South Bend news-times. (South Bend, Ind.) 1913-1938, 1921-02-20
NORTHWESTERN u.
HEAD ADDRESSES
STUDEBAKER CLUB
DR.. Walter Dill Scott Discusses
the Handling of Men by
Executives.
CONTINUED FROM PAGE oNEO


Attention should be brought 10
three OF the fundamental principles
| OF personnel administration that un-
derlie our problem. and 20 the fact
that practice based on these princi-
/ Piles are essential steps in securing
stability OF labor.
The first principle is this: Every
worker should be placed IN that po-
siuon where he has the best posi-
/ BILE chance to make the most Of him.
self. This must be Interpreted as
consistent with the larger interests
| OF society as a whole. Our practice
is diverse from this principle. Thus
afield but one which played very
large part in the history OF the world
Is a caste system, such as that Of
\ India, where by the will OF the
/ gods people are placed in a par
ticular calling. Similarly the guilds
OF Europe determine the vacations
which a person should be allowed
to enter. The mere proximity OF the
/ job and the available Jobs have
played too large a part in our prac-
tee. Lastly, social approval OF GER
tain jobs and dsapproval OF others
play very large part at present in
vocational placement IN America.
Judging Applicants.
I'VE cannot place people wisely
until we have developed a skill and
a technique OF judging applicants.
! d he nm,
previous experience, whether II be
based on the desire OF the individual
and his interest. whether Il be based
on some objective measurement OF
skill or OF capacities-or an inter-
probation based upon actual accom-
plishments in present tasks-or
whatever II is, we must develop
technique of judging people before
we begin an adequate system OF
scientific placement.
The second principle TO which |
want TO call attention is that edu-
cation should be continuous through
out the period Of service. / speak
OF the individual as a worker. the
individual as a member of the or
ganizatiOn. the individual as a mem
Der OF a family, the individual as
citizen of the state. the individual
possibly as a prospective junior exc
cuuve. In our practice on the prob
lem OF education in industry we have
placed a great gulf between educa-
ton Cor school) and work. Educa-
ton is an isolated thing. apart from
practical life. THERE'S no relation
ship between the school and the
I plant. between theory and practice.
Education identified with the learn
ing OF reading. writing and arithme-
uc-with the acquisition of know
ledge. more or less useful-with
committing to memory the deeds Of
our ancestors. more or less worthy
with the perpetuation of culture,
whether that culture be interpreted
TO mean Greek. Roman. Chinese, or
Germanic: art for arts sake; culture
for cultures sake; pure learning un-
contaminated by practical applica-
ton. Keep the school away from
business; they have no relation 10
each other. That is pretty largely
our practice, as far as education in
industry is concerned today.
According to our modern princi-
pies. education is profiting by ex-
the entire period or service. We do
perienoe and continues throughout
not graduate and have all the learn
ing we sre ever TO get and then be-
gin work. We should begin work
carly and go TO school always. There
is no gulf between the school and
the office.
Appealing 10 Worker.
THE third principle involved In
producing stability. to which I
want TO call your attention, is this:
We should make appeals to many
| incentives which make the strong
est appeal to that particular indi-
vidual. We need TO emphasize the
necessity OF a manifold appeal and
the appeals which fit that particu-
lar individual.
II should IKE 10 prove IN prac-
tice that we o. not II that way
how in an age or q particular class
wo make our appeals primarily
through one stin illus. and in an
other age through another. We
speak historically 81 the Industrial
world Ak a whole. I think we can
say that primarily the stimulus TO
action in industry has been fear.
This fear may have been provided
by the slave driver. by the master.
by the boss by the fear OF loslr -
he job, by the fear OF hunger. by
the fear Of poverty. but. historical
~. fear In some form has been the
great motive in the industrial
world
we need 10 make appeals 10 the
higher nature. We need 10 make
appeals that, under the circum-
stances. bring results 10 the indi.
Vidual and TO the situation. In in
dustry today we have a lot OF
trouble makers, agitators. loafers
people who are not interested in the
job. but some Of them are as they
are because OF the treatment they
are receiving. There are some who
could be converted into Sergt
Yorks OF industry IL they were
handled as wisely.
II have called attention 10 three
OF the principles OF personnel ad-
ministration and to the accompany
ing practices. If We are to sta IL
re industry. II We are 20 be fair &C
the worker. fair tu industry and
fair 70 society as whole. We mus,
see that every worker is placed
where he has the best possible
chance 20 make the most OF him
self. We must make the most OF
ne worker BY making his education
continuous throughout the period OF
his service We must enable him
20 do his best bv giving him the