. Personnel and employment problems in industrial management ... B&op^nqe ti0\er9i. ttsopiwis Lioiomi az -OK 1 1 1 ,1 1 \ 11 i M (^ 3 • « X a a ga«»oas** Scientific Management 51 to one-third of 1 per cent of the working force. For purposes ofaccurate follow-up absences are classified as excusable and inex-cusable. Figure 4 shows that the excusable absences averaged alittle over seven persons per day or .9 of 1 per cent of the workingforce. The inexcusable absences averaged only a little less thanfour per day or .5 of 1 per cent. The total absentees per day aver-aged eleven or only per
. Personnel and employment problems in industrial management ... B&op^nqe ti0\er9i. ttsopiwis Lioiomi az -OK 1 1 1 ,1 1 \ 11 i M (^ 3 • « X a a ga«»oas** Scientific Management 51 to one-third of 1 per cent of the working force. For purposes ofaccurate follow-up absences are classified as excusable and inex-cusable. Figure 4 shows that the excusable absences averaged alittle over seven persons per day or .9 of 1 per cent of the workingforce. The inexcusable absences averaged only a little less thanfour per day or .5 of 1 per cent. The total absentees per day aver-aged eleven or only per cent. In regard to quitters a little more explanation is few people reaUze the tremendous cost to industry from thiscause. Various estimates of this cost have been made. Theseestimates vary from fifty to two hundred dollars per person, de-pending on the nature of the work and character of employe ob-tainable and the percentage of old employes who are even the lowest possible estimate, it would seem that any rea-sonable outlay of both money and
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