women, whether

working full—time or part-time, have proved to be valuable employees.

Fuller use could be made of minority groups such as Negroes. Some
sources of recruitment include public employment agencies (United
States Employment Service), private employment agencies, labor
organizations, schools and colleges, miscellaneous sources (churches,
fraternal organizations, lodges, penal institutions), advertising, scout-
ing (labor pirating), and cooperation with personnel men in other or-

ganizations.
The Application Blank

The application blank, like the personal interview, is a key
point in a well-balanced selection program. Many organizations are
now using a weighted application blank or inventory. This form is
developed by determining which items on the application, such as
age and marital status, are related to job success. The purpose
is to screen those whose chances of success are poor. Bellows (5)
found that application blanks could be devised which would add pre-
dictive power or accuracy to other selection procedures.

In the weighted application form items of a biographical or
personal history nature are assigned numerical weights according
to their relative values in predicting success in the work involved
(27). Some psychologists consider the weighted application form too

inflexible while others point to its excellent record. Adequate

validation data for this form cannot be obtained where there are
fewer than 50 employees in this type of work to be studied.

Application blanks can be brief or quite elaborate. In larger
organizations a general form is prepared for all jobs. A template
is superimposed on the form to eliminate all but the relevant in—
formation for the particular job under consideration (6). Items
selected may be those that seem logical and appropriate to the in-
dividual preparing the form or may be those used by other com-
panies.

The application form is a basic personnel record and should
be used in the interview (10). The interviewer may wish to discuss
certain items, such as experience and hobbies, in more detail.
Some personal history records are prying but the more the employer
knows about the applicant, the better he will be able to place him
satisfactorily (3).

Ahern (I) suggested the following questions in considering
item necessity and suitability in the application form:

1. Is the item necessary for identifying the applicant?

2. Is it necessary for screening out those who are ineligible

under the company's basic hiring policies? Specifically,
what policy does it pertain to?

3. Does it help to decide whether the candidate is qualified?

10.

ll.

. Is it based on analysis of the job or jobs for which the

applicant will be selected?

. Has it been pretested on the company's employees and

found to correlate with success?

. Will the information be used? How?

Is the application form the proper place for it?

. To what extent will answers duplicate information to be

obtained in another step in the selection procedure - for
example, through interviews, tests, or medical examina-
tions?

Is the information needed for selection at all, or should
it be obtained at induction, or even later?

Is it probable that applicants' replies will be reliable?
Does the question violate any applicable federal or state

legislation ?

The Interview

After prospective workers have been made available through

recruitment, the role of the interview in the selection process be-
comes significant. In larger organizations the interview is further
subdivided into the preliminary interview, the action interview, and

the exit interview. These may not follow in logical sequence.

10

The preliminary interview

 

Many organizations utilize the preliminary employment inter-
view to save management time and expense. This interview elimi-
nates procedures such as tests and physical examinations for un-
qualified applicants. The employment interview, whether preliminary
or action-type, functions to give information, get information, and
to make a friend (7). Often this involves advising the applicant and
convincing him of the superior advantages of the organization.

The interview is the most widely used selection tool and the
least reliable and valid. It can be improved through an understand-
ing of the way the interview is now being used in the employment
situation. The interviewer should compare his methods and pro-
cedures with those used by others (14).

The good interview is conducted in quiet and pleasant sur-
roundings with a minimum of interruptions (10). The interviewer is
friendly, builds up good will, and offers encouragement. He is cog-
nizant of the fact that no one likes to look for a job. The inter-
viewer lets the applicant know that his ambitions are important (18).
Mannerisms are considered only as one feature along with many

others of the qualifications of the applicant (10). The interviewer

ll
recognizes that he can get only a general impression and that it is
hard to measure laziness, character, persistence, and energy.

The interviewer must avoid bias and hasty judgment. He
plans questions of the what, how, and why type and involving a de—
scriptive, discussive, or a reasoning answer. His questions elicit
facts about job knowledge, background, and interests. The inter-—
viewer avoids copious note-taking since this may make the applicant
nervous (10). He does not make promises.

Both the preliminary and action interviews require tactful
termination. The applicant should not be given vague and indefinite
promises. He is not told that he lacks the necessary qualifications
for the job but, with several other applicants under consideration, a
final decision will be made when all the facts are available (58).

Uhrbrock (58) listed interviewer obligations as follows:

1. Treat all applicants courteously.

2. Explore each applicant's background with sufficient thorough-
ness to decide whether immediate rejection or further in—
vestigation of potentialities is indicated.

3. Assist in the hiring of new pe0p1e with characteristics
like those of the best of the present group of employees.

4. Reject applicants whose services cannot be used in such

a manner that they will not "lose face."

12
5. Maintain adequate records on interviewing activities, so
that the results and effects of the work can be evaluated
periodically.

The treatment of the applicant in the employment office has
much to do with his subsequent attitude toward the company. The
applicant is entitled to the consideration and courtesy granted to
anyone calling on a matter of business. It is especially important
to the satisfactory placement of the applicant and long-run company
effectiveness. Also, vacancies may occur in the future for particular

applicants (51).

The action interview

 

Much of the discussion in the preliminary interview applies
to the action interview. The positive results--selection, entail a
responsibility to the employer, to the employees on the job, and to
the applicants as a total group (30). To allow personal bias is to
fail responsibility to the total group. The applicant is judged on
the basis of his record and not on his ability to impress, appeal,
or amuse. His goal is evaluated primarily in terms of his past
performances. The ”halo" effect must be avoided as the interviewee
may be extremely nervous, may unintentionally distort facts, or

actually try to deceive (17).

13

The interviewer should work out a plan of action prior to the
interview (32). The plan must include the interview purpose, the
kind of information desired, and the methods and principles for con-
ducting the interview. Some interviewers believe that the interview
furnishes quality information while the application blank supplies
quantity information.

Planned interviews may be guided or unguided. The former
consists of a definite set of questions, in a definite order. During
the unguided interview the applicant is encouraged to talk, but the
interviewer refrains from giving clues as to what he would like to
hear and from asking leading questions. The chief disadvantage
of the guided interview is that it often reflects the biases of inter-
viewers and is unlikely to yield reliable and accurate information
(32).

The basic principles of interviewing are practiced in order
to gain proficiency. The interests of the interviewee are respected.
The objectives to be gained or the purposes to be served by inter-
views are clearly established. The interviewee is made to feel at
ease and allowed and encouraged to talk freely. The interviewer
refrains from expressing his views or Opinions unless they are of
significance to the applicant, or until the interviewee has had suf-

ficient opportunity to express himself. In terminating the interview

14
the interviewer knows how to draw it to a close and how to state
his views or decisions clearly, concisely, and, if possible, conclu-
sively (32).

Interviewing practice .develops initiative and spontaneity (17).
A display of cordiality preserves the self-confidence of the applicant.
The interviewer should schedule appointments and keep them, a prac-
tice which encourages interviewee receptivity and cooperation. If
insufficient time is allowed for the interview, another meeting must
be arranged. There should be maximum privacy. The course of
the interview must be planned and a check list of questions on the
probable course of the meeting reviewed.

The good interview depends upon mutual c00peration and con-
fidence. The interviewer must control his thoughts and feelings. He
encourages rapport through the avoidance of an inferior chair, a
strong light, the challenging of references, and the asking of em—
barrassing questions (17).

Race, religion, nationality, or identity with any particular
group should have no effect on the approach of the interviewer.

Good relations are fostered through skill in interpretation by the
interviewer. If the applicant feels he is being understood, he is apt

to be more straightforward in his answers and attitude (17).

