Flag Raising at the Chester Shipbuilding Company The first step toward industrial Americanization and the development of plant spirit is to provide the right environment. LABOR MAINTENANCE A Practical Handbook of Employees' Service Work By DANIEL BLOOMFIELD Of Bloomfield and Bloomfield, Consultants in Employment Manage- ment and Industrial Relations; Author of "Employment Manage- ment," "Modern Industrial Movements," "Problems of Labor"; Asso- ciate Editor, "Industrial Relations," "Bloomfield's Labor Digest." NEW YORK THE RONALD PRESS COMPANY 1920 &(> Copyright, 1920, by THE RONALD PRESS COMPANY All Rights Reserved To MR. AND MRS. A. LINCOLN FILENE PREFACE There has long been a need for a book which points the way to better methods in what was once known as "welfare work" and to make clear the principles which must underlie sound service work with employees. The need for a practical handbook has also been evident ; and with these needs in view the author has prepared the present volume. The aim throughout has been to give as many practical examples of successful work as possible, so that employers, employment executives, and service workers would have at hand the experience of other concerns combined with informa- tion and discussion as to the best practice. Like other new developments in industry, employees' service work will have to go through the stages of experimentation; but there is no need for costly mistakes due to a wrong conception of the purpose of such work, and it is in the hope that this book may be of assistance in avoiding pitfalls that it is offered to industrial executives and others interested in the subject. The author wishes to make grateful acknowledgment here of the generous assistance given him in the . preparation of this volume by Mrs. Edith Reider Barron, formerly of the International Harvester Company, Meyer Bloomfield, J. W. L. Hale, formerly in charge of apprenticeship work of the Pennsylvania Railroad and recently with the Chester Ship- building Company, who assisted in preparing Chapter V; to Frederick J. Allen, author of "The Shoe Industry" and other contributions to industrial literature, and who gave material help in the preparation of some of the chapters; to Albert vi PREFACE Pick and Company, for data on employees' lunchrooms and cafeterias ; and to executives and officials of various companies who have co-operated with the author in making the informa- tion in this book available to readers. DANIEL BLOOMFIELD. Boston, Massachusetts, September I, 1920. CONTENTS CHAPTER PAGE I NEED FOR SERVICE WORK . ... v ....... 3 New Interpretation of an Old Problem Wastes Owing to Labor Turnover Conditions in Metal Plants Magnus Alexander's Investigation Some Street Railway Figures Detroit Conditions Transportation Shipbuilding Cloak and Suit Trade Conditions in Milwaukee- Factors in the Cost of Labor Turnover Subject Under General Study Plant Maintenance and Labor Stability Co-operation of Worker and Management Necessary II SERVICE WORK THE RIGHT FOUNDATION 14 "Welfare Work "Its Failure Workers' Dislike of Being Patronized Organized Labor Suspicious England "Welfare Supervisors " "Trade Union" Views A_ Better Name " Service Work " Aims and Ideals New Conception of Employment Service Work and Industrial Justice Service Work Good Business A Constructive Force Brings Co-operation Conditions of Work Must Be Good Wages Must Be Fair Properly Co-ordinated Effort III THE EMPLOYEES' SERVICE DEPARTMENT ITS RELATION TO OTHER DEPARTMENTS 26 Proper Name for the Department Service Department Includes Employment One Plan Executive Board Employment and Service Department Plimpton Press Plan Terminology What "Employment" Should Imply What " Service " Should Imply What the Department Should Be vii viii CONTENTS CHAPTER PAGE In Large Concerns Department of Industrial Relations Sometimes Called "Labor Department " Sometimes "Personnel Department " Under Whom Shall the Department Function? General Manager Works Manager Industrial Relations Manager IV INTERNAL ORGANIZATION or THE SERVICE DEPARTMENT . . 42 Size of the Department Office Organization System Filing and Record The Executive Always Accessible Conferences Special Studies and Reports Keeping in Touch with Other Concerns Planning Activities Making New Workers Feel at Home Instructions for "Interviews " Greeting New Employees The Wrong Way Greeting Employees The Right Way Utilizing the Rulebook "Follow-up" Men Other Activities Outlined The Budget The Department's Estimate The Employer's Estimate V THE SERVICE MANAGER 5 6 A First-rate Executive Needed General Qualifications Training and Experience Personality Judgment Possibilities Where to Find the Man Correlation of the Employment and Service Departments Duties of the Employment Manager Duties of the Service Manager The English Viewpoint Duties Inside and Outside the Factory Inside Supervision of Working Conditions Canteens for Workers Ambulance, Restroom and First Aid Cloakrooms and Sanitary Conveniences Outside the Factory Personal Records of Employees The Future of Service Work VI BUILDING UP A PLANT SPIRIT 69 The Problem of Morale Plant Spirit Right and Wrong What Plant Spirit Is 1 . Right Working Conditions 2. Elimination of Fear and Uncertainty CONTENTS ix CHAPTER PAGE Limiting the " Power of Discharge " A Plan for Regulating Discharges Employees Must be Treated Fairly 3. The " Other Fellow's Point of View " 4. Self-help Through Mutual Respect A Specific Instance of the Development of Self-help 5. Opportunities for Advancement 6. Enthusiasm of Management The Part of the Foreman New Conception of the Foreman's Job The Stupid Foreman a Handicap Reaching the Foreman Labor Efficiency Bulletins A Remarkable Record of Plant Spirit VII TRAINING THE WORKER 87 Need of Industrial Training Benefits of Training Efficiency Aims of Training History of Trade Education The Decline of Trade Education The Revival of Trade Education Aim of the New Trade Education Training for Every Worker Advantages Better Relations Advantages Reduction of Labor Turnover Job Adjustment Survey The "Job Adjuster" A Concrete Example of the Value of a Job Adjuster Apprentice Schools as Selective Media Increased Training Means Increased Production Kinds of Industrial Training Mechanical Trade Training Office Training Emergency Training Determination of Method Instructors Physical Equipment Correlation of Shop and School VIII SOME TRAINING SYSTEMS 104 Wide Variety The Pennsylvania Railroad Company The Brown and Sharpe Plan Objects School Work Requirements for Apprenticeship The Cincinnati Milling Machine Company The Simonds Manufacturing Company The Larkin Company Goodyear Tire and Rubber Company Special Devices The Factory School The Western Electric Company The Packard Motor Car Company The Wanamaker Plan The Filene Plan X CONTENTS CHAPTER PAGE Other Plans Training Shipbuilders Aids for Establishing and Conducting Industrial Training IX THE PROBLEM OF AMERICANIZATION 121 The Influence of Foreign-born upon Industry "Industrial Americanization " "What America Means " Americanization A Humanizing Program The Importance of First Impressions Managerial Attitude A Determining Factor The Right Attitude The Americanization Committee The Influence of Plant Spirit Getting Behind the Returns A California Commission Report of the Commission An Ohio Plan Emphasis on Practical Results The Scope of Americanization Work X TEACHING THE FOREIGNER OUR LANGAUGE 135 The Importance of Teaching English Forming Classes for Study Selection and Training of Teachers Fostering Interest The Problem of Attendance Language of the Classroom Methods of Teaching Variety Aids Greatly Drill in Grammatical Expressions Work of the Bethlehem Steel Corporation The Ford School The Goodyear Rubber Company's Plan Other Factories Conducting Classes Co-operation with Public Schools Using Company Time Teaching English Pays XI FURTHER AIDS FOR AMERICANIZATION 148 Study of American Institutions Necessity for a Well-balanced Educational Plan Utilizing All Means of Approach Factory Activities Noon-hour Meetings Plant Newspapers Pay Envelopes Plant Census The Brown and Sharpe Company's Work Naturalization Delaware Study of the Naturalization Problem Co-operating with the Community Assistance from Local Governments The Public Library CONTENTS xi CHAPTER PAGE Assistance from Chambers of Commerce Massachusetts Department of University Extension Bulletin XII THE WORKER'S HEALTH 164 The Conservation of Human Energy Benefits Accruing to Industry New Qualities Required of Managers Loss of Time from 111 Health, Accidents, etc. Number of Industrial Accidents Effect Upon Labor New Conception of Health Work Industrial Medicine the First Phase Industrial Hygiene the Second Phase The Industrial Physician a New Profession Legislation versus Voluntary Action XIII ORGANIZING A PLANT HEALTH DEPARTMENT 174 Work of the Health Department Relation to the Plant The Industrial Clinic or Emergency Hospital Equipment of Emergency Hospital Minimum Requirements of the Department Personnel of the Department Training the Industrial Physician Industrial Nurses Course of Training for Industrial Nurses Work of the Standard Oil Company The American Rolling Mill Company The American Cast Iron Pipe Company The British Government's Requirements XIV WORK OF THE PLANT HEALTH DEPARTMENT . . . . ; 191 Physical Examinations Objections and Difficulties Western Electric Company Avery Company Other Methods Dental Service Operation of Dental Clinics National Cash Register Company Eye Treatment The Visiting Nurse Her Qualifications and Functions Eastman Kodak Company Training of Nurses Restrooms for Women Health Campaigns Training in First Aid Physical Training Shower Baths Co-operation with Community Organizations XV THE WORKER AT PLAY THE NEED FOR RECREATION . . 