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no less trivial and meaningless." He claborates this contention cruelly, concluding in this fashion:

"The claims made by psychologists as to industrial efficiency which psychology can give are ludicrous in the extreme. We may as well expect the astronomer to claim that astronomy can give points on how to successfully conduct a political campaign. As a matter of fact, the psychologist has nothing to say on the subject of advertisements, industry and business, but commonplace trivialities expressed with all the pomposity of scholastic authority. Industrial efficiency does not belong to the domain of psychology. We may as well expect the comparative psychologist to offer practical points on the efficiency of cows to give milk, or on the efficiency of hens to lay eggs.. The ordinary psychologist understands little of business life, knows almost nothing of the life of the laborer, and is woefully ignorant of the economical questions of the times. Psychological business claims are illusory. The sooner the practical business man learns this fact the better for him, and also for the earnest psychological investigator."

A

Psychology in Employing Locomotive Engineers. N entirely different view of the value of experimental psychology to industry is expressed in an article in the August World's Work by Arno Dosch, which describes the application of psychological method in employing locomotive engineers on the Pennsylvania Railroad. The accuracy of the method was tried out by testing many men, whose characteristics were known to Mr. G. W. Creighton, general superintendent of the road. The result of these tests showed a close conformity to the opinions formed by Mr. Creighton in a number of years of practical observation of these men. In the same way the management was convinced of the value of Professor Münsterberg's tests of street railway motormen and telephone operators. The tests are applied by means of two rapidly revolving concentric disks on each of which a band of color appears, which can be varied at the will of the operator. The men are tested for the speed and accuracy with which they can recognize and record by touching a key on a recording device the appearance of certain colors on one of the rings or of certain combinations on the two rings. The colors are flashed off and on in great confusion and every effort is made to reveal any tendency which a man has to become confused under trying conditions. Perhaps the most important feature of the test is the measurement of the time in thousandths of seconds which the men take in recording the color which appears. This tests the man's speed of reaction from a mental impression or his ability to act quickly

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Mr. Fry, who is theories as well as for his apparatus chiefly to Prof. Hugo Münsterberg of Harvard, does not claim that they will show which men will make thoroly efficient engineers, but he is confident that they will reject men who are unfitted by their mental make-up for the work. The case for psychology, as it appears to a railroad man of long experience, is summed up by Mr. Dosch in the following paragraph:

"The man who watched these tests most eagerly was Mr. Creighton. As the general superintendent of a railroad he must be able to judge men. Evidently he has come to the conclusion that ordinary observation is insufficient, altho he was plainly pleased to find his own judgment vindicated by the psychological tests. But he feels the need of a better test, and he sees that it lies in psychology. He is trying to establish a system of psychological tests for applicants. He does not purpose to test the men who are already in his employ. He feels that he knows them pretty well already, and the test of the engineers shows that his observation is good. At the same time he has undoubtedly frequently found it necessary to get rid of men who were unfit for their jobs. This is a painful task. No one likes to discharge a man who is doing his best. These unfit men would never have been hired if a psychological test had been used on them, as they would have revealed their unfitness. That is the service which psychology hopes to do for all forms of industry."

WHERE TO LOOK FOR

T

EXECUTIVES

HE most vital question that confronts any business concern is the question of men. Almost any business, if it were fitted out with a full complement of officers of 100 per cent. efficiency, could achieve a remarkable success. Andrew Carnegie expressed the thought in his wellknown statement to the effect that the loss of all his buildings and machinery would be of little importance if he could still retain his organization; but that the loss of his organization would make all his buildings and machinery worthless. Where can we find executives? Every owner and manager of a business is continually confronted by that question. The practice of some companies is to bring in "new blood" when important positions are open. They judge men by their records with competing concerns or in other lines of business and build up their organizations by drawing men in from the outside. Other concerns follow a definite policy of training their own people and building the organization by promotion from within. Except as a last resort, they do not bring outsiders into im

portant positions. CURRENT OPINION has recently asked a number of the ablest and most successful business men in the United States which of the two policies they prefer and why. The answers are not only interesting but highly significant.

C

"Prefer to Advance Our Own People."

ERTAINLY few men could speak with more authority on this question than Mr. John Wanamaker, who writes:

"We have found, in an experience of over fifty years, that it is a good policy to draw from our Own forces when making selections for executive positions. "There are few rules capable of universal application, and occasionally we find it advantageous to go outside of our own ranks when some peculiar or particular qualification is desirable and useful.

"Generally speaking, however, we much prefer to advance our own people, who have been trained in the business, and are familiar with its ideals and purposes. Therefore, the business is on a sort of Civil Service basis, which makes for greater content and industry among our people, who know that the places higher up are for those best fitted for them when the openings occur."

Even more emphatic is Mr. Horace P. Cheney, head of the great silk manufacturing house of Cheney Brothers, of South Manchester, Connecticut, who says:

"It has always been the policy of Cheney Brothers, wherever possible, to make their own organization, believing that it is simple justice, and aside from the question of justice, it gives more incentive to good work to the whole force if they believe there is room for them to rise and they will not be kept down provided they show ability to do more important work. Of course, it frequently happens that it is necessary for any firm to engage men to fill new situations. Nobody for a moment would consider the possibility of giving a position to a man who was not properly qualified to fill it, or at least whom the employer thought had not the ability to properly fill it. It is necessary, therefore, in making promotions, to carefully consider the ability of the available material from which it is possible to make promotion.

"There is another economic aspect which makes such a course the only logical thing to do. All people as they grow older, if they are not deteriorating, are progressing; they must either be paid more for doing the same work or must be given more responsible work to do, or must be dropped. Permanency in employment is a very good asset for any firm to have. It is easier for them to secure the services of reliable and intelligent men if these men understand that they will not be cast off the moment their employer is able to find a cheaper man to take their place. In order to keep and maintain men

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they must be given such opportunity of promotion as the firm affords.

"These matters seem to the writer so self-evident that it would scarcely be necessary to discuss them were it not true that many firms were so shortsighted as to view only the pay envelope of the day as the criterion of employment, always hiring the cheapest man that can be had to do the work, and replacing him the moment a cheaper man can be found.

"We do not believe that there are many firms in existence whose life runs over a half century who have adopted such a practice successfully."

283.

and bowling supplies, gives a most interesting résumé of the practice of his house. He says:

"J. M. Brunswick, the grandfather of our President, founded this house 74 years ago, and later made his office boy, two bookkeepers and his only salesman partners in the business. The ex-office boy recently retired from business and the Presidency of our New York Company, at the age of 68. The bookkeepers and salesman all, in course of time, became executive heads of the concern. The policy of building from the bottom, in making the executive force, was therefore established by the founder of the company, and has been continued up to the present time, as every official of the concern and most of the executive heads have been identified with the business all the way from 25 to 35 years. We have, on several occasions, experimented with the