15

Questions, skillfully interjected, start the applicant talking,
draw out essential facts, and steer the conversation in the right
channels. In evaluating data obtained through questions, considera-
tion must be given to the actual conveyance of the precise meanings
of the questions to the interviewee and to the possibility of whether
the questions, by their very form, suggest the answers (17). The
comments and assertions of the interviewee must be clearly under-
stood.

The interviewer can use the pause in conversation to allow
the applicant to organize his thoughts. Prolonged pauses may be
alleviated through deft remarks of the interviewer. He can also
utilize the pause for inconspicuous note-taking (17).

The interviewer should guard against overselling the job to
the applicant (51). New workers often become resentful and leave
after finding the job does not correspond to the picture painted by
employment interviewers.

In interpreting and evaluating interview data there is the con-
tinuous process of assigning meanings to individual factors and to
groups of factors. The true reasons for past instabilities must be
disclosed. Pertinent background areas should be explored. The in-
vestigation of a pattern of responses in different areas, rather than

a single response, is favored (17).

16

In the working environment the interview supplements infor-
mation recorded on the application blank or that obtained from the
applicant by the employment interviewer (58). The supervisor may
wish to investigate the experience of the applicant more thoroughly
for evaluating skill, experience, and attitudes. Advantages in work-
ing for the organization and disagreeable features associated with
the job are stressed. A tour of the department can be made. The
applicant is told that the supervisor, and not the employment inter-
viewer, has the authority to hire him. The supervisor does discuss
the applicant with the employment interviewer.

In learning about the ability of the applicant to get along with
others, Mitchell (42) advised asking him his opinions about his former
employers. The applicant who has been mistreated repeatedly bears
watching. Explanations or alibis advanced to account for poor past
performances can be discounted (30). The accepted applicant is des-
ignated as excellent, good, or questionable. This record can be kept
for future analysis. It is possible to review past predictions and,
from proved facts, improve the accuracy of future selection.

The interviewer can learn evidences of immaturity by noting
lack of leadership in any activities, abnormal dependence on parents
for financial aid, irresponsibility in behavior and an inclination to

blame others for insufficiencies, and lack of self-control (39).

17

Before making the final decision, the interviewer understands
that few people make radical changes in personality, work habits, or
personal habits. The "poor“ man will continue to do badly, regard-
less of available opportunities, while the "good" man will continue
to do well with little support (30).

Research data are needed for answering the question, ”How
shall we reject applicants?" Many employers, who depend upon
others to conduct the interviewing procedure, do not know why appli-
cants are dismissed or what the feelings of the applicants may be
toward the company (58).

A man is not "hired" but his services are purchased (30).
Likewise, the applicant is not rejected but his offer of services is
not accepted. The applicant must not be made to feel that he, per-
sonally, has been rejected. The apparent satisfaction or distress
with which some interviewers reject an applicant is sufficient evi-
dence that the decision was made on personal grounds instead of
qualification fitness. ,

Johnson (30) favored not informing the applicant of the spe-
cific reason for rejection of his application. He maintained that no
useful purpose is served and often a time-consuming argument is
provoked which is difficult to bring to a satisfactory conclusion.

For public relations the application is rejected because the job

3

18
does not fit the qualifications of the applicant, but never the re-
verse.

The interview is terminated when a definite basis for dis—
qualification is discovered, pertinent information required for a final
decision is obtained, or as much information as customary at this
stage is collected before sending the applicant to the next step in
the selection process (17). The interviewer at termination must
keep in mind certain practices. Rejections must be accomplished
tactfully. No promises are made unless they can be kept. The
interviewer can summarize the main features of the job and answer
any further questions. If a qualified applicant declines employment,
the reason is requested. Lastly, the interviewer returns the con-
versation to general topics. He may give suitable leads to other
employment, if possible.

Records of applicants not hired are maintained (32). This
prevents restudy of the case if the applicant applies later. The
record is desirable if the company is accused of unfair labor prac—
tices. The usefulness of a file of desirable applicants depends upon
the economic position of the industrial and business community.

In addition to the file of applicants not hired, other inter-

viewing tools are job descriptions and interview rating scales. The

19
latter is not a test but records impressions of the applicant and
guides in formulation of the judgment of the interviewer.

Prerequisites for good interviewing, according to Drake (17),
included alertness, ability to make reasonably accurate estimates
without the use of special instruments, the capacity to make fine
distinctions, freedom from various pathological states (drugs, alco-
hol, fatigue), the immediate preparation of an accurate record, the
ability to perceive correctly, freedom from prejudice or from habits
of interpretation, and freedom from excitement.

Finlay, Sartain, and Tait (21) advised against hiring the most
talented and brightest applicants for routine jobs since ambitious
and capable people tire quickly of assignments. This results in in-
efficient and unhappy employees, particularly so, if there are few
promotions. There is a real need for utilizing ordinary people.

The interviewer who applies rules of general semantics sees
the applicant in a different light (15). He is constantly exchanging
words with the interviewee in an attempt to evaluate him. Rapport
is necessary between both. In establishing this condition words,
phrases, or sentences are used which have no denotatiVe meaning
but which connote the attitude of the interviewer. Thus anxiety is

eliminated through a cliche pertaining to the weather.

20

In other forms of conversation the interviewer refrains from
emotionally charged words such as statements regarding the intelli-
gence of the applicant. Words or phrases that may be misconstrued
are avoided. The language used is familiar to the applicant and
stimulates responses indicative of his real self (15).

In interpreting and evaluating the interview data the inter-
viewer must think rapidly, be alert for factors hidden by the appli-
cant, and be on guard constantly for attachment of false meanings.
The semantically oriented interviewer watches for other meanings
of words, is aware of words and phrases possessing latent content,
and prepares the interviewee semantically before discussing the job
(15).

Daniels (13) has found the interview an inconsistent measur-
ing instrument. Reliability is the first requisite to prediction of
job success. The new technique of factor analysis (the breaking
down of the interview into measurable factors) has been successfully
applied to tests of personality, intelligence, and aptitude. Factors
permitting increased accuracy in the analysis of the interview are
interviewer pertinency, interviewer dominance, and. interviewer

verbosity.

21

The exit interview

 

The exit interview is used for an analysis of employment
failings and as an aid in improving selection (10). There is the
danger of generalizing on a few cases. The real cause may not
be given.

The exit interview is more profitable if it is conducted by
someone other than the immediate supervisor of the employee (5).
The worker may disclose real or fancied grievances, illness, lack
of understanding of the job, misunderstanding of the importance the
job bears to the general production scheme, improper wage differen-
tials, poor selection and placement policies and practices, anxiety
neuroses, personal and home problems. Sometimes the result is

the immediate elimination of the cause and retention of a valuable

employee.
Reference Checks

Following completion of the application blank, and before the
action interview, the references of the applicant are often checked
by telephone. Thus the interviewer is facilitated in his contact with
the applicant through the use of the completed application form and

the verified references.

22

References, to be used, must be checked. Former employers
may be reluctant to divulge information which might prevent the em-
ployee from getting another job. Too often the references given are
those from persons directly interested in seeing that the applicant
gets the job for which he has applied. Better references are from
previous employers, schools, and credit sources. A personal knowl-
edge of the employer is helpful (10). Scott, Clothier, and Spriegel
(51) believed that employer referenceshad the disadvantage of faulty
recollections, little careful attention, and the human desire not to
give an applicant a poor recommendation.