208 Efficiency Requires a Change of Occupation Need for Recreation xii CONTENTS CHAPTER PAGE Recreation and Working Power Some Primary Considerations Organized Play is Sound Business Self-directed Recreation Best Freedom in Recreation The Example of the Cities Recognition of Benefits of Recreation Employee Management of Recreation The Democracy of Play The Alien in Recreation The Advantages of Athletics Motion Pictures Restrooms Example of Eastern Manufacturing Company Clubhouses Work in Mining Camps and Steel Plants Recreational Possibilities of the Clubhouse The Company Park The Country Club Music as Recreation XVI THE WORKER AT PLAY METHODS OF RECREATION . .222 Scope of the Chapter The Wagner Electric Manufacturing Company Interdepartment Games The United States Steel Corporation The Bush Terminal The Pennsylvania Railroad System The National Cash Register Company Sears, Roebuck and Company The Curtis Publishing Company's Country Club The Brass Band Operating Expenses Organization and Practice Other Musical Activities Their Influence upon Morale Some Company Organizations Glee Club of Metropolitan Life Choral Society of Strawbridge and Clothier Company Dramatics Suggestions for "Putting On" a Play A Final Word XVII ACCIDENT PREVENTION SAFETY WORK 236 Place of Safety Work in Labor Maintenance Safety Work Pays Reduced Accident Frequency Decreased Compensation Liability National Safety Council Statistics Duties of the Management Duties of the Foreman The Workmen's Committee Duties of the Safety Engineer Monthly Record Sheet for Accidents Safety Specifications for New Equipment Suggested Plans for Organization The Eastman Kodak Company's Organization CONTENTS xiii CHAPTER PAGE The United States Steel Corporation's Plan Interesting the Worker in Safety Safety Meetings Other Means of Fostering Interest The Avery Company's Campaign An Accident Prevention Score-board Development of Self-control XVIII DEVELOPING A SUGGESTION SYSTEM 259 A Suggestion System as an Investment The Influence of Managerial Attitude "Selling " the Idea to Managers The Right Foundation Stimulating the Employee's Interest Dangers of Mechanical Management Tapping a Reserve of Energy The Eastman Kodak Company's Plan Awards for Suggestions The National Cash Register Company's Plan Method of Handling Suggestions Prizes for Six Months' Suggestion Contests Other Suggestion Systems A Good Suggestion Well Worth its Cost XIX THE EMPLOYEES' LUNCHROOM AND RESTAURANT . . . 275 Importance of Food upon Labor Maintenance Findings of British War Ministry A Good Business Policy The Pierce- Arrow Company The National Cash Register Company's Lunchroom Commonwealth Steel Company's Plan Further Lunchroom Plans Percentage of Employees Using Restaurant Cost and Selling Prices Farming Out Restaurant Privileges Method of Service Cafeteria or Serving Counter Essential Requirements of a Successful Restaurant Equipment Kind and Quality of Food Effective Menus XX THE PLANT NEWSPAPER OR MAGAZINE .291 A Medium of Intercommunication Means of Stimulating Production Giving Personality to the Concern Elements of a Successful Paper The Paper's "Make-up" The News Element Date of Issue Distribution Special Features A Few Successful Plant Papers The Editorial Staff and its Work Functions of the Editor Editorial Conferences xiv CONTENTS CHAPTER PAGE Functions of the Business Manager Financing the Paper The Question of Advertising XXI THE HOUSING PROBLEM IMPORTANCE 306 The Housing Problem Good Housing Versus High Labor Turnover Importance of Housing Taught by the War Industrial Housing in England During the War Industrial Housing in the United States in War Time Results of Inadequate Housing Report of the Housing Corporation Frederick Law Olmsted's Views Housing Development of United States Shipping Board The Importance of Housing in Peace Times Good Housing and Health Suggestions for Proper Housing XXII THE HOUSING PROBLEM WHAT TO Do 321 The Duty of Industry as to Housing Fairbanks Morse Company's Plan Housing Betterment in Maine The Clark Equipment Company The General Motors Corporation Aiding Employees to Purchase Method of Payment on Dwellings A Unique Development The Goodyear Tire and Rubber Company The Firestone Tire and Rubber Company The Gary Plan Indian Hill Other Noteworthy Efforts Further Instances Housing the Unmarried Worker The Real Estate Bureau and Room Registry Separate Housing Corporation The Best Method How to Go About It XXIII FINANCIAL AIDS MUTUAL BENEFIT ASSOCIATIONS . . 339 The Elimination of Uncertainty as to the Future Methods of Providing for the Future The Nature and Growth of Mutual Associations Chief Forms of Benefits How the Employer Can Help The Basis of a Successful Organization Procedure in Organizing Sound Financial Policy Types of Organization The Pennsylvania Railroad Plan Classes of Membership The Relief Department The Bridgeport Brass Company The Plan in Operation CONTENTS XV CHAPTER PAGE Benefits The Visiting Committee The White Motor Company An Excellent Plan The American Chain Company The General Electric Company An Unusual Type of Plan The Pennsylvania Agricultural Works The Dodge Mutual Relief Association Co-operative Associations Employees Aid from Employers Saving Funds Selling Stock to Employees XXIV FINANCIAL AIDS GROUP INSURANCE 357 Gradual Development of Insurance Idea Early Mutual Insurance for Workers Defects Range of Mutual Insurance in Industry Legislative Control How Employers Can Help Mutual Insurance Why Industry Has Taken Up Insurance Self-help Among Workers Benefit to Employees Group Insurance The Principles of Group Insurance Advantages and Disadvantages How the Plan Has Operated Synopsis of a Group Insurance Policy XXV FINANCIAL AIDS PROFIT-SHARING, ETC 369 Service Annuities, Pensions, and Service Bonuses Solvay Process Company's Pension Fund The American Sugar Refining Company Swift and Company The Bell Telephone Company Service Rewards How the Plan Works The Wage Bonus The Nature and Growth of Profit-sharing History of Profit-sharing Opinion Growing in Favor of Profit-sharing A Succinct Statement of the Case Profit-Sharing Defined Bonuses not Profit-Sharing Profit-Sharing in Successful Concerns A. W. Burritt Company The Hall-Scott Company Morris and Company An English Plan The Endicott- Johnson Company The Solvay Process Company's Profit-sharing Plan Sears, Roebuck and Company An Exposition of the Plan's Working N. O. Nelson Company Summary xvi CONTENTS CHAPTER PAGE XXVI LINKING UP WITH THE COMMUNITY .390 The Community Idea The Obligation of the Employer Kinds of Industrial Communities Community Organization Thfc Community Secretary The Civic Center An Example of Community Building and Improvement Two Examples of Steel Corporation Towns The Four Bases of Community Welfare Community Festivals and Mutual Enterprises Strictly Community Festivals Folk Festival of Norton Grinding Company Pageant of Merchant Shipbuilding Company Minor Community Activities Gardening Playgrounds and Kindergartens Education Building Citizens Athletics Community Singing A Development of the Community Idea APPENDIX A FORM OF RECORDING LABOR TURNOVER EXPLANATION 410 B ESTIMATING EMPLOYMENT COSTS CLASSIFICATION OF PERSONS EMPLOYED 421 C SANITARY STANDARDS FOR FACTORIES AND SHOPS . . 424 D PLAN FOR SHOP SAFETY ORGANIZATION . . . . . 