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    <subfield code="g">Section One.</subfield>
    <subfield code="t">Personnel Selection --</subfield>
    <subfield code="t">Matching Men to Job Requirements /</subfield>
    <subfield code="r">Harold F. Rothe</subfield>
    <subfield code="g">5 --</subfield>
    <subfield code="t">What Job Applicants Look for in a Company /</subfield>
    <subfield code="r">Clifford E. Jurgensen</subfield>
    <subfield code="g">13 --</subfield>
    <subfield code="t">Validating the Patterned Interview /</subfield>
    <subfield code="r">Robert N. McMurry</subfield>
    <subfield code="g">17 --</subfield>
    <subfield code="t">Job Expectancy and Survival /</subfield>
    <subfield code="r">Joseph Weitz</subfield>
    <subfield code="g">26 --</subfield>
    <subfield code="t">Using the Application Blank to Reduce Office Turnover /</subfield>
    <subfield code="r">Edwin A. Fleishman and Joseph Berniger</subfield>
    <subfield code="g">30 --</subfield>
    <subfield code="t">The Validity of the Employment Recommendation Questionnaire in Personnel Selection/</subfield>
    <subfield code="r">James N. Mosel and Howard W. Goheen</subfield>
    <subfield code="g">37 --</subfield>
    <subfield code="t">The Validation of Tests /</subfield>
    <subfield code="r">Edward N. Hay</subfield>
    <subfield code="g">44 --</subfield>
    <subfield code="t">Selecting Supervisors with Peer Ratings /</subfield>
    <subfield code="r">Joseph Weitz</subfield>
    <subfield code="g">52 --</subfield>
    <subfield code="t">The Leaderless Group Discussion as a Leadership Evaluation Instrument/</subfield>
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    <subfield code="g">59 --</subfield>
    <subfield code="g">Section Two.</subfield>
    <subfield code="t">Performance Appraisal --</subfield>
    <subfield code="t">Measuring On-the-Job Performance : Applying Cost Accounting Concepts to Criterion Construction/</subfield>
    <subfield code="r">Hubert E. Brogden and Erwin K. Taylor</subfield>
    <subfield code="g">71 --</subfield>
    <subfield code="t">A System Simulator for Measuring Job Proficiency /</subfield>
    <subfield code="r">Guy G. Bresnard and Leslie J. Briggs</subfield>
    <subfield code="g">85 --</subfield>
    <subfield code="t">Developing an Employee Merit Rating Procedure /</subfield>
    <subfield code="r">Reign Bittner</subfield>
    <subfield code="g">95 --</subfield>
    <subfield code="t">Establishing a Graphic-Rating Scale /</subfield>
    <subfield code="r">Lee Stockford and H.W. Bissell</subfield>
    <subfield code="g">114 --</subfield>
    <subfield code="t">Using Critical Incidents to Measure Job Proficiency Factors /</subfield>
    <subfield code="r">Wayne K. Kirchner and Marvin D. Dunnette</subfield>
    <subfield code="g">134 --</subfield>
    <subfield code="t">Some New Insights into Performance Appraisal /</subfield>
    <subfield code="r">Kenneth E. Richards</subfield>
    <subfield code="g">140 --</subfield>
    <subfield code="g">Section Three.</subfield>
    <subfield code="t">Training Employees and Managers --</subfield>
    <subfield code="t">Learning Theory and Training /</subfield>
    <subfield code="r">William McGehee</subfield>
    <subfield code="g">155 --</subfield>
    <subfield code="t">Lecture versus Group Decision in Changing Behavior /</subfield>
    <subfield code="r">Jacob Levine and John Butler</subfield>
    <subfield code="g">163 --</subfield>
    <subfield code="t">The Comparative Effectiveness of Electric and Manual Typewriters in the Acquisition of Typing Skill /</subfield>
    <subfield code="r">Henry L. Adams</subfield>
    <subfield code="g">167 --</subfield>
    <subfield code="t">How to Feed Back Performance Results to Trainees /</subfield>
    <subfield code="r">James N. Mosel</subfield>
    <subfield code="g">173 --</subfield>
    <subfield code="t">Curriculum Assessment with Critical Incidents /</subfield>
    <subfield code="r">Albert S. Glickman and T.R. Vallance</subfield>
    <subfield code="g">181 --</subfield>
    <subfield code="t">Teaching Machines /</subfield>
    <subfield code="r">B.F. Skinner</subfield>