The type of reference given is significant, such as from a
priest or minister, reputable doctor, or banker (3). Telephone
checks are time-saving and adroit questions elicit the desired in-
formation. Personal letters require specific questions which must
be drawn up carefully. Industry and hospitals alike place much
value on telephone and personal letter checks of references used

although they may not agree as to the value of references as a se-

lection procedure .
Tests

An ancillary aid in the selection program is the use of psy-

chological tests. These have been used more commonly by industry

23
than by hospitals. Tests are generally given after the action inter-
view and are especially valuable for placement. In addition, tests
are used for particular jobs if training costs are high and labor
turnover is great. Aptitude, dexterity, or hand steadiness tests
assure better selection. Intelligence tests given to all applicants
help in initial placement and in future openings. These tests show
a correlation between low intelligence and accident proneness.

Organizations use validated tests as guides rather than as
determinants (10). The tests save the organization money and the
employees worry. Employee failure and turnover can be lessened
by miniature work tests, work sample tests, and dexterity tests.
Interest tests are questionable because of changing interests. Per-
sonality tests would meet the same objection. Character traits
difficult to judge by tests are laziness, indifference, dependability,
and energy.

Before beginning a testing program the organization should
perfect its personnel procedures. These might include better inter-
viewing, improved conference checks, closer follow—up of new em-
ployees, better training methods, or more expert supervision.

Difficulties encountered in starting a testing program include
prejudice, ignorance, and costs. Time should be allowed for gather-

ing statistics, making adequate trials, and investigating the necessary

24

tests (10). If the test is constructed and verified by an outside

agency, the administration of it can be handled by any good person-

nel staff member .

Finlay, Sartain, and Tate (21) believed that tests supplemented,

but did not supplant, ordinary hiring procedures. They listed the

following

1.

difficulties in the use of psychological selection tests:
Assumption that scores on the test must be related to

success on the job.

. Evaluation of a test in a particular situation requires

expert assistance.
The tagging of a man with a test score so that he is not

evaluated for what he is.

. Test results may influence the standard against which

they are evaluated.

. Tests at present do very little with employees in aspects

of motivation and willingness to work and willingness and

ability to c00pe rate.

Notwithstanding the difficulties in the use of psychological

tests there is the distinct advantage in utilizing tests for job place—

ment. On-the-job trials have proved impractical and costly to the

employer and the employee (40). A testing program reduces trial

25
and error and results in better satisfied management and worker

personnel.
The Physical Examination

Industry has long recognized the part of the physical exam-
ination in the selection process. The examination aids not only the
productivity aims of the company (helps to reduce employee turn-
over through job physical fitness) but assists in furthering morale
of other workers through known physical dependability of the newly
selected worker. It is especially important in the food service
field, and in hospitals in particular, that these examinations be
given in order to prevent the spread of contagious diseases. The
use of the examination avoids mistakes in hiring and protects the
health and safety of the prospective employees (10).

The examination is an organization expense; therefore, it
should be utilized wisely. The applicant is given the examination
only after he has met all other steps in the selection procedure.
Some organizations have had the misfortune to give physical exam-
inations to applicants before a final interview, only to learn later
that such applications were made in order to receive a free physical

examination.

26

Placement

The final step in the selection program is the proper place-
ment of the applicant. The personnel administrator or supervisor
must utilize individual differences as industry has need for varying
abilities and ambitions. Some jobs may be stepping stones but,
generally, persons of high ability and initiative should not be assigned
to low stimulus or dissatisfying positions (where promotion may be
slow or dead-end). The new worker brings to the job a certain
amount of potentiality and capacity for growth (51). His value to
the organization lies not only in what he is, but also in what he
may become.

Good employee relations in placement consist of anything
done to help the new employee get started in the right direction
and assistance in relieving his tension and anxiety. This may begin
with his notification to report to work and may include a friendly,
individually typed letter and perhaps a company book (3). A cour-
teous telephone call may suffice.

Many organizations use a sponsor plan for the new worker.
Caution must be exercised in sponsor selection as disgruntled older
employees have an adverse effect on the morale of the newly hired

worker. The sponsor may be assigned this duty along with his

27
regular duties, but with additional pay (51). He should possess tact,
loyalty, personal courtesy, and enthusiasm for the company. The
sponsor can help eliminate the feeling of awkwardness and ignorance
which makes the new employee feel inferior to those around him.
He can show the new worker the locations of the drinking fountain,
lavatory, and cafeteria. In addition, the sponsor can introduce the
employee to other workers and assist him in understanding company
rules and policies.

The good supervisor is alert to the problem of older employee
hostility to the new worker (12). He overcomes this by a few intro-
ductions, placement of the new employee in a work group, and by
showing a personal interest in him. The new worker, until he be-
comes experienced, retards the work of others. The wise super-
visor will try to shorten his learning period as much as possible
by training the subordinate in his responsibilities. Much of the
training must include encouragement. The supervisor should develop
employee eagerness, but he must use strictness as well as leniency.

In large organizations a placement procedure for a number of
new employees includes lectures about the organization and its func-
tion, trips through the plant, illustrated catalogues, bulletin boards,

showcases, and paneled exhibits of products (51).

28

Garrett and Kingery (26) considered the reasons for turnover
in the first week of employment to be that the employee had not
been made to feel "at home," the job and company advantages had
not been explained to him thoroughly, and he did not feel that the
company had a real interest in him as an individual.

Blai (8) believed that one way to reduce worker turnover in
general was through the selection and assignment of new workers.
The supervisor can avoid assigning too difficult jobs and refrain
from under utilization of skills. He can make job requirements
realistic and suit the worker physically, mentally, and on the basis
of his experience.

In making the new worker feel a part of the organization
Whyte (64) advocated working through recognized informal group
leadership. Older trusted workers help new members on the job.
A system is built that provides social satisfactions as well as job
instruction. Incentives are offered which build teamwork. The
team works together to help each other and to give faster and
better service.

The last five years have seen great strides in selection and
evaluation of workers but present methods are still imperfect (21).
Who is selected is not as important as how the person is treated

after he has been hired.

METHOD OF PROCEDURE

Hospitals Selected for Survey

Selection procedures for nonprofessional dietary personnel
in 11 hospitals were discussed in this paper. All hospitals were
chosen on the pattern of ability of the personnel contacted to co-
operate. Other factors were accessibility and the prominence of
the chief dietitians in the dietetic profession. Conferences about
choices of hospitals were arranged with the president of the Michi-
gan Hospital Association, a Michigan public health nutritionist, and
with a member of the Department of Foods and Nutrition at Michi-
gan State University. The head of the Department of Institution Ad-
ministration at Michigan State University made the preliminary
arrangements for the Chicago interviews.

Letters were sent to chief dietitians in the selected hOSpitals
requesting interviews about their selection procedures. The back-
ground of the correspondent was stated. The use of a questionnaire
by the interviewer was discussed. Information regarding arrange-
ments for contacting the respective personnel administrators was

requested. A choice of interviewing dates was listed for the

29

30
convenience of the chief dietitians. Letters were sent to the chief
dietitians confirming the preferred interview dates.

The two Lansing hospitals, St. Lawrence and Sparrow, were
selected as test interview performances. The results were so bene-
ficial that it was decided to include the two hOSpitals in the survey.

The Detroit area hospitals were selected because of accessi-
bility. They included the main section of Grace Hospital, the north-
west branch of Grace, Henry Ford HOSpital, and The Oakwood Hos-
pital at Dearborn. Henry Ford HOSpital was chosen also because of
the professional standing of the chief dietitian.

The Cleveland hospitals, City and St. Luke's, had chief dieti-
tians who have been quite active in the American Dietetic Association.
The chief dietitian at City Hospital is also an assistant superintendent
of the hOSpital, one of the first dietitians to achieve such a distinc-
tion. Since the distance to these hospitals was a problem, the inter-
views had to be scheduled during the university Spring vacation
period.