430 E TERMS OF APPRENTICESHIP AGREEMENT 451 F BY-LAWS DODGE MUTUAL RELIEF ASSOCIATION . . 454 G BY-LAWS AND FORMS, CHENEY BROTHERS BENEFIT ASSO- CIATION AND PENSION REGULATIONS 473 FORMS AND ILLUSTRATIONS FIGURE PAGE Flag Raising at the Chester Shipbuilding Company . . Frontispiece 1. Table Showing the Functions of the Service Department as Con- ceived by the Hood Rubber Company 29 2. Organization Chart of Service Activities 31 3. Diagram of the Personnel Department at the Plimpton Press . . 33 4. Chart Showing the Relation of Employment and Service Manager to Other Administrators 38 5. Department Classification of Industrial Relations Activities in a Large Establishment 39 6. Chart of the Functions of the Employee's Service Department in a Large Establishment 39 7. Table Showing Effect of Service Work as Administered in 431 Concerns 40 8. Pictorial English Lessons with Phonetic Translations . . . . . 152 9. Specimen Circulars Urging Citizenship 154, 155 10. Americanization Census Card 156 11. Nationality Survey Blank 158 12. Outline of a Course in Industrial Medicine and Public Health . . .185 13. Graphical Representation of Accident Frequency Rates .... 239 14. Diagram of the Duties of the Safety Engineer 245 15. Weekly and Monthly Record Sheet of Accidents 246 1 6. Organization Chart for Safety Work 249, 250 17. Examples of Slogans on Pay Envelopes 255 1 8. An Accident Prevention Score-board 257 19. Preliminary Suggestion Blank 264 20. Regular Suggestion Blank 265 21. Acknowledgment of Suggestion Form 266 22. Form Used in Filing Suggestions 266 23. Superintendent's Copy of Suggestion 267 24. Report Blank on Suggestions 268 25. Commissary Department Chart 280 26. Table of Food Values ^ 289 27. Table of Industrial Benefits and Insurance Premiums 345 28. Form for Recording Labor Turnover 413-416 29. Certificate of Illness 502 30. Sample Notice of Membership in Benefit Association 503 31. Form for the Rejection of Full Membership in Benefit Association 504 32. (a) Certificate of Full Membership in Benefit Association .... 504 (b) Terms of Full Membership in Benefit Association 505 33 . Certificate of Limited Membership in Benefit Association .... 505 34. Accident Report Blank 506-509 35. Accident Disability Record Card 5 IO 36. Sickness Disability Record Card 511 37. Personal Record Card 512, 513 xvii LABOR MAINTENANCE CHAPTER I NEED FOR SERVICE WORK New Interpretation of an Old Problem Among the most important and difficult problems in in- dustry today, is that of so maintaining the labor forces that there may be the fewest possible number of changes in per- sonnel, the minimum of labor friction, and the maximum of production. In the past, industrial managers have concen- trated on the mechanics of production or organization; they have eagerly sought and accepted new methods of reducing wastes; but until recently they have not given sufficient time to that matter which goes to the very heart of industrial efficiency the human problem. It was not until employers in general awakened to the startling wastage of human ma- terial and its cost to them individually, as well as to industry in general, that real attention became centered on problems of man-power and its maintenance. Secretary William C. Redfield recently called us the "In- dustrial Wasters of the World," and none may gainsay that we have suffered prodigious labor losses to take place without a recognition of their existence or their consequences. But a scarcity of labor, brought on by the cessation of immigra- tion, by the absorption of millions of productive men in the Great War, and a desire of the workers for a larger interest in their daily employment have brought us face to face with a problem which we must now solve, and solve intelligently. There is an ominous grumbling against inefficiency with its reckless hiring and firing, and its apparently greater solici- tude for machines than for men, in present-day management. 3 4 LABOR MAINTENANCE The increasing number of workers who voice this protest are asking for a share in the control of the conditions under which they work so that they may reduce the hazards to which they are subject and be enabled to live a more satisfactory life. What are some of the facts? Wastes Owing to Labor Turnover The turnover of labor in industry has been and still is appallingly large. Its costs have amounted to millions of dollars. Some of the following examples have been often quoted but they are still worth noting because of their im- portance. Conditions in Metal Plants A study of twenty metal plants in the Middle West, made in December, 1914, by A. W. Grieves of the Jeffrey Manu- facturing Company, revealed the fact that it was found neces- sary to hire 69,000 men to maintain an average of 44,000. Magnus Alexander's Investigation In 1915, Magnus Alexander studied the employment records of the year 1912, in twelve metal concerns where there were 37,274 workers at the beginning, and 43,971 at the end of the year. During this time 42,571 new employees were hired. The increase in the working force amounted to 6,697. The significant fact is that 35,874 persons were hired in excess of the required increase. Mr. Alexander, in The Nation's Business. September, 1916, said: Theoretically, only as many persons ought to have been hired as were needed permanently to increase the force; practical allow- ances, however, must be made to compensate for the following factors applicable to workers generally. It may be assumed: NEED FOR SERVICE WORK 1. That i per cent of the regular force of employees under investigation die within a year and must be replaced. 2. That 4 per cent are incapacitated for work by sickness for more than two weeks and must be replaced temporarily or permanently. 3. That 8 per cent withdraw from service from whatsoever reason or are discharged in the course of a year and must be replaced. 4. That 8 per cent of the normal force must be added for temporary work and for normal fluctuations in production. 5. That 80 per cent constitute a satisfactory efficiency of a hiring. department. It follows, therefore, that without any permanent increase in the working force, 26^4 per cent of the total force would have to be rehired during the year. The same allowances must be applied to the number of employees required to give a permanent increase in the working force. Applying these factors to the problem in hand we find that the engagement of 13,843 persons, in addition to the 6,697 for permanent increase, or the total engagement of 20,540 persons, would have been justified to cover withdrawals by death, sickness, resignation and discharge, and to allow for production fluctuations and practical employment results. But 42,571 persons, however, were engaged, or 22,031 above the apparently necessary requirements. Total New Rehired Group A, Highly skilled mechanics Group B, Mechanics of ordinary skill and experience 2,781 i 818 2,031 2 78? 750 I O^I Group C, Operatives requiring very little skill 7 ^88 5^0-2 I QQ5 Group D Unskilled laborers 7 IOO c 18-* I.QI7 Group B Shop clerical force Q44. 68Q 255 Total 22 031 16.08^ 5.QJ.8 It is obviously impossible to determine with any degree of accuracy what amount of money is represented in this unnecessary hiring of over 22,000 persons. The waste per person depends on his rate of wages, how much training he requires, and whether errors made by him during his training involve damage to high- or low-priced LABOR MAINTENANCE tools or materials. Industrial managers who have hazarded a guess have made various estimates, ranging from $30 to $200 per person. In order to establish as closely as practicable the facts of the case, 1 divided the number of persons apparently unnecessarily hired into five groups, as given on page 5. The expense factors of hiring and training of employees in any group are: 1. Clerical expense in hiring department. 2. Instruction of foremen and assistants. 3. Increased wear and tear of apparatus. 4. Reduced rate of production. 5. Increased amount of spoiled work. The following table shows the values assigned to each factor in each group; due weight having been given to the lesser expense for rehired employees: Group Hiring Instruction Wear and Tear Reduced Production Spoiled Work Total Rehired Employees A... . B... . C... . D. . $.50 So So So $ 7-50 15.00 20.00 2 . OO $10.00 IO.OO IO.OO I . OO $20.00 18.00 33-00 S.oo $10.00 15.00 10.00 $48 . oo 58.50 73.50 8.50 $10.00 20.00 35-00 5 . oo E . 