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EMPLOYMENT PSYCHOLOGY 
steadiness, qualities upon which industries are now plac 
ing every conceivable premium. As long as a large number 
of employees are engaged at work which does not in 
terest them and for which they have not had any par 
ticular training, it cannot be expected that they will 
strive to avoid all tardinesses and absences. The quality 
of loyalty is to-day one of the most stressed in industry, 
for it includes a large number of other desirable moral 
traits. However, the very foundation for loyalty is a 
liking for one’s work or for the resulting rewards, and this, 
in turn, is dependent upon the manner in which the in 
dividual is chosen for his work. It is extremely difficult 
for a worker to be loyal when the work he is doing does 
not call into exercise a knowledge of the trade which he 
has learned, or when he is unable to earn a fair week’s pay. 
In this connection, a statement in one of the reports by 
the Committee on Industrial Training in British Munition 
Factories is of unusual significance. According to the 
report of this committee, the successful factory worker 
was one who had the factory temperament; and the fac 
tory temperament was defined as: first, the patriotic 
loyalty aroused by the country’s need, and, secondly, the 
ability to earn a desirable week’s pay. The latter, it was 
affirmed, was almost more powerful in effect than the 
former. If this was true at the time when this report 
was made, how much more will it be true when the pa 
triotic stimulus is lessened? 
An unusual opportunity of observing the relativity of 
moral qualities in a general way was afforded by a train 
ing course, consisting of about fifteen college men who 
were being shifted from one shop and department to 
another in a systematic attempt to acquaint them with 
the fundamental aspects of the industry. These men