The dietetic prominence of the chief dietitians was a factor
in selecting the Presbyterian HOSpital and the University of Chicago
Clinics. The chief dietitian at Presbyterian Hospital is a past

president of the American Dietetic Association. Because of the

31
distance to the Chicago hospitals, interviewing arrangements had to
be completed during the university Spring vacation period.

Hurley HOSpital at Flint was chosen because of accessibility.

Preparation of Questionnaire

A questionnaire was developed for use by the interviewer as
an aid in the interview. Utility and informality were considered es-
sential so both objective and Open-ended questions were used. The
content included an introductory section and further subdivisions re-
lating to the selection procedures of recruitment, the application
blank, tests, the interview, and placement. Opinions and suggestions
regarding the merits of the questionnaire were sought from Dr.
Eugene Jacobson of the Michigan State University Psychology Depart-
ment and from Mrs. Evelyn Drake, Director of Food Service, Kellogg
Center, at Michigan State University. In general, Dr. Jacobson
stressed an informal and conversational style with an avoidance of
ambiguitie s.

The first section, with general info'rmation questions, was de—
signed to establish interview rapport. The size of the dietary depart-
ment would give some indication as to the simplicity or complexity
of selection procedures. It was necessary to determine the respon-

sible person for hiring before proceeding with the rest of the

32
questionnaire. The questions pertaining to the number of people
hired in the previous year and the average length of employee ser-
vice are indicators of turnover and perhaps proper placement. The
tenure question was suggested by Mrs. Drake.

The second section dealt with the sources of worker recruit-
ment. The object was to learn the most commonly accepted practice
and the reason for this procedure. Another aim was to compare
hospital pay scales with commerce and industry.

The third section showed the usefulness of the application
blank. It was anticipated that question "3" in this section regarding
application form items pertinent to best selection would result in
ambiguous answers or unconsidered replies.

The fourth section, tests, was expected to result in negative
answers but, perhaps, suggest a need or realization of such a tool
in better selection.

The fifth section was. planned to determine how hospitals
organized their interviews according to the latest recommendations
from the field of personnel management. This organization included
not only the setting, a plan, and guides, but also the factors con-
sidered important in the hiring decision.

The sixth section was considered a part of the selection pro-

cedure since proper placement not only helps to prevent turnover,

33
but also results in higher productivity and morale for the organiza-
tion involved. The questions relating to Sponsoring, the probation
period, and follow up are ancillary to proper placement.

Table 1 summarizes the questionnaire.
Method of Interview

Preparation fo r inte rviewing

 

Dr. Jacobson recommended practice in reading the question-
naire aloud to other persons in order to develop ease, spontaneity.
and informality. In addition, he asked the interviewer to role-play
the intended method of interviewing. He advised restatement of the
purpose of the interview to the interviewees, notwithstanding the
previous correSpondence.

A further interview tryout, suggested by the head of the Insti-
tution Administration Department at Michigan State University, was
arranged with Mrs. Drake. This interview was quite successful in
that rapport was excellent, the required information was obtained
easily and naturally, and the method for recording the information
was established.

Mrs. Drake arranged a further interview with the assistant

personnel administrator of Michigan State University. Excellent

34

 

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35
results were obtained with a minimum of effort on the part of
the interviewer.
The original purpose of the interviews at the two Lansing
hOSpitals was to test the interview management. The results were
so successful that it was decided to include this information in the

survey .

Recording of the data

 

In order to maintain informality and rapport, as little writing
as was necessary was done by the interviewer during the actual
interview. Abbreviations were used for recording essential informa-
tion on the questionnaire. The rest of the information was recorded
after the interview had been concluded. The absence of much re-
cording helped to eliminate embarrassing pauses. Where much
writing was required, the interviewer steered the interviewee con-

Versation into channels irrelevant to the study.

Procedure for evaluatig findings

 

Since the hospitals were not selected on a specific basis for
comparison, the final compilation was simple. Each hOSpital was
treated as a separate entity. All hOSpital findings were summarized

by following the various sections of the questionnaire.

O

DISCUSSION

The findings of each interview were consolidated for report-
ing purposes under each general heading of the questionnaire. Where
possible, the data have been arranged in tables to facilitate clarifica-

tion and comprehension.
Scope of Dietary Operation

In considering the steps in the selection procedure it was
necessary to know something about the scope of operations of the
dietary department. All of the hospitals were situated in industrial
cities of over 100,000 people. Because of the availability of other
nearby hospitals all hospitals studied, with the exception of Hurley,
were able to keep the patient census below the bed capacity. This
is a common practice in many hospitals because of the ever present
possibility of a large scale disaster. The patient census was a
principal determinant of the number of staff employed. The patient
load and the total staff were a significant influence in the number
of dietary employees hired. Other influencing factors included the
physical layout of the dietary department, the responsibilities of the

department, and the type of worker hired.

36

l;

‘ .

37

Table 2 shows. the number of full time employees in each
hospital dietary department and the number of patient and nonpatient
rations which they prepared. In all hOSpitals, with the exception of
Cleveland City Hospital, the full time workers were supplemented
with part time workers who averaged five to twenty hours of work
each week. Many of the latter were school children who were held
in high regard by dietitians in the Detroit and‘Lansing hospitals.
Older people, drawing social security, performed useful part time
work in Lansing hOSpitals. The Detroit area hOSpitals studied, with
the exception of The Oakwood Hospital, used displaced persons in
full time work. Opinions were unanimous regarding their excellent
work skills and working relationships. The Cleveland City Hospital
used Amish men (conscientious objectors) in all departments except
in the dietary department. This exception was caused by the sani-
tary hazard of beards worn by all married men. HOSpital authorities
were in agreement that the men were excellent workers, neat and
quiet, and kind to patients.

The number of nonpatient rations served does not present a
true picture of each Operation. In all hospitals the breakfast meal
count was low, the noon count highest. and the supper count inter-
mediate. In addition, what constituted a meal was not clear to many

dietitians. In all pay cafeterias such minor purchases as a cup of

 

38

Table 2. The scope of dietary Operation, expressed as numbers of
patients, nonpatients, and dietary employees.

 

 

Numbe r Numbe r Numbe r
Hospital of of Non- of Dietary
Patients patients Employees
Henry Ford, Detroit .......... 870 1270 171
City HOSpital, Cleveland ....... 735 470 196
Hurley, Flint .............. 500 260 110
University of Chicago Clinics,
Chicago ................... 450 665 136
St. Luke's, Cleveland ......... 450 450 88
Main Grace, Detroit .......... 400 750 170
Sparrow, Lansing ............ 360 200 70
Presbyterian, Chicago ......... 350 600 85
Grace, Northwest Branch, Detroit . 275 165 103
St. Lawrence, Lansing ........ 265 310 52
Oakwood, Dearborn .......... 200 200 42

 

39
coffee and a bowl of soup were counted as a meal. Some hospitals
did not extend the food service privilege beyond the hOSpital staff.
At Henry Ford, Presbyterian, and the University of Chicago Clinics
the visitors were allowed to purchase meals and were not differenti-
ated from the staff in the census records.

The dietary personnel were hired by the chief dietitian or an
assistant dietitian in all hOSpitals except at the main section of
Grace Hospital. Here the dietary supervisor hired some pantry
maids. An initial screening of applicants was performed by the per-
sonnel department in all hospitals except in the two Lansing hospitals
and in the northwest branch of Grace HOSpital.