50 7 So I OO 20. oo 29 oo 10 oo When these values are multiplied by the number of new and rehired employees in each group, the result shows that the apparently unnecessary engagement of 22,031 employees in one year in the twelve factories under investigation involved an economic waste of $831,030. This amount will reach more than a million dollars if the reduced profits, increased overhead expenses owing to reduced production, expense of physical examination and that resulting from abnormal accident occurrence common to green workers, are taken into consideration. Some Street Railway Figures A study of street railway employment made by the United States Department of Labor brought out very clearly the high NEED FOR SERVICE WORK 7 labor turnover rates prevailing in that branch of the trans- portation industry. As reported in the Monthly Review for August, 1917, the average annual turnover rate for motormen in the 96 companies reporting to the department was 38.4 per cent. While the turnover in 13 companies was as low as 10 per cent, in 5 companies it was over 100 per cent. In the case of conductors the statistics were even more startling, for in 12 out of the 96 companies the turnover was 100 per cent or over. Detroit Conditions Analysis of the turnover figures in 57 Detroit plants, according to an address by Boyd Fisher before the Employ- ment Managers' Association, Boston, 1917, gave an average of a little over 252 per cent a plant This was largely owing to unusually bad labor conditions, but "the figures/' says Mr. Fisher, "are not as high as they would be if they did not include the comparatively low averages of plants having em- ployment departments, as well as plants which allow foremen to do their own hiring and firing. An analysis of plants hav- ing labor departments against those having no labor depart- ment shows that, roughly averaged, the plants having no em- ployment department hired 3 men to every 2 hired by those which did have employment departments." At the Ford Motor Company, Detroit, in 1913, 52,445 workers were hired and 50,488 left. "The stream going out of the door was almost as great as that coming in," says an official of the company. During the period of 15 months from June, 1915, to September, 1916, 25,670 entered the employ of the company and 7,031 left for various reasons. In 1916, after the installation of an employment department to increase the working force 100 men, it was necessary to hire 136 men; previous to that year, 963 men had to be hired to accomplish the same results. 8 LABOR MAINTENANCE Transportation The Southern Pacific Railway Company recently estimated its annual turnover to be 150 per cent. Taking this as an average figure, says a recent number of American Industries, for all the railways of the country, which employ about 1,800,- ooo men, it is necessary to hire 2,700,000 men each year in order to maintain the 1,800,000 workers. On the assumption that it costs $10 for each man broken in, the total cost of this labor turnover would be $27,000,000. Shipbuilding At a conference of shipyard employment managers in Washington, D. C., November 9, 1917, Rear Admiral Capps made the statement that "in 64 yards, of which we have recently had accurate data, the turnover averaged 235 per cent a week or so ago, and probably was 300 per cent at the last report. In the course of a year you could well realize what this means in the volume of men passing through your works without an adequate return in labor." "As a result of difficulties at the Hog Island Shipyard," says the report of the United States Attorney-General who investigated affairs there, "labor became so disorganized, men were shifted from job to job, and were hired and quit so frequently that the labor turnover was from 50 to 100 per cent a week." 1 Shortly after the armistice was signed, the Chief of the Naval Bureau of Yards and Docks told the House of Repre- sentatives' Naval Committee that some contractors reported a labor turnover as high as 50 per cent a week. Cloak and Suit Trade A recent study covering the 18 cloak and suit establish- ments affiliated with the Cleveland Garment Manufacturers' 1 See the Official Bulletin of the United States, December 23, 1918. NEED FOR SERVICE WORK 9 Association, and three other shops besides, made by the United States Department of Labor, revealed a labor turnover of about 92 per cent a year for the industry. This percentage is based on figures furnished by slightly over one- fourth of the firms studied. One employer having an average of 50 workers had a turnover of 1,200 per cent, a condition characteristic of other small shops in the trade. The investigator attributes this condition in part to the "careless and haphazard methods used in dealing with the labor phase of their business" and states that ' 'about seven-tenths of the labor turnover of the industry was caused by voluntary separations, to accept positions which offered better earning opportunities or more desirable condi- tions of employment/' Conditions in Milwaukee A recent study of 21 establishments in Milwaukee with an average of 26,662 employees actually working, which was conducted by the Bureau of Labor Statistics and reported in the Labor Review, April, 1919, showed these conditions: Discharged ...................................... 3,042 Laid off ......................................... 863 Entered military service ........................... 2,323 Quit ............................................ 30,788 These are only some of the facts. The profession of employment management is new and its principles not yet fully crystallized or universally in operation; it will therefore take some time before we can have a complete audit of the costs resulting from labor turnover. We have definite figures of our losses with reference to industrial accidents, ill health, and disease, but we have not yet a complete picture of the 10 LABOR MAINTENANCE enormous losses which attend the unintelligent management of labor. Factors in the Cost of Labor Turnover Nevertheless, the costs of an unsettled working force have been measured with a fair degree of accuracy. (See Ap- pendices A and B.) Anyone can see that it must cost a considerable amount to hire, place, train, and lose workers. Some of the elements which enter into such costs are: 1. Salaries of executives, clerks, and others on the staff of the department. 2. Cost of printing, stationery, and supplies for the de- partment. (The cost of equipment, rent, light, and heat is a factor to be considered in certain cases. ) 3. Cost of advertising for new workers, or getting in touch with sources of labor supply. 4. Cost of breaking in or training new workers. This may include the time of the executive or workman who instructs the new worker. 5. Non-production during the period of initiation. 6. Inadequate production during the period of initiation. 7. Imperfect work. 8. Repeated corrective work. 9. Retarded production of the gang, group, or department in which the new worker is placed. 10. Spoiled work. 11. Abuse of tools, machines, or equipment. 12. Cost of medical supervision. 13. Cost of accidents. 14. Loss of employees' good- will. (This is hardly meas- urable but should be considered.) Cost to the employee will be: i. Loss of new employee's time in getting adjusted. NEED FOR SERVICE WORK 2. Probable low starting wage for the new worker. 3. Time lost in seeking another job if employee finds present job unsatisfactory or if present job finds him unadaptable. Subject under General Study Far-sighted employers are now turning their attention to the problem of keeping their workers. The subject is also being studied by the federal government through its various agencies, by chambers of commerce throughout the country, by economists, by trade unionists, in fact by everyone con- cerned about the growing unrest and the future of industry. It is not easy to obtain a satisfactory solution, but we can at least approach the problem with the proper point of view and profit by the abundant record now available of more or less successful attempts to deal with the problem. Plant Maintenance and Labor Stability Labor maintenance and plant maintenance are closely re- lated. In fact, as we shall see later, proper plant maintenance is a condition precedent to effective labor maintenance. But they are absolutely distinct as to methods of handling. Each should be managed separately. Each requires a different type of manager. One is a matter of physical conditions, of prac- tical adjustments; the other a problem of men and human nature, of psychological adjustments. The point should be emphasized that man-power should be treated as wisely, and with as careful planning, as the plant and its machinery. We would go further and say that the worker must receive much more attention, because he is a thinking, feeling being, a person of will and desires. In planning labor efficiency and stability the best thought in the management is required. 