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 IV. Conclusion

Collection:: Economics Books

3 88 EMPLOYMENT PSYCHOLOGY yet received little attention but which is becoming daily more important; that is, the classification of workers into trades and grades. One of the greatest hindrances to the amicable settlement of wage disputes has been the lack of such classifications. When, for instance, a group of tool makers ask for a certain minimum wage for all first- rate tool makers and another minimum for all second-rate tool makers, the rock on which negotiations often split is the question: How do you distinguish between what constitutes a first-rate and a second-rate tool maker? The workers fear that the manufacturer will make the classifi cation to his advantage if he is allowed the final word; the manufacturer fears that unless he makes the clas sification himself it will result to his disadvantage. Conse quently, because neither party to the discussion possesses an impartial or impersonal criterion upon which to base a classification, the misunderstanding between both parties grows. This is a situation which has arisen very frequently in recent years and which is bound to arise with increasing frequency as the organization of labor continues to develop. Now, situations of this kind fur nish a perfect illustration of the value and impartiality of the psychological method. It will be remembered that the introductory chapter described employment psychol ogy as the application of exact and standard measures to the problems of employment, in contrast with the crude and prejudiced estimates of the human mind. In situa tions of this kind, just such scientific measures are needed. The manufacturer does not rely upon the judgment of the workers, and the workers are not willing to rely on his. Both judgments are naturally biased, and therefore sub ject to error. In order to solve this problem, it is necessary to appeal to an unbiased and impersonal criterion. Arbi

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