None of the hospitals maintained records on the total number
of people hired in 1955. Four hospitals were unable to determine
this figure. The remaining seven calculated the following figures

from other records:

 

HOSpital Number Hired in 1955
Main Grace 113
Northwest Grace 30
St. Lawrence 150*
Hurley 62
Oakwood 60
Cleveland City 131
St. Luke's 69

*Includes part time workers.

40

Management in any organization views worker turnover with
concern. In the hOSpitals surveyed the tenure. of dietary workers in
certain areas was high. Examples included the head butcher at
Cleveland City Hospital with 43 years longevity, a cook at Henry
Ford with 37 years of service, cooks at Presbyterian with 25 to 30
years on the job, a pastry cook at St. Luke's for 40 years, and
dietary personnel in several hospitals with over 20 years of ser-
vice.

In this study an attempt was made to learn the dietary worker
average length of service for each hospital. No reliable comparison
could be made between hospitals since many hospitals were long es—
tablished while Grace, Northwest Branch, and Oakwood were less than
four years old. Also, hOSpitals with larger numbers of high turnover
positions (pantry maids, porters, dishwashers, pot and pan personnel,
and relief workers) could not be compared with h05pitals of equal
size but with a smaller proportion of routine or dead-end jobs. Hos-
pital authorities stated that turnover was almost nonexistent in the
skilled positions (supervisors, cooks, bakers, butchers).

None of the hospital management interviewed knew the average
length of time that their dietary workers had been with them. Sev—

eral chief dietitians and personnel administrators expressed considerable

41
,. interest in this query and personnally calculated their figures which

are listed below:

 

HOSpital Average Years of Service
Presbyterian 10*
University of
Chicago Clinics 2 - 10*
Hurley 6*
Cleveland City 4
St. Luke's 4
Henry Ford 4
Grace, Northwest Branch 2-1/2
St. Lawrence 2-1/2
Main Grace 2 - 2-1/2
Oakwood 2
*Estimated.

Sparrow HOSpital had no figure available but the chief dietitian
stated that most of her employees had been with her for a number

of years.
Recruitment

A common recruitment source is advertising. Some hos-
pitals, such as Henry Ford, northwest Grace, St. Lawrence, Sparrow,
Cleveland City, St. Luke's, and Hurley, did not have to advertise be-
cause of low turnover rates or numerous applications at the door.

. .. The main section of Grace HOSpital advertised occasionally for

42
supervisors, cooks, and butchers. The chief dietitian at Presbyterian
Hos.pital advertised for supervisors, cooks, and dietary aids but felt
that this recruitment medium was a poor source of labor. The Uni-
versity of Chicago Clinics advertised for dietary aids. The Oakwood
HOSpital in Dearborn advertised for workers frequently because of
the high turnover rate which the chief dietitian attributed to low pay
and competition from industry. Hurley Hospital, a city hOSpital, and
Cleveland City Hospital obtained workers from civil service lists.
The latter hospital also hired friends of present employees.

Many leaders in the field of personnel management advocate
recruiting workers from within the organization. One method is the
encouragement of good workers to recruit their friends. The second
method is a clearly defined promotion-from-within program. All
chief dietitians and personnel directors interviewed were in agree-
ment about the first method. Differences of opinion were noted
concerning the latter method.

Henry Ford HOSpital maintained a constant training program
and every effort was made to recruit or promote within the organ-
ization. Occasionally new, but experienced, cooks were hired. The
northwest branch of Grace HOSpital preferred to promote from
within but occasionally was required to hire bakers or butchers

from outside sources. There was no promotional setup at the main

43
section of Grace HOSpital although Chadsey High School furnished
cook apprenfices.

The Lansing hOSpitals, Hurley, Oakwood, Presbyterian, and
the University of Chicago Clinics practiced promoting from within
wherever possible. The Cleveland City Hospital had effective and
continuous training programs, in one of which the kitchen helpers
were able to be promoted to cooks. Minimum and maximum bands
in the work and pay scale were established. St. Luke's HOSpital had
a promotional program leading to the positions of cook, baker, and
supervisor.

Employment agencies were infrequently used for recruitment.
The United States Employment Service (USES) was the best known
but was least favored by the personnel interviewed. Henry Ford
HOSpital made limited use of USES but received the "cream of the
crOp” (largely diSplaced persons) from the International Institute.
Limited use of an agency was made by the main section of Grace
HOSpital, St. Lawrence, Sparrow, University of Chicago Clinics, and
St. Luke's HOSpital. HOSpitals which did not obtain workers from
any agency included the northwest branch of Grace Hospital, Presby—
terian, Oakwood, Hurley, and the Cleveland City HOSpital.

No other recruitment sources were utilized by the hospitals

stud ied .

44

In any organization the wage scale is of some importance not only
to the workers involved but also to the community. Formerly, hospitals
were known for their extremely low wages and the resultant poor labor
force. Public awareness and education have done much to correct this
condition so that many hOSpitals are .able to compete successfully with
commerce and industry in the recruitment of personnel. A few of the
hOSpitals studied paid higher than commerce but lower than industry. A
few hospitals had slightly lower wage scales than commerce and industry.
In the comparisons of the hOSpital scales there were variations in the
wages of skilled and nonskilled dietary workers.

The wage scale at Henry Ford HJOSpital was above that of
commercial feeding establishments but was lower than that of in-
dustry. This was the highest hospital wage scale in the Detroit
area. At the northwest branch of Grace HOSpital and at The Oakwood
Hospital wage scales were lower than commerce and industry. Both
hOSpitals were situated in residential communities. St. Luke's and
Presbyterian Hospitals also paid less than commerce and industry.
The main section of Grace Hospital had a wage scale for unskilled
workers within the range of commercial and industrial feeding es-
tablishments but the rate for skilled workers was lower. The St.
Lawrence wage scale was nearly comparable to that of commerce

and industry, whereas, that at Sparrow and Hurley was higher.

45
Hurley HOSpital had a union which helped to keep the wage scale at
a higher level. Interviewees at the University of Chicago Clinics
stated that the wages of their female employees were too high in
comparison with commerce and industry. Their skilled workers,
men, received less pay than commerce and industry. A CIO union
of the dietary workers was well established. The dietary wages at
the Cleveland City Hospital were higher than commercial wages but

lower than the industrial scale.
The Application Blank

Nearly all organizations consider the application blank to be
one of the most important tools in the selection procedure. Such an
agreement was found in the hospitals studied. Some application
blanks were quite elaborate and detailed. A few were brief and
simple. All had the common objective of a record to be used by
chief dietitians, personnel directors, and others in selecting the
right person for the right job.

The only hospital which did not require all applicants to fill
out an application blank was Hurley. This occurred only when the
waiting list was too long. Hurley personnel did consider the form
very important and a civil service requirement. The chief dietitian

at Henry Ford liked the blank because it was an additional form for

46

dietetic records, was useful for indicating basic education, and was
excellent as a base for interviewing. The northwest branch of Grace
Hospital used the form as a handy reference tool. The main section
of Grace HOSpltal made similar use of this. form. Sparrow and St.
Lawrence Hospitals liked the utility of the application blank and
said that they could not operate without it. The chief dietitian at
Presbyterian Hospital found the form useful in interviewing as a
base for questions and information. Authorities at the University of
Chicago Clinics considered the application form a standard for meas-
uring all incoming applicants. Since the form indicated reading and
writing ability it was considered a valuable written record. Cleve-
land City Hospital and St. Luke's Hospital favored the application
blank because it showed the education and work background of the
applicant. The Oakwood Hospital found the form to be a useful rec-
ord and an aid in checking references.

