Educational Agencies, Literature, etc.

It may be remarked concerning untrained candidates for an important position that those who are best qualified by nature and general education will usually possess a certain insight which gives them warning of future difficulties, and makes them willing to take preliminary training, and to work at first in subordinate positions. Those without this insight are likely to argue that training is unnecessary and that they are qualified to take at once responsible posts. Thus the line is illustrated, “Fools rush in where angels fear to tread.”

To indicate the scope of any vocational course of training dealing with the art of employment management a brief analysis of the subject into its major and minor component parts is given herewith.

Organization and equipment of an employment department:

Causes which have produced the need of employment management.

Functions of employment departments.

The administrative organization of a department.

Relations to other departments of a business.

Types of records and reports used in labor accounting—Forms—Office management.

Layout of an employment department.

The employing of the worker:

Job specification.

Analysis of the labor market and its sources of supply.

Problems of dilution.

The selection of employees—Physical examinations—Mental tests.

Discharging, paying off, and the collection of control statistics.

Definition of labor turnover and its calculation.

The law of the labor contract.

The training of the worker:

Apprenticeship indentures and schools—Vestibule schools—Americanization.

The psychology of the presentation of the task to the worker.

The payment of the worker:

Wage setting—Minimum wages and the cost of living—Wage scale formation—Technique of wage paying.

Promotions and deferred benefits.

The control of working conditions:

Health, hygiene, sanitation, medical aid, fatigue, mental strain, motion study.

Working hours and rest periods.

Problems connected with the introduction of women into industry.

Efforts to keep the worker up to standard:

Accidents, accident prevention, insurance, and workmen’s compensation.

Canteen economics.

Local transportation—Home conditions.

Housing—Community efficiency.

Recreation and its effect upon productive energy.

Thrift, loans, relief and legal aid.

Pensions and the problem of the aged worker.

The relation of the employment manager to local and State agencies.

The government of the shop:

Shop rules, rule books, foremanizing, absenteeism.

Suggestion systems and the treatment of complaints.

The organization of shop committees and their functions.

Collective bargaining contracts and procedure.

Associations of employees.

The ultimate bases of discipline and loyalty.

Fortunately, there is now a considerable body of literature available to the person who would inform himself. It should be remembered, however, that mere reading is not study; and that even earnest study only yields correct conceptions. It is experience alone which teaches us the uncommunicable art of applying the powers of our personality in the pursuit of a course of conduct which receives its guidance from our conceptions. There is a great difference between being informed on a group of subjects and being expert in the practice of a profession. If you feel qualified to undertake this training talk it over with the Vocational Advisor of the Federal Board for Vocational Education.

Following is a brief list of references which may be called the employment manager’s 3-foot bookshelf. They indicate the broad range of his interests and activities, and with these any course of training for this new trade or profession must deal adequately.