    <subfield code="g">190 --</subfield>
    <subfield code="t">Multiple Role Playing : A Technique for Training Supervisors /</subfield>
    <subfield code="r">Norman R.F. Maier and Lester F. Zerfoss</subfield>
    <subfield code="g">209 --</subfield>
    <subfield code="t">Management Games for Training Decision Makers /</subfield>
    <subfield code="r">William R. Dill</subfield>
    <subfield code="g">219 --</subfield>
    <subfield code="t">Human Relations Training and the Stability of Leadership Patterns /</subfield>
    <subfield code="r">Edwin F. Harris and Edwin A. Fleishman</subfield>
    <subfield code="g">230 --</subfield>
    <subfield code="g">Section Four.</subfield>
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    <subfield code="t">The Human Side of Enterprise /</subfield>
    <subfield code="r">Douglas M. McGregor</subfield>
    <subfield code="g">241 --</subfield>
    <subfield code="t">Does Higher Pay Bring Higher Productivity? / Harold F. Rothe</subfield>
    <subfield code="g">251 --</subfield>
    <subfield code="t">Need Satisfactions and Employee Turnover /</subfield>
    <subfield code="r">Ian C. Ross and Alvin F. Zander</subfield>
    <subfield code="g">259 --</subfield>
    <subfield code="t">Job Design and Productivity /</subfield>
    <subfield code="r">Louis E. Davis</subfield>
    <subfield code="g">267 --</subfield>
    <subfield code="t">Employee Participation in a Program of Industrial Change /</subfield>
    <subfield code="r">John R.P. French, Jr.</subfield>
    <subfield code="g">281 --</subfield>
    <subfield code="t">An Index of Job Satisfaction /</subfield>
    <subfield code="r">Arthur H. Brayfield and Harold F. Rothe</subfield>
    <subfield code="g">295 --</subfield>
    <subfield code="t">Some Definitions of Morale /</subfield>
    <subfield code="r">Robert M. Guion</subfield>
    <subfield code="g">301 --</subfield>
    <subfield code="t">Motivational Aspects of Industrial Morale /</subfield>
    <subfield code="r">Ross Stagner</subfield>
    <subfield code="g">304 --</subfield>
    <subfield code="g">Section Five.</subfield>
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    <subfield code="t">Leadership Climate, Human Relations Training, and Supervisory Behavior/</subfield>
    <subfield code="r">Edwin A. Fleishman</subfield>
    <subfield code="g">315 --</subfield>
    <subfield code="t">Influence : A Key to Effective Leadership in the First-Line Supervisor /</subfield>
    <subfield code="r">Donald C. Pelz</subfield>
    <subfield code="g">328 --</subfield>
    <subfield code="t">Patterns in Management /</subfield>
    <subfield code="r">Rensis Likert</subfield>
    <subfield code="g">338 --</subfield>
    <subfield code="t">An Evaluation of Two Attitudinal Approaches to Delegation /</subfield>
    <subfield code="r">Allen R. Solem</subfield>
    <subfield code="g">355 --</subfield>
    <subfield code="t">Supervisory Problems in Decision Making /</subfield>
    <subfield code="r">Lee E. Danielson and Norman R.F. Maier</subfield>
    <subfield code="g">361 --</subfield>
    <subfield code="t">An Evaluation of Two Approaches to Discipline in Industry /</subfield>
    <subfield code="r">Norman R.F. Maier and Lee E. Danielson</subfield>
    <subfield code="g">369 --</subfield>
    <subfield code="t">How to Choose a Leadership Pattern /</subfield>
    <subfield code="r">Robert Tannenbaum and Warten H. Schmidt</subfield>
    <subfield code="g">376.</subfield>
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    <subfield code="g">Section Six.</subfield>
    <subfield code="t">Communication and Organizational Behavior --</subfield>
    <subfield code="t">Studying Communication Patterns in Organizations /</subfield>
    <subfield code="r">Keith Davis</subfield>
    <subfield code="g">393 --</subfield>
    <subfield code="t">An Experimental Approach to Organizational Communication /</subfield>
    <subfield code="r">Alex Bavelas and Dermot Barrett</subfield>
    <subfield code="g">401 --</subfield>
    <subfield code="t">Barriers and Gateways to Communication /</subfield>
    <subfield code="r">Carl R. Rogers</subfield>
    <subfield code="g">408 --</subfield>
    <subfield code="t">Selective Perception : The Departmental Identifications of Executives /</subfield>
    <subfield code="r">DeWitt C. Dearborn and Herbert A. Simon</subfield>
    <subfield code="g">414 --</subfield>
    <subfield code="t">Some Effects of Feedback on Communication /</subfield>
    <subfield code="r">Harold J. Leavitt and Ronald A.H. Mueller</subfield>
    <subfield code="g">418 --</subfield>
    <subfield code="t">The Readability of Employee Handbooks /</subfield>
    <subfield code="r">Cosimo Carlucci and William J.E. Crissy</subfield>
    <subfield code="g">427 --</subfield>
    <subfield code="t">Recent Concepts in Administrative Behavior /</subfield>
    <subfield code="r">Harold J. Leavitt</subfield>
    <subfield code="g">435 --</subfield>
    <subfield code="t">Adapting Organization to New Technology /</subfield>
    <subfield code="r">Frank J. Jasinski</subfield>
    <subfield code="g">441 --</subfield>
    <subfield code="t">Measuring Organizational Performance /</subfield>
    <subfield code="r">Rensis Likert</subfield>
    <subfield code="g">453 --</subfield>
    <subfield code="g">Section Seven.</subfield>
    <subfield code="t">Fatigue, Monotony, and Working Conditions --</subfield>
    <subfield code="t">Recent Experimental Work in the Study of Fatigue /</subfield>
    <subfield code="r">D.C. Fraser</subfield>
    <subfield code="g">473 --</subfield>
    <subfield code="t">The Prediction of Individual Differences in Susceptibility to Industrial Monotony /</subfield>
    <subfield code="r">Patricia Cain Smith</subfield>
    <subfield code="g">479 --</subfield>
    <subfield code="t">The Curve of Output as a Criterion of Boredom /</subfield>
    <subfield code="r">Patricia Cain Smith</subfield>
    <subfield code="g">489 --</subfield>
    <subfield code="t">Authorized and Unauthorized Rest Pauses in Clerical Work /</subfield>
    <subfield code="r">William McGehee and Edwin B. Owen</subfield>
    <subfield code="g">497 --</subfield>
    <subfield code="t">Shift Work and Human Efficiency /</subfield>
    <subfield code="r">Wallace Bloom</subfield>
    <subfield code="g">504 --</subfield>
    <subfield code="t">Effects of Noise Reduction in a Work Situation /</subfield>
    <subfield code="r">D.E. Broadbent and E.A.J. Little</subfield>
    <subfield code="g">512 --</subfield>
    <subfield code="t">Illumination Standards for Effective and Comfortable Vision /</subfield>
    <subfield code="r">Miles A. Tinker</subfield>
    <subfield code="g">520 --</subfield>
    <subfield code="t">Music in a Complex Industrial Job /</subfield>
    <subfield code="r">William McGehee and James E. Gardner</subfield>
    <subfield code="g">532 --</subfield>
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    <subfield code="t">Accidents and Safety --</subfield>
    <subfield code="t">A Re-examination of the Accident Proneness Concept /</subfield>
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    <subfield code="g">543 --</subfield>
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    <subfield code="g">558 --</subfield>
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    <subfield code="g">565 --</subfield>
    <subfield code="t">Complementary Theories of Safety Psychology /</subfield>
    <subfield code="r">Willard Kerr</subfield>
    <subfield code="g">571 --</subfield>
    <subfield code="g">Section Nine.</subfield>
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    <subfield code="t">A Program of Human Engineering /</subfield>
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    <subfield code="g">581 --</subfield>
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    <subfield code="t">Some Concepts and Methods for the Conduct of Man-Machine System Research in a Laboratory Setting /</subfield>
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    <subfield code="g">611 --</subfield>
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    <subfield code="g">617 --</subfield>
    <subfield code="t">The Tactual Identification of Shapes for Coding Switch Handles /</subfield>
    <subfield code="r">Bert F. Green and Lois K. Anderson</subfield>
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