Not all hOSpitals used the same form throughout the hospital.
Henry Ford had an additional blank for hiring dietitians. St. Law—
rence, Sparrow, Presbyterian, and the University of Chicago Clinics
used the same form for all nonprofessional personnel but used a
different form for professionals such as nurses, dietitians, and lab—
oratory technicians. The remaining hOSpitals studied used the same

form for all personnel.

47

Personnel reSponsible for the use of application blanks re-
vise the forms frequently in order to make them more useful and
more up—to-date. Some recent changes have occurred because of
the Fair Employment Practices Commission (FEPC). The contro-
versial items of race and nationality have been eliminated.

Some of the items on the application blank carry more weight
than others. Employers feel that specific items are most useful in
helping them to select the right kind of people. In the hOSpitals
studied, the most useful item mentioned was the previous work rec-
ord. Age was next in importance since dietary work is strenuous
for older persons and does not promise rapid advancement for the
very young.

Table 3 shows application form items considered most useful
by the various dietitians interviewed.

Citizenship was considered important by Henry Ford because
of the nearness to Canada. The meaning of the importance of the
work record requires clarification. Not all hospitals required pre—
vious experience because they preferred to instill good work habits
in beginners. Where experience was indicated, the employer
checked for evidence of a good attendance record. Other hospitals
considered references of paramount importance in checking the

previous work record. The chief dietitian at northwest Grace

48

Table 3. Items most favored for selection on the application form.

 

 

H°spita1 13:22; Age D551???
Henry Ford, Detroit ............ X
City HOSpital, Cleveland .......... X
Hurley, Flint .................. X
University of Chicago Clinics, Chicago. X X
St. Luke's, Cleveland ............ X X
Main Grace, Detroit ............ X
Sparrow, Lansing ............... X X X
Presbyterian, Chicago ............
Northwest Grace, Detroit .......... X X
St. Lawrence, Lansing ........... X X X
Oakwood, Dearborn .............. X

 

.9

 

 

 

49

Table 3 (Continued)

 

 

, Physical , , , Weight.
Education Condition Address All Items Citizenship Height
X
X
X
X
X
X
X
X X

 

50

Hospital needed taller persons for certain jobs. She did not hire
overweight persons because of the possibility of hypertension. Sev-
eral chief dietitians and personnel directors were alert for depen-
dent children who could be a cause for absenteeism. The address
of the applicant was considered important at the University of Chicago
Clinics because of transportation difficulties. All hOSpitalS preferred
high school graduates. because of the patient contacts in certain jobs.
Because of the labor market, working conditions, and the wage scale
few hospitals were able to enforce this preference. Cooks in some
hOSpitals were required to have the minimum of an eighth grade educa-
tion. Less skilled personnel had to prove simple reading and writing
ability. In a few hOSpitals the dishwashers and pot and pan personnel
were not required to have reading and writing ability. This was particu-
larly true of older persons.

All interviewees stated that the application blank was invaluable.
Henry Ford HOSpital considered the form a record of the background of
the person and a guide for past and future attendance. The northwest
branch of Grace Hospital found the blank a good reference device. Both
the chief dietitian and the personnel director of the main section of Grace
Hospital agreed that the form was useful as a statement of experience, as
indicative of special. aptitudes and stability, as an opening wedge for find—

ing out more about the person in general, and as an essential record.

51

Both the St. Lawrence and Sparrow HOSpital dietitians stated
that the application form was highly utilitarian because it indicated
educational background, experience, and the type of work preferred
(auxilliary nursing or dietary). If both preferences were checked,
there was a strong possibility that the applicant would not be happy
in kitchen work because of the lower status. A similar status sys-
tem existed in all hospitals. Most of the dietary workers were
classified on the same level as housekeeping employees. Those in
auxilliary nursing were higher on the pay and status scales.

The chief dietitian at Presbyterian HOSpital felt that the ap—
plication blank was a good starting point from which to work. The
University of Chicago Clinics used this form as a basis for looking
into particular problems. The application blank was not only a
written record for intensive checks but was useful in handling trans-
fers and promotions. The form is being revised to include finger
prints which will be useful for checking narcotics addicts.

The Cleveland City Hospital chief dietitian did not consider
the application blank as important as the personal interview, but
she did find it important for information relating to education, the
age of the applicant, telephone number, address, the number of de—

pendents, and home problems. The chief dietitian at St. Luke's

52
HOSpltal found the application form useful for its information about
age, education, and former employment.
Chief dietitians at the Oakwood and Hurley hospitals found
this form an extremely useful selection tool and "all that I have to

go by."

Tests

A testing program was conducted at two hospitals, the Uni-
versity of Chicago Clinics and Hurley HOSpital in Flint. The testing
program at the Clinics was given by the University employment
office. The Flint Civil Service Commission tested applicants for
Hurley HOSpital positions. The tests were psychological, rather than
job informational. Two hOSpitals expressed interest in initiating non-
psychological tests for use in interviewing dietary workers and for
identification of training needs.

The tests at the University of Chicago Clinics were a manda—
tory selection procedure and were given to all maintenance and ser-
vice applicants. A trained psychologist administered and evaluated
the tests.

The writer observed food service applicants undergoing a non-
verbal intelligence test and a manual dexterity test for speed. The

purpose of the testing program was not explained to the applicants.

53
During a short absence of the psychologist from the testing room an
applicant was heard to remark, ”This testing is a lot of foolishness."
The psychologist told the writer that the test validity was unknown.
There was no cut~off score. No time was available for test re-
search. The attempt was made to salvage applicants with low scores

for particular jobs in the service departments.

The Interview

In all instances personnel responsible for interviewing job
applicants were aware of good interview practices. Several inter-
viewers were conscious of the fact that their particular situations
did not allow them to conduct the best type of interview. At one
hOSpital which was in critical need of office space, the personnel
department of three staff members was closeted in a tiny room with
no possibility of privacy. A personnel department in another hos-
pital was attempting to carry on personnel interviewing in the midst
of paint, flying plaster, and the noise of the drills of a construction
program. In still another hospital the applicant had to face a strong
window light. The only alternative in this small office was for the
interviewer to face the light.

H03pitals which had functioning personnel departments as—

signed them the task of the initial screening of applicants. In this

54
study only the two Lansing hospitals were without personnel depart-
ments. Many of the chief dietitians and personnel departments
worked closely together in order to obtain the best type of worker.
The personnel department at Presbyterian Hospital always notified
the chief dietitian whenever a personable applicant was available
and scheduled appointments accordingly. Most of the dietitians had
preplanned or standard interviews because applicants usually arrived
without appointments.

In all hospitals the dietitians hired their employees except at
the main section of Grace HOSpital where a dietary administrative
supervisor helped to select workers for a particular job. The chief
dietitian at Henry Ford Hospital hired all her employees but was as-
sisted occasionally by a staff dietitian in interviewing an applicant for
a particular job. At the northwest branch of Grace Hospital the
chief dietitian delegated the interviewing task to her staff dietitians.
If a new staff member interviewed, the chief dietitian was present.
Occasionally a supervisor was present for interviewing applicants
for particular types of work.

At St. Lawrence HOSpital the chief dietitian was the only in-
terviewer present. The chief dietitian at Sparrow sometimes utilized
the therapeutic dietitian in selecting diet aids. At Hurley the chief

dietitian interviewed applicants in a small office with from two to

55
six other persons present but performing other duties. Only one
interviewer, a dietitian, was present, during interviewing at the Uni-
versity of Chicago Clinics, Presbyterian Hospital, St. Luke's Hos-
pital, and the Oakwood HOSpital.

As stated previously, most dietitians had preplanned or stand-
ard interviews because of the unpredictable arrival of applicants.

