Abstract
The history of employee attitude testing in American industry is presented as an example of how behavioral science has been used by management as a tool for solving industrial relations problems. Developed in the twenties, worker attitude surveys were widely used during the late thirties and after World War II to improve employee relations and employee loyalty. Problems associated with surveying, including the inexperience and naiveté of the survey takers, led industry to form close ties with academic behavioral scientists.
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