به یاد دونالد جی. پاترسون : قبل از جدایی میان روانشناسی صنعتی_سازمانی و روانشناسی حرفه ای

This article discusses the disconnect between industrial–organizational (I–O) and vocational psychology in the context of Donald Paterson’s career, an applied psychologist who bridged both disciplines. Paterson’s interests in both vocational guidance and personnel selection suggest that these fields are interwoven, despite the prevailing gap separating them in science and practice. Current trends in I–O psychology are discussed that suggest the field is beginning to reconsider the importance of vocational psychology in the modern workplace. We argue that I–O psychology would benefit from such a reconnection by acknowledging its ethical responsibility to improve the workplace for both management and the worker.

This article uses the life and contributions of applied psychologist Donald Gildersleeve Paterson to trace the disconnect between industrial–organizational (I–O) and vocational psychology. In the early days of applied psychology, there was much shared influence between those who conducted research in what would today be called I–O psychology and those who conducted research in what is now referred to as vocational counseling. Paterson’s research contributions largely fell in the areas of employee selection and vocational counseling. He particularly concerned himself with issues of job fit, both from the viewpoint of the organization and the job applicant. Specifically, Paterson investigated how companies could use different selection tools (e.g., ability tests, work histories) to adequately fill job vacancies. In addition, he considered the benefits of vocational guidance to the adult population (including both college students and unemployed adults) by studying how job applicants could learn to effectively align their aptitudes with their vocational interests. We believe that his career is worth considering because his broad outlook on personnel psychology represents a view that has received less attention over time. Specifically, Paterson considered employee selection to be important both for the purposes of increasing organizational efficiency and for making sure that individuals found work that would help them best fit their capabilities and, hence, increase satisfaction. Unfortunately, since Paterson’s time, there has been a disconnect between those who view selection from the organization’s perspective and those who view personnel selection from the individual perspective.

Throughout his career, Donald Paterson worked toward improving the compatibility between a person and his or her organization both from the individual’s and the organization’s perspective. Several themes permeate Paterson’s research and we consider them now.