The main section of Grace, Presbyterian, and the University of Chi—
cago Clinics followed this practice. The chief dietitian at Henry Ford
tried to plan her interviews in advance but occasionally had to resort
to a preplanned interview.

Chief dietitians and personnel interviewers at all hOSpitals
used the application blank in the interview. Over half of the hOSpitals
found the job Specification a good aid for the interview. Four hos-
pitals worked from an interviewer's guide. Only one chief dietitian
used a job analysis.

Table 4 shows the use of interviewing aids by the personnel
in the various hospitals.

The relation of certain individual qualifications to the hiring
decision presented a variety of opinions from the chief dietitians
interviewed. Qualifications influencing the hiring decision were, in

the order of preference, previous experience, age, marital status,

56

Table 4. Interviewing aids used in the various hospitals.

 

 

A l' - -
. p? “a Job Speci- Inter Job
Hospital tion fication viewer's A al sis
Blank Guide n y

Henry Ford, Detroit X X X
City Hospital, Cleveland. X X
Hurley, Flint X X
University of Chicago
Clinics, Chicago ...... X
St. Luke's, Cleveland X X
Main Grace, Detroit X X
Sparrow, Lansing ..... X X
Presbyterian, Chicago X X
Grace, Northwest
Branch, Detroit ....... X X
St. Lawrence, Lansing X X
Oakwood, Dearborn . . . . X X X

 

57
good references, education, physical condition, appearance, and
pe rsonality .
Many dietitians stated that the experience factor depended on
the job and on the individual. Previous experience was required in
the skilled areas; The Opinions expressed are summarized as fol-

lows:

 

Henry Fo rd

Unskilled applicants--good attendance record on any job,
not necessarily food experience

Skilled applicants--good attendance record, good food ex-
perience

Grace , main section

 

Depends on the type Of job, length of previous experience,
skill required, pattern Of behavior in previous jobs

Grace, Northwest Branch

 

Depends on type Of job

Club or short order situation can be adapted for cooks or
bakers

St. Lawrence.

 

Depends on job but each cook Should understand quantity
cookery

Sparrow

Other hospital work

 

58

P re sbyte rian

 

Depends on individual and job, related experience impor—
tant

University of Chicago Clinics

 

Depends on job

NO experience required for tray girls-«more interested in
attitudes and personality

Cleveland City

 

Not important for unskilled
More interested in person willing to learn

St. Luke 's

 

Depends on type Of job, more money Offered with exper-
ience

Oakwood

Experience not too important
Consider desire and need to work
Hurley

NO experience necessary

Age was a less important factor in hiring than formerly be-

cause Of the labor market. Some ho Spital authorities were reluctant

to hire the very young because Of the tendency of young people to

move on to better paying jobs. A few hospital personnel thought the

‘1

59
heavy dietary work unsuitable for Older persons. The age consid—

erations and limitations are summarized as follows:

 

Henry Ford
No limits

Age important for some jobs, heavy work unsuitable for
older women

May hire at ages 55-61Qbut retirement at 67

G race , Northwe st Branch

 

Depends on labor market, 16-55

Grace , main section

 

Varies according to background, physical condition, type
Of work

St. Lawrence

 

30-50, if possible
Sparrow
NO preference

P re sbyte rian

 

NO limit-dight labor market

University of Chicago Clinics

 

Part time tray girls, 17-18
Limit for hiring-«~60 (exceptions)

Retirement-~65 (exceptions)

60

City Ho spital

 

Up to 65 but dependent on job

St. Luke '3

 

Depends on type of job and person
Oakwood

No limits

Hurley

Up to 55 (no exceptions)

Most chief dietitians and personnel interviewers felt that the
marital status Of the applicant was relatively unimportant in the de-
cision to hire. A few did favor Older married persons over young
single persons because of stability. Many dietitians checked care-
fully to determine reSponsibility and provision for care Of young
children. The replies to the question of married status are indi-
cated as follows:

Henry Ford

 

Depends on type Of job, married men preferred to single
men

Grace, Northwest Branch

 

Widows excellent

Watch for care of young children

g1)

‘

61

Grace, main section

 

Depends on type of job and individual

St. Lawrence

 

Better workers have family reSponsibilities and need
money

Sparrow
NO comment

P re sb yte rian

 

Older married workers more stable than young single
peOple

University of Chicagro Clinics

 

NO preference because Of individual differences
Oakwood
Depends on person but older married workers preferred

City HO Spital

 

Not important for most jobs
Older and married supervisors more stable
Consider dependents Of married persons

St. Luke '5

 

Not important
Hurley

Consider dependent children--might interfere with working
hours

‘)

62
Wide differences of Opinion existed as to the value of refer-
ences in the decision to hire. Some dietitians and personnel admin-
istrators placed great importance in the use of references while
others considered them to have little or no value. Some hospitals
required work and character references. The number and value of
references for each hospital are summarized as follows:

Henry Ford

 

Not reliable or good
Checks Detroit area employment for attendance record

Grace, Northwest Branch

 

Two character, two work--telephone and write
"Carry" references not considered

St. Lawrence

W

 

No number
Call and verify
Sparrow

Required but not used

 

Presbyterian
References required only for cooks

Other hospital references accepted

63

University of Chicago Clinics

 

Work references only--no number

Consistent record of employment important to employment
office

References weighed carefully by dietary department

City Hospital

 

Character and work references--no specified number

Grace , main section

 

Two character. two work

St. Luke's

 

Unspecified, check city employment

Oakwood

Two character. three work

Hurley
None. but occasionally check those given voluntarily
Education was a less important factor in the decision to hire.
There was a general preference for high school graduates in patient
contact areas because of the greater ease in orientation and adjust-
ment of the applicant. Little or no education was required for the
nonskilled areas. I

Henry Ford

 

Not too important but high school graduates for patient con-
tacts

Grace . Northwest Branch

 

None for some areas. but eighth grade for others

64

Grace . main section

 

Depends on the job but high school graduates for patient
contacts

St. Lawrence

 

Depends on the job. high school education for patient contacts

Sparrow

Depends on the job, high school education for patient contacts

Presbyterian

 

Depends on the job, basic education for patient food service

UniVersity of Chicago Clinics

 

Aim at high school, must read and write

City Hospital

 

High school education for patient contacts, not important
for older persons

St. Luke's

 

High school education except for older people
Oakwood

At least eighth grade but prefer high school education
Hurley

Eighth grade

In addition to these factors in the decision to hire the appli-
cant. other considerations which were important to the chief dietitians
and the personnel administrators are summarized.

Henry Ford

 

Neat, clean, answers questions well (doesn't dominate con-
versation). asks intelligent questions, passes physical

‘I

65

Grace. Northwest Branch

 

Pass physical. consider how person will fit into work group

Grace . main section

 

Try to find someone who will fit in harmoniously with
work group

St. Lawrenc e

 

Good physical condition (exam not given). personality (im-
portant in dealing with patients). no relatives in work
group

Sparrow
Physical examination . pers onality

Presbyterian

 

Consider applicant as human relations problem

University of Chicago Clinics

 

Appearance. pleasing personality. no relatives in work
group

City Hospital

 

Personality. attitude. voice. personal appearance. weight
physical examination

St. Luke's

 

Personality. physical condition
Oakwood

Appearance

Hurley

Appearance and weight (not more than 10 percent over-
weight)

66

The survey of the hoSpitals showed no‘general agreement
concerning the value of the individual qualifications in reaching the
hiring decision. Previous experience was unnecessary at some
hospitals but was required at others for skilled workers. Some di—
etitians had no age limitations while others related age to the job and
the person. The effect of marital. status was generally not significant
except where small children were involved. The value of references
showed the greatest opinion range. Education was desirable for most
categories of workers. Many dietitians considered personal appear-
ance, a good attitude, and a pleasing personality of considerable im-

portance in arriving at the hiring decision.
Placement

After the applicant has been hired and tentatively assigned he
should be given a Sponsor according to authorities in the field of
personnel management (10, 19, 40, 70). Most of the hospitals in this
survey reported that dependable and senior employees were assigned
to Sponsor new workers. Two hospitals, main Grace and St. Law-
rence, did not use a sponsor system.