12 LABOR MAINTENANCE Co-operation of Worker and Management Necessary The trend of the times points to the need of greater co- operation of management and men. The barriers created through mutual mistrust must be broken down. Industrial peace is impossible without respect and appreciation of each other's point of view. Managers must know their men, and men must know their managers. The conference table is the new scene of action. Employers can no longer refuse to deal with representatives of their workers. Employers cannot afford to let men nurse grievances. They must get at trouble before it starts ; in other words, they must remove the causes of friction. They can do this by extending a friendly hand to the workers and by obtaining their assistance in the solu- tion of common problems. Now that the war is over industry must adjust itself to a changed state of mind on the part of American labor. It is a matter of psychology which must be met by insight. The aspirations of the workingman must be understood if labor and capital are to co-operate. As J. MacKenzie King puts it, "Fear must be supplanted by Faith if the breach between the worker and the employer is not to be widened and class consciousness is not to develop to the point where open war- fare becomes inevitable." 2 The worker has ideals. There are shades of difference but what the worker is striving for is finding expression in the programs of his various organizations here and abroad. The trend of these programs is toward more self-government in industry. Having long been denied a part in the administra- tion of industry, and forced to work oftentimes under adverse conditions, labor feels that the time has come when its voice must be heard. Complete industrial autonomy may be a re- mote possibility, but we are faced with the immediate problem 3 "Industry and Humanity," Houghton, Mifflin Co., 1918. NEED FOR SERVICE WORK 13 of how to secure and maintain the good- will of the worker, how to remove the sources of misunderstanding and friction between him and his employer, and how to reduce the wastes which destroy confidence in the present system of industrial management. This leads us to the subject of "welfare work" as a means of promoting the good- will and stability of labor and to the consideration of why it has failed in this respect. CHAPTER II SERVICE WORK THE RIGHT FOUNDATION "Welfare Work" Its Failure The idea of work for the welfare of employees is not new, for experiments were made decades ago. "Welfare work" so called, began in England as an expression of the benevolent spirit of employers. The first comprehensive efforts of the sort were made by Robert Owen in his mills at New Lanark. Holyoake remarks in his admirable "History of Co-opera- it is Owen who first showed masters what they might with honor and profit do by voluntary partnership with those they employed. The law did not permit participation of profit with workmen in those days. It could only be done in the form of gifts. Only patronage co-operation was pos- sible. Mr. Owen made these in the form of education, recreation, improved dwellings, and increased wages. All these were revocable the law forbade contracts of participa- tion with workmen. Industrial equity bore the name of benevolence and dividends of profit reached workmen in the form of a discriminating charity. Owen, however, was a paternalist and welfare work owes its failure to paternalism. Workers' Dislike of Being Patronized Since Owen's time there have been many well-intentioned plans for workers, but they have not met with the success expected. The failure of Pullman, Illinois, still lingers in SERVICE WORK THE RIGHT FOUNDATION 15 memory as an exhibition of what a short-sighted labor policy may result in, however kindly the spirit in which the plan is launched. In other cases, by ignoring the wishes of the workers when providing for them, considerable losses have been incurred. A widely known textile company in Rhode Island spent $20,000 in providing a well-equipped clubhouse for its workers; but it met with little success. One of the largest corporations in this country spent over a million dollars in establishing "welfare" work but this did not prevent a very serious and costly strike. Organized Labor Suspicious Organized labor has been particularly hostile to welfare work as ordinarily practiced. And why? It is not that the worker is unappreciative, but that he will not be patronized. He objects to having his initiative weakened or destroyed. Furthermore, he has had bitter experience with employers who have used welfare work as a club over him, who have conducted it for advertising purposes, or who have used it as a substitute for a fair, living wage. He has had experience with employers who boasted of their fine plan for sick benefits, when sanitary conditions in their plants were intolerable and the object of attack by the health authorities. He remembers employers who produced and distributed finely printed, expensive pamphlets describing the "welfare" work at their mines while they robbed the employee at the "company" store because no other store existed or was allowed to exist in the town. He cannot forget the employer's "model" town with its model houses from which he was evicted without a chance to find other shelter because a foreman "had it in for him" and he was discharged from the plant. He still meets friends who lost many an hour wearily waiting for frequent shortages of pay to be adjusted while the publicity representative of the com- 1 6 LABOR MAINTENANCE pany was telling of the fine things being done for the workers' welfare. England -"Welfare Supervisors" Some recent developments in England illustrate very clearly the attitude of labor toward the sort of welfare work which it feels to be a means of exploitation, and indicate also what labor considers a fair basis for work of that character. England, like the United States, is waking up to the im- portance of the new science of employment management. Thus far the development has been mainly confined to the work of women "welfare supervisors" in plants for women workers. The English government has indorsed the idea of welfare supervisors as a means for increasing output. Many unionists have attacked this point of view. The betterment of industrial conditions, say the unions, should be directed toward "improved health, comfort, and development" for the workers as ends in themselves, rather than using the workers as tools for more production. The ideal of the "welfare supervisor" they claim, is "docile, obedient, and machine-like women workers." "The good welfare worker is the most dangerous" because she "destroys the independence of the workers and turns them from unionism. Her responsibility to the employer makes her a more efficient kind of slave- driver." She is inclined to interfere with the private, personal affairs of the workers. "Trade Union" Views Another view agrees that some supervisors will effect good results in safeguarding and improving the girls' working lives ; but they fear that others will come into the work with peculiar notions of "discipline," firmly convinced "till experience teaches them better, that trade unionism is of the devil." SERVICE WORK THE RIGHT FOUNDATION *7 An unusually clear statement is found in the memorandum prepared by the Joint Committee of the Woolwich Trades and Labour Council, and the Woolwich Labour Party. This paper states that: The following conditions are essential to any scheme of welfare supervision that is to win the full confidence and support of the workers: \ 1. Welfare supervision must aim primarily at promoting the welfare of the workers, and not at increasing the workers' output. 2. In the interest of welfare supervision and of the workers, duties which conflict with welfare supervision must not be included in the works of welfare supervisors. 3. Welfare schemes and supervisors must be under a democratic system of control in which the workers shall have equal participation with the employers. 4. The established field of operations of trade unions and their officials must be clearly and loyally recognized by welfare schemes and supervisors. 