Employment psychology

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Monograph

Identifikator:: 1028407564

URN:: urn:nbn:de:zbw-retromon-47263

Document type:: Monograph

Author:: Link, Henry Charles; Thorndike, Edward L. http://d-nb.info/gnd/118802127

Title:: Employment psychology

Place of publication:: New York

Publisher:: MacMillan

Year of publication:: 1924

Scope:: 1 Online-Ressource (XII, 440 Seiten)

Digitisation:: 2018

Collection:: Economics Books

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Document type:: Monograph

Structure type:: Chapter

Title:: Part I. Psychological tests

Collection:: Economics Books

194 EMPLOYMENT PSYCHOLOGY the case of the psychologist. His tests are adapted to the selection of the more ordinary variety of workers, the nature of whose work conforms to certain fairly well standardized forms. However, the farther away he gets from these forms—that is, the more complicated and ex ceptional the work becomes—the less applicable are his tests. This tendency is characteristic of all scientific progress. It is well expressed in the trite saying: “Genius knows no law.” Not that the genius is beyond the scope of the law. He is governed by law as much as any other man. The scientist, however, or the psychologist does not know the law or the rule which applies to the excep tional being. Therefore, he has little if any advantage over the ordinary manager when it comes to selecting exceptional men. The technique of medicine may make a man of poor ability a relatively successful physician. However, as soon as he encounters a case distinctly be yond the scope of his technique, his remedies are almost on a par with the ordinary house remedies. This is much more true in the case of the psychologist whose technique is as yet in a less highly developed state. Up to a certain point, his technique enables him to select people with special success. Beyond that point, his success is a per sonal matter, distinct from his technique, and depending more largely on his individual ability. In so far as the psychologist is a good manager, he may also be successful in selecting big men. In so far as he is a poor manager, he is bound to fail in his attempt. Where the scientific method stops, the strength and weakness of the personal equation must again have the last word.

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