Eight hospitals had a probation period for new employees.
The three which did not were Henry Ford, Sparrow, and St. Luke's.

Both the chief dietitian and the personnel administrator at Henry Ford

67

felt that a probation period was unnecessary because of careful
selection practices. Hurley and Oakwood HOSpitals had a probation
period of six months. Presbyterian, University of Chicago Clinics,
and Cleveland City HOSpitals had probation periods of three months.
New workers at St. Lawrence had a trial period of two months.
The main section of Grace HOSpital required a 30-day probation
period. Grace Hospital, Northwest Branch had the shortest proba-
tion period, 14 days.

In eight of the hospitals the dietitian who hired the employee
said that she followed up the progress of the employee. The chief
dietitian at Henry Ford occasionally delegated this responsibility.
The follow-up duty was assumed by the unit dietitian at the two

G race ho spitals.

SUMMARY

A study of selection methods for nonprofessional dietary per-
sonnel in 11 hospitals was discussed in this paper. A questionnaire
was used as a guide in interviews with chief dietitians and personnel
directors.

Information was obtained about particular areas in the selec-
tion procedure: recruitment, the application blank, interviewing,
tests, and placement. With two exceptions, the hospitals surveyed
had personnel departments which screened applicants.

The results are summarized as follows:

1. Scope of the dietary department

 

The organizational pattern of the hOSpital helped to
determine the number and the kind of dietary staff.
Other factors were the size of the hOSpital, the organiza-
tional policy regarding the feeding of hospital guests and
the public, and the dietary equipment and departmental
layout. The larger hospitals, such as Henry Ford and
Cleveland City hospitals, required larger dietary staffs.
Most of the hospitals reinforced their food service staffs

with part time workers. These included school children,

68

69

displaced persons, and older workers drawing social
security.

In all hospitals the final hiring of the nonprofes-
sional dietary personnel was handled by the chief dieti-
tian, except where this function was delegated to an
assistant dietitian or a food service supervisor.

Turnover in personnel was indicated by the number
of persons hired in 1955 and the average length of ser-
vice. Skilled workers had many years of service; some
had been employed for more than 20 years. The high
turnover in the routine jobs lowered the average length
of service to four years or less.

Re c ruitme nt

 

Many hospitals did not advertise for dietary em-
ployees because the applications at the door exceeded the
number of available positions.

All of the hOSpitals recruited friends of present
good workers. Nearly all of the hOSpitals had on-the—job
training programs in order to promote from within the
group.

Few of the hospitals utilized an employment agency.

70

Wage scales in most hospitals were higher than
those in commercial feeding establishments but were

lower than the industrial rates.

 

The application blank

The application form was in general use throughout
most of the hospitals interviewed. Justification for the
completion of this form included the utility as an inter-
viewing base, reference tool, and written record.

The following items on the application form were
considered most useful: work record, age, dependent
young children, and education. The address, physical con-
dition, weight and height. and citizenship were useful but
of less importance.

Tests

 

Psychological tests were administered to all dietary
applicants at two hospitals and will be initiated at a third
hOSpital shortly. The tests used were for intelligence and
job dexterity.

Inte rviewing

 

In most hospitals only one interviewer was present

fo r inte rviewing .

71

Seven chief dietitians planned their interviews in
advance. In two hOSpitals the applicants often arrived
without appointments which eliminated advanced planning.
Three hospitals used a preplanned interview.

All of the hospitals used the application blank as an
interviewing aid. Next in importance were the job speci-
fication, the interviewer's guide, and the job analysis.

In the decision to hire, the following points were
considered: experience, age, marital status, references,
education, and other reasons. HOSpitals differed as to the
importance of experience but they did require a good
attendance record. Some hospitals had no age limits,
partly because of labor market conditions, but this con-
sideration depended somewhat on the type of work and the
physical condition of the applicant. Preferences about
marital status depended on the job and on the person.
There was much variation in Opinion regarding the relia-
bility, number, and type of references required. Most
interviewees preferred high school graduates but were
unable to obtain them in certain localities because of
competition from industry. Some dietitians did not re-

quire reading and writing ability in routine jobs such as

72

dishwashing. Other factors which influenced the hiring
decision were personal appearance, personality. the prob-
ability of adjustment to the work group, and the physical
e xamination.

Placement

 

Nine of the chief dietitians provided Sponsors for
the new workers.

Eight of the hOSpitals had probation periods for new
employees. These ranged from two weeks to six months.

Nine chief dietitians who hired employees followed
them up on the job. This responsibility was assumed by

the unit dietitian in two hospitals.

10.

ll.

12.

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79

APPENDIX

INTERVIE W QUESTIONNAIRE .....................

PAGE

80

INTE RVIE W QUE STIONNAIRE

I. INTRODUCTION:
1. What is the size of the Dietary Department?
a. Number of nonprofessional employees?
b. Number of patients fed per day?
c. Number of staff fed per day?

2. Who hires? Yes No
Dietitian
Personnel Office 7"" ""—
Chef —— —_
Othe r : ~—

3. Now then, how many people were hired in the last year?

4. What is the average length of time your employees have been
with you?

11. RECRUITMENT: Yes
I. Do you advertise for employees?
If not, why? Undignified? Lack of funds?
Never thought of it? Unsuccessful? Other?

I 2
O

2. Do you recruit from within?
Cooks
Bakers
Meat Cutters
Supervisors
Salad Personnel
Dishwashers and other

Dietary Attendants

lllll
lllll

l
l

3. Do you make use of an employment agency
such as USES?

|
l

4. Is your wage scale within the range offered
by industrial or commercial feeding estab-
lis\hments? Higher or lower?

l
l

III.

IV.

81

APPLICATION BLANK: Yes
1. Do you require all applicants to fill out an
application blank?

2. Is this form in general use throughout the
hospital?

3. Which items on the application form have
proved to be most useful in helping you to
select the right kind of people?

4. In general, how useful is the application blank?
Why?

TESTS:
1. Do you require any of your applicants to com-
plete arithmetic tests?

2. How about reading or vocabulary tests?

3. Are trade tests required such as
Knife proficiency?
Oral trade ?
Other?

I
lll

INTERVIEW: '
1. In interviewing, is more than one interviewer
present?

I
l

If yes, how many? Why?

2. Do you plan the interview in advance?

l
l

3. Do you work from a job specification?
Application blank?
Interviewer's guide?
Other?

llll

4. In the decision to hire, how do you consider:
a. Experience--what factors are most important?

b. Age - -a rbitra ry limit 5. ?

llll

82

c. Marital status?

d. References--kind and number?
e. Education?
f. Other?

VI. PLACEMENT:
1. Is the new worker sponsored?

2. Is there a probation period?

3. Does the person who hired follow up the new

employee ?

Yes

‘__..—-—-4—-—

Procedure for evaluating findings ...............

DISCUSSION ..................................

Sc0pe of Dietary Operation .....................

Re c ruitme nt ................................

ooooooooooooooooooooooooooooooooooo

The Interview

Placement .................................

Page
35
36
36
4.1
45
52
53
65
68
73

79

 

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