Analyzing Character by Arthur Newcomb (best ereader for epub .txt) 📕

Explanation of abbreviations: Sell., selling; Sec., secretarial work; Exec., executive position; Lit., literature; Purch., purchasing; Merch., merchandising; Pol., politics; Ins., insurance; Acc., accountant; Stat., statistics; Phys., physician; Adm., administration; Adv., advertising; Jour., journalism; Finan., financial; Comm., commerce; Prom., promoting; Org., organizing; Const., construction; Educ., educating; Eng., engineering; Pers. Serv., personal service; Soc. Serv., social service; Agr., agriculture; Mfr., manufacturing.

NOTE—An analysis of the foregoing record shows 82-1/4% of agreement with the record in regard to the subjects' characteristics. This part of the work depends upon an application of principles. In checking the four classifications, Mechanical, Professional, Commercial and Artistic, the element of individual judgment of the analyst entered into the problem; yet here we have an agreement with the record amounting to 65-1/2%. Naturally, choice of exact vocation offers an unusually wide field to the personal equation, especially when the analyst has no data, as in this case, in regard to early environment, education, training, residence, and opportunities. But, even in this case, the students are, in general, in marked agreement with the records. It is impossible to state this agreement in percentages, since each was given a first, second, and third choice, and since some of the vocations suggested are very nearly those indicated in the record, yet not exactly the same. A study of these three columns, however, will impress the reader with the accuracy of the analysts' judgments.

The progress of civilization and enlightment is a good deal like that in the old riddle of the man who had a fox, a goose, and a basket of corn to carry across the river and could carry only one at a time. If you remember, he carried the goose across first, leaving the fox with the corn, since the fox could not eat the corn. Then he went back, leaving the goose, and got the corn; then, when he returned for the fox, he took the goose back with him and left it alone on the bank, while he carried the fox across to keep company with the corn. Then he returned once more and brought the goose over, completing the transfer.

So Civilization carries forward, for a time, one aspect of life. Then she drops this and returns to bring up another. This, in turn, she drops again and goes back once more, and when she goes back she is likely enough to carry the first advance back with her. In the end, however, she finally brings up all of the elements and factors in human life.

For the last fifty years we have made great progress in the invention of machinery, the development of new industries, the organization of great financial and industrial institutions, and the volume of production in nearly all lines. But, in the meantime, in order to make this advance, Civilization has been required to carry back, some hundred of years, the relationship between employer and employed. Now let us hope she is ready to go back and bring this important factor up to date.

ANCIENT AND MODERN EMPLOYMENT CONDITIONS

In the old feudal days, the employee was a serf, bound to the soil of his employer. He received a bare living and shared not at all in the gains of the man whose chattel he was. In the days of transition between ancient feudalism and modern industrialism, Civilization greatly improved the relationship between employer and employee. The proprietor and all his men worked side by side in the same shop, performing the same tasks. Each was proud of his skill. Each took delight in his work. Each understood the other. Oftentimes the employee lived under the same roof with his employer, enjoyed the same recreations, and ate at the same table. The skilful, competent, shrewd employer gathered around him the best men in the trade. He profited greatly and his men shared in his prosperity. The invention of machinery and the great enlargement of industrial units makes such relationship between employer and employee impossible. Yet, when employment conditions are improved to match the improvements in machinery and production, we shall go back to the ancient shop for the fundamental principles upon which the new and better relationship will be built.

MUTUAL INTERESTS OF EMPLOYER AND EMPLOYEE

Observe carefully what these fundamental principles are. First, men who love their work and take pride in it; second, mutuality of interests in that work; third, mutual understanding between employer and employee. By this we mean an understanding by each of the other's point of view, personality, ability, motives, intentions, ambitions, and desires. Already Civilization is groping toward the establishment of a new relation upon this basis. Scientific methods of employment are being adopted in more and more of our industrial and commercial plants. These insure the fitness of the employee for his work and, because of his fitness, his love for it and pride in it. They also insure a better understanding between employer and employee, whose relationship to each other is guided and controlled by a sympathetic and expert corps of men and women especially selected and trained for just such work. Profit sharing, the bonus system, the premium system, study clubs and classes, and many other forms of giving an adequate day's pay for a day's efficient work are all evidences of the desire on the part of the employers and employees to mutualize their interests.

It is true that to-day, perhaps, we have reached the very flood-tide of organization of employees into labor unions and employers into associations, and that these organizations are frequently antagonistic. But these are only evidences of our blind groping toward the ideal. These movements show that we are awake to our needs, that we appreciate the intolerable nature of present conditions and that we have determined to better them. It is inevitable, when such an awakening comes, that we shall eventually learn by our mistakes and direct our effort toward the true solution of our problem.

IDEAL CONDITIONS DIVERSE AS TO DETAIL

Just what would constitute the details of ideal employment conditions it is impossible at this time to say. These will have to be worked out painstakingly, carefully, and with a true appreciation of the fundamental principles involved, by wise and competent employers and employees. It is altogether likely that different conditions will be found to be ideal in different industries and probably in different units of the same industries. One man will maintain ideal conditions by the virtue of his own magnetism and forceful personality, tying his men to himself with the strong bonds of mutual admiration, mutual respect, mutual loyalty, and mutual love. Another will create ideal conditions principally by the magnificent exploits of his organization. It is human nature for a man to like to belong to a winning team, to be proud of his connection with a championship organization. Still, another institution may maintain ideal employment conditions by the good judgment, efficiency, and sincere motives with which it conducts its welfare work. Still another may approach the ideal by means of profit sharing, bonuses, and other such emoluments. We have seen and studied organizations in this country and in Europe which very nearly approached the ideal for each of these reasons. We have also seen some which took advantage of several or all of these.

THE EMPLOYER'S IDEAL

As time goes on, more effective methods of profit sharing will, no doubt, be evolved, methods in which there is greater justice for both employer and employee. New ideas will be developed in welfare work as the result of scientific methods of employment. Employer and employee will learn to understand each other better. The success of all of