Tried motormen, says Professor Munsterberg, agree that they really pass through this experiment with the feeling they have on the car. Though the test is not regarded as yet perfected, its results are thought to be fairly satisfactory when compared with actual efficiency in service. Efficiency, in this connection, means chiefly ability to avoid accidents. Some electric railroad companies have as many as 50,000 accident indemnity cases per year which involve an expense amounting in some instances to 13 per cent of the annual gross earnings. Professor Munsterberg believes that it may be quite advantageous later on to subject applicants for the position of motorman to tests based on the principle involved in the one here described. Even in this inadequate form, he thinks, the test would be sufficient to exclude perhaps one-fourth of those who are nowadays accepted for service. In a public address recently Leonard P. Ayres, director of the Division of Education of the Russell Sage Foundation, brought together all the psychological tests in vocational guidance which, so far as he has been able to discover, are being used in any completed form. Besides the simpler tests for vision, hearing and color discrimination to which pilots, ship officers and railroad employes are usually subjected, there are only three, he said, which have for their object the more difficult task of selecting from among all the applicants those best fitted to perform the work. One of these is Professor Munsterberg’s test for motormen. Another is a test used in a bicycle ball factory, where girls inspect the small polished steel balls for flaws by rolling them over and over on one hand with the fingers of the other and examining them under a strong light. S. E. Thompson, the employer, soon recognized that the quality most necessary in the girls, besides endurance and industry, was a quick power of perception accompanied by quick responsive action. He therefore subjected his girls to the laboratory test which measures in thousandths of a second the time needed to react on an impression with the quickest possible movement. The final outcome was that thirty-five girls did the work formerly done by 120; the accuracy of the work was increased by 66 per cent; the wages of the girls were doubled; the working day decreased from 10½ to 8½ hours; and the profits of the factory were increased.