5. Welfare supervisors should be drawn, as far as pos- sible, from among the workers. 6. Welfare supervisors should not be appointed without preliminary training or experience, such training to include a knowledge of trade union aims and methods. 7. The remuneration and hours of all assistants in welfare supervision work (e.g., canteen workers) must be of a trade union standard. 8. If government control of welfare supervision is main- tained after the war, such control must be transferred from the Ministry of Munitions to the Ministry of Labour. We submit further that: 9. There should be the maximum of efficient co-operation among local welfare schemes, especially with regard to small factories. 10. There should be the maximum of efficient co-operation between local welfare schemes and the municipality, es- pecially with regard to health, housing, transit, and recrea- tion. 11. As welfare supervision will probably become a 1 8 LABOR MAINTENANCE . permanent and extending element of the industrial system, there should be held in each industrial center, one or more conferences, convened by the Trade Council, or, where there is also a local labour party, both bodies jointly, for the purpose of considering the aims, scope, and methods of wel- fare supervision; and that such local conferences should be followed by a joint conference of the Trade Union Congress and the National Labour Party. In short, labor does not want the worker bound to his employer by any scheme no matter how great its benefits. The worker wants his independence and that cannot be bought at any price. Labor wants no "benevolent feudalism." On the other hand, to quote the words of Bolen in "Getting a Living/' the statement cited above shows also that: The staunchest unionists are not so unreasonable as to be hostile to the welfare institutions of the employer who asks no surrender of manly right, nor attempts to reimburse himself from wages and who, not posing as a philanthropist nor expecting gratitude, treats his men well because it is the only right way a way equally as profitable to himself as to them or to society. There need be no trouble here if the employer's designs are those of straightforward business. In her recent book on the subject, Miss E. Dorothea Proud defines welfare work to consist "of voluntary efforts on the part of employers to improve, within the existing industrial system, the conditions of employment in their own factories." She excludes profit-sharing and co-partnership from this definition. George M. Price in "The Modern Factory," de- fines welfare work as "all devices, appliances, activities, and institutions voluntarily created and maintained by employers for the purpose of improving the economic, physical, intel- lectual, or social conditions of the workers in their industrial establishments." With such a conception of "welfare work" organized labor has no quarrel. SERVICE WORK THE RIGHT FOUNDATION 19 A Better Name "Service Work" But for such activities as these the term "welfare work" is not suitable. That term will always be associated with paternalism and its abuses. The Secretary of the National Federation of Women Workers in England, states that the term "welfare" is the most unpopular word in the terminology of the factory worker. Various terms have been suggested to take its place. Some persons have suggested the term "industrial betterment work," or "mutual betterment work." These terms have their merits, but there is another even more suitable, that of "service work." Industry has gone through marked changes since the time of Owen. We are reaching the stage when all phases of industrial enterprise will be measured in terms of service service to the worker, to the consumer, to the public, and to society. This does not mean change in the inherent structure of industry but it does mean a changed point of view and method in industrial administration. The ideal is to make labor a constant factor in administration and operation rather than a wasteful variable. The method is, through industrial service activities, to give the subject of labor maintenance the same thoughtful consideration and action that the other large branches of administration are receiving. Aims and Ideals The best organized plant in the future will be the one which has a well-developed department of labor maintenance or service, conducted by a specially qualified executive. If the plant is large enough, it will have a manager of industrial relations who will guide the employment department and the service department, and supervise safety work, health work, educational and industrial training work, and all other activi- ties concerned with the maintenance of labor at its maximum efficiency and satisfaction. Service work then will follow a 20 LABOR MAINTENANCE constructive course. Its results will be measured not only in dollars and cents but in terms of good- will and industrial peace. New Conception of Employment With the growth of new ideals in labor management has come a new interpretation of the term "employment." It no longer means simply signing up anyone who looks good for a job and firing him at will. Employment involves a new responsibility on the part of management a responsibility which extends beyond the employment office. It means careful consideration of the conditions under which the worker is placed, to eliminate the drags on his efficiency, to study closely his desires and aspirations, to appreciate his personal problems, and to scrutinize still more closely the cause of the dissatis- faction that separates him from his job. Successful labor maintenance is not merely a matter of "installing" service features in a plant; it is more a matter of utilizing all the possibilities for right co-operation latent in the men and women engaged in the establishment, combined with sympathetic understanding and treatment on the part of the management. The element of mutuality must always be present. There must be a partnership of spirit that is whole- hearted on both sides. The days of "hiring and firing" are over. This is the time for hiring and inspiring. Service Work and Industrial Justice Properly administered, service work promotes self-respect, develops the workers' initiative, and encourages democratic effort and co-operation. It removes many causes of friction by clearing up petty but not unimportant misunderstandings. It directs the energies of workers along avenues of whole- some growth, thereby making employment a common enter- prise rather than a case of master and servant. It increases SERVICE WORK THE RIGHT FOUNDATION 21 the workers' personal and industrial efficiency by intelligent assistance to them in their problems. It makes up in a measure the personal contacts between employer and employee lost through big organization. No charity or philanthropy is in- volved. It is a matter of good business as well as a matter of "industrial justice/' as some express it. It is an investment in good-will, an upbuilder of morale. Service Work Good Business Why it is good business is obvious. The worker who is fit and satisfied produces more, and the quality of what he produces is better. If proper medical attention is provided at the plant for minor ailments it eliminates the loss of time and of production involved in going outside for treatment. If proper food is provided at the plant at reasonable cost, the worker is better able to sustain his energies and is better fitted for the work in hand than when he is left to eat a cold lunch, often without nutritious value. If the worker is assured of continuous employment and is assisted in providing for emergencies of sickness, old age, or death, a great load of worry is removed and he may apply himself to his work with the zeal of an enthusiast. If the monotony of highly sub- divided industrial operation is mitigated, reduction in the turn- over of labor takes place. Service work builds man-power and gives it that staying quality, that permanency, which means maximum effort and minimum loss. In other words, it promotes stability. A Constructive Force Brings Co-operation Talking in terms of human values, service work acts as a safety valve for feelings and emotions which seek, and must have expression. Guided constructively, a wonderful power for good may be developed. The success and happiness of a person lie in having wholesome interest in and outside 22 LABOR MAINTENANCE of vocation. Man cannot express himself in work when that work is often of deadly monotony. He must have self-expres- sion in some social, communal manner; for man is a social animal. Some are more social than others and possess quali- ties of leadership which, recognized and rightly developed, mean industrial peace and the accession to industry of com- petent, promising executive material. The right kind of service work builds co-operation of management and worker. Rather than dictate what activities there shall be for the workers, the wise manager consults his men and gets from them a frank opinion of the desirability of proposed activities. He may make suggestions which will help them form their opinion, and if they disagree he may try to convince them of his point of view. But he should never go ahead with an important plan simply because he thinks the workers ought to have it, unless it is something which is aimed to bring the physical conditions of the* plant up to standard. No service work is worthy of the name if it does not encourage self-directed activities. The more activities of this kind there are, the slighter the danger of friction and dissatis- faction. These may be a mutual benefit association, a co- operative plan for the purchase of the necessities of life, a savings club, or some other useful enterprise. Worked out in this way, the employees would be glad to avail themselves of the wise counsel and assistance of the experienced employer. Conditions of Work Must Be Good Let us now turn to the fundamental principles. Full recognition must be given to the fact that proper working conditions axre the basis of successful labor management and maintenance. Industrial success requires certain standards. These include proper sanitary arrangements, conditions of heat, light, ventilation, safety, and health. When these are SERVICE WORK THE RIGHT FOUNDATION 23 not met, legislation seeks to enforce a minimum. If legislation is difficult to obtain, or if it seems more expedient to the men, resort will be had to economic pressure to bring about desired reform. Intelligent service work goes beyond this minimum and often sets a standard much higher than the law demands ; or it even anticipates legislation, as several large corporations have done. No service work is of value if it does not rest upon sound work conditions. We cannot expect a man to be satisfied with his job or give best productive results if he has to use an unsanitary toilet; or if toilet facilities are inadequate; or if the ventilation of the shop is poor and he is poisoned by dangerous gases; or the shop is underheated as a result of his efforts to get good air; or if the workroom is overheated and the worker's brain is dulled; or if the occupation is hazardous, and inadequate safeguards are provided. The matter is clearly put by D. H. MacGregor in his "Evolution of Industry": Much of what is now called "social betterment" or "model employment" implies rather the removal of unfavor- able conditions through the gift of specially favorable con- ditions. The mere fact that such schemes attracted great public attention in the beginning of the twentieth century is a serious reflection upon existing standards, and is to be read in the light of the criticism of fifty years hence no less than in the spirit of sympathy with its purposes at present. Wages Must Be Fair A study of labor turnover statistics indicates the fact that the largest number of voluntary resignations of workers is due to dissatisfaction with wages. This is true even in concerns which have excellently organized service work, and which are known for their fair treatment. The high cost of living and the usual burden of financial obligations borne by the industrial worker make it imperative for him to seek 24 LABOR MAINTENANCE and obtain the highest pay for his labor. And that pay must be sufficient to support him and his family in reasonable com- fort, supply them with the education and recreation necessary for all, keep them in good health, and help safeguard them against want should anything prevent the wage-earner from continuing his work. The wage question cannot be ignored in considering how labor may be stabilized. A fair wage is the starting point of service work; it is the keystone of a sound industrial struc- ture. Many an employer's effort to improve his workers' condition has met with bitter disappointment through failure to observe this fundamental truth. William Howard Taft said recently: Too many employers seek to justify failure to raise wages by pointing to their welfare work for their employees. This is of a paternal character and impresses the workers with the idea that they are being looked after as wards and not treated as men capable of exercising independent dis- cretion as to their welfare. They are apt to give the employees the idea that it is a generous concession they are making out of the goodness of their hearts and that they are not merely yielding a right for a quid pro quo for what they receive. 1 Properly Co-ordinated Effort Granted that a fair wage prevails, other elements which make for stability of labor still remain. We have spoken of sound working conditions, intelligent handling of men which means fair treatment appreciation of the point of view of the worker, absence of paternalism, encouragement of initiative, self-directed social activities, and development of co-operative activity between employer and employee. We have spoken, too, of careful study of the entire problem of labor main- tenance by a functionalized department and the formulation 1 Washington Post, November 26, 1918, page 3. SERVICE WORK THE RIGHT FOUNDATION 25 of a definite, basic policy to be modified from time to time according to circumstances. Properly organized service work co-ordinates all efforts of workers and employer in a common program. Properly organized service work allows no hap- hazard planning; it imbues every activity with a well-defined, carefully planned common purpose; it brings out the best in the individual and makes group action constructive. Such are the elements of the new conception of labor maintenance. How this conception may be made concrete, how a sound practice may be developed, this book endeavors to illustrate. CHAPTER III THE EMPLOYEES' SERVICE DEPARTMENTITS RELATION TO OTHER DEPARTMENTS Proper Name for the Department We have seen in the last chapter the defects in what is familiarly known as "welfare work" and what are the ideals of the newer "service work." To carry out those ideals is the particular duty of what might be called the "employees' service department." The matter of name, indeed, may well be considered for a moment. Those who developed the special War Emergency Training Course in Employment Management at the Univer- sity of Rochester, New York, made a careful survey of firms throughout the country, such survey showing that "service" or "service and employment" department were the only titles at all widely used instead of "employment department." The following memorandum on the subject, prepared by the training school and representing many viewpoints, may here be quoted: The joint committee establishing the Training Courses in Employment Management after investigation and considera- tion of some 14 names and titles, unanimously voted to use the words "service department" in connection with employ- ment management, and the following points were made: The establishment of industrial service departments in the shipping board and ordnance departments having in mind the same broad functions intended to be covered by employ- ment management was a strong reason for use of the title "service department" in particular industries. "Service" is a word of large significance and meaning to 26 EMPLOYEES' SERVICE DEPARTMENT 27 general managers because of its acknowledged importance in connection with sales. The use of the words thus in connec- tion with factory and employees would tend to enhance the standing and importance of such a department and to give it large scope. "Service" is the best word for approach to employees. It implies that it exists as a matter of right and obligation. It is free from any taint of philanthropy or paternalism. The use of the word "service" makes it easy to substitute the words "service" and "personal service" for the word "welfare" which latter word is held undesirable and objec- tionable. "Personal service" work is about the only good suggestion of a title offered to take the place of "welfare" work. The word "employment" conveys too limited a conception of the scope and activities desired. Intends to narrow the work to hiring only. The word "service" suggests a broad field and can easily cover the broadest conception of the work. The word "service" gives to the man in charge the right viewpoint and approach in all details of his work. "Service" has been accepted by the leaders in American business administration as a fundamental idea essential to success in business. The root conception of success in leadership or administration is that the executive serves others. This significance attaching to the word "service" gives to the word the power of winning the minds of men of large affairs and suggesting that the department bearing this title, and the movement designated by it is a matter of large import and much above any mere process of "hiring and firing." The word conveys the idea of ministry and belongs to a high conception of management in its relation to labor and of the functions of a staff intermediating between the two. It is suggested that the word may be introduced naturally by degrees. 1. Employment department (usually limited in scope). 2. Employment and service department. 3. Service and employment department. 28 LABOR MAINTENANCE 4. Service department, or 5. If desired in combinations, such as "industrial service," "factory service," etc. Many objections have been offered to other titles but to the word "service department" only one, namely, that in some industries (automobile particularly) there are service departments dealing with sales and customers. This, how- ever, constitutes no valid objection because one deals with the outside and the other with the inside. The one could easily be designated as "sales service" and would not be confused. In fact, "service" departments as contemplated exist already in the automobile industry. The objection instanced in the last paragraph may be avoided by adopting the term used in the title of the present chapter, 'The Employees' Service Department." Service Department Includes Employment As to one important point we may note that the memoran- dum is not so clear as it should be namely, that what is called the service department should include the functions of the employment department. Such is the practice in several concerns particularly the Bethlehem Shipbuilding Corpora- tion. A similar scheme is that of the Hood Rubber Company, Watertown, Massachusetts, a chart of which is here repro- duced. (See Figure i.) One Plan Executive Board An interesting form of organization of service activities is that of L. Candee and Company, New Haven, Connecticut, manufacturers of rubber goods. This arrangement provides for committees for all important plant activities, including a foremen's co-operative association which meets weekly to dis- cuss methods of co-operation and plant improvement. An advisory board, made up of executives including the general EMPLOYEES' SERVICE DEPARTMENT 29 *s |p j|r gif. Ji jij] i<: ill. lliilttitliiti! 49J&JJJ gJS Vjijllj ill III} I r.sf&o i j*ti * c - ii: I"* ; r^ -rj"- l!j - - 'HX " rf - v. uj3^ . < J -i II '11* 1 *' ai.ilItflifi.lJEIlvff4i ! 1 , io .< j4 ' ' iisfjijiiM ill ! iiifii ii ii <# u> S ^r^.'H^l. 5 4 o 12 12 9 7 10 17 10 9 47 8 IS 60 57 95,683 23,930 13,539 19,498 51,040 36,030 25,326 1 17,638 143,882 2 27,102 213,143 34,807 25,448 13,814 9,174 12,769 60,642 393,583 42,847 125,148 1 66,447 71,221 1 138,793 6 i 2 3 I 2 2 12 28 I 33 7 5 2 3 I 4 5 17 14 41 31 3 4 5 10 4 3 6 3 21 9 7 5 7 7 4 5 ii 6 4 30 I 19 26 3 I 3 8 2 4 2 6 12 I 12 4 S 3 3 3 8 3 20 ll 3 i 3 10 I 4 2 3 16 2 9 I 2 3 2 4 4 I 6 30 8 16 10 5 3 4 6 2 2 i 18 2 IS 6 6 2 6 t 2 4 18 2 21 IS i i i 6 2 2 3 I 2 I I 2 2 4 2 3 3 6 I 2 3 5 18 2 9 3 7 I 3 4 5 2 3 10 3 22 19 2 I 2 X 8 X i X I 2 I *3 2 3 Boots and shoes Chemicals and allied products Clothing and fur- nishings Electrical supplies. . Explosives Fine machines and instruments Food products Foundries and ma- chine shops. Gas and electric light and power Mining, coal Mining, other than coal Offices Paper and paper goods Printing and pub- lishing Railroads, electric. . Railroads, steam. . . Rubber and compo- Stores Telegraph and tele- phone Textiles Other industries. . . . Total 431 * r,66l,504 231 200 154 141 160 29 136 38 1 Not including I establishment, not reported. J Not including 2 establishments, not reported. Individual plants of I corporation have been counted as separate establishments. * Not including 5 establishments, not reported. Figure 7. Table Showing Effect of Service Work as Administered in 431 Concerns EMPLOYEES' SERVICE DEPARTMENT 4 1 Industrial Relations Manager In very large concerns, like those previously described in this chapter, where a department of industrial relations is created, the employees' service division or section will report directly to the industrial relations manager. Figures 5 and 6, prepared by Ernest C Gould, describe the form of organiza- tion generally adopted. It will be noticed that the functions of safety and health are not included in the employees' service division but have their own head who reports directly to the industrial relations chief. This is the plan which must neces- sarily exist in a large concern. An interesting table (Figure 7) has been prepared by the United States Department of Labor showing how service work is administered in 431 concerns surveyed; also showing the effect of service activities upon time lost and the stability of the working force. CHAPTER IV INTERNAL ORGANIZATION OF THE SERVICE DEPARTMENT Size of the Department The size of the department will depend upon the funds available for service work, the number employed, and the extent of activities planned, as well as the physical space available for the department's use. Here a word of caution is necessary. Too often the mistake is made of starting service work with a splurge and attempting to encompass every pos- sible activity with little thought of the difficulties involved. Service work is sometimes overdone in the heat of enthusiasm of a new executive who wants to make a "showing." So many new activities are started at once that the worker soon finds himself in the position of an observer at a three-ring circus; he cannot concentrate his attention on any one thing. Soon the novelty of the new stunts wears off, his enthusiasm wanes and no distinct impression has been made. Service work should begin in a small way and with a small staff of paid workers whose duty is merely that of nominal supervision. The real responsibility for initiation and management of service activities should be placed upon the plant workers. The more the workers themselves can be induced to take part the lower will be the costs of administra- tion and the more satisfactory will be the results. Office Organization System One thing which the central authority can contribute is orderly operation of the department activities, however 42 SERVICE DEPARTMENT ORGANIZATION 43 initiated. The conduct of the office should be as systematic and efficient as in any well-regulated business office. Every- thing should be kept neat and clean. All desks should be kept clear of finished matter, which should be filed or despatched to the proper person. The tendency is to be careless and allow old papers, magazines, and newspapers to litter up the desks. It should be an inflexible rule that every desk in the office must be cleared off before the workday is over and all mail of that day answered unless further action on it is necessary. Suitable desk trays should be provided for papers according to their classification. No papers of an official nature should be allowed to leave the office. If papers must be taken out, a memorandum signed by the person who receives them and stating the character of the paper and date when removed, should be placed in the appropriate place in the file. Ob- servance of this suggestion will prevent the loss of papers and lessen the time-wasting effort to locate them. Each paper that comes into the office should be dated and, if possible, stamped with the time of its arrival. All outgoing correspondence should be signed by the head of the depart- ment except in special cases. This will avoid the confusion incident to persons in the office conducting correspondence involving the business of the department without knowledge of the managing authority. Filing and Record All papers should be filed by subjects. Important cor- respondence should be alphabetically filed with cross-filed reference by subject. For example: All reports and plans on housing should be filed under that head; but should an important letter come in regarding these plans or reports or otherwise have close connection with the subject, