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The Principles of Scientific Management by Frederick Winslow Taylor
page 73 of 120 (60%)
regularly conducted to determine what is known as the "personal
coefficient" of the man tested. This is done by suddenly bringing some
object, the letter A or B for instance, within the range of vision of
the subject, who, the instant he recognizes the letter has to do some
definite thing, such as to press a particular electric button. The time
which elapses from the instant the letter comes in view until the
subject presses the button is accurately recorded by a delicate
scientific instrument.

This test shows conclusively that there is a great difference in the
"personal coefficient" of different men. Some individuals are born with
unusually quick powers of perception accompanied by quick responsive
action. With some the message is almost instantly transmitted from the
eye to the brain, and the brain equally quickly responds by sending the
proper message to the hand.

Men of this type are said to have a low "personal coefficient," while
those of slow perception and slow action have a high "personal
coefficient."

Mr. Thompson soon recognized that the quality most needed for bicycle
ball inspectors was a low personal coefficient. Of course the ordinary
qualities of endurance and industry were also called for.

For the ultimate good of the girls as well as the company, however, it
became necessary to exclude, all girls who lacked a low "personal
coefficient." And unfortunately this involved laying off many of the
most intelligent, hardest working, and most trustworthy girls merely
because they did not possess the quality of quick perception followed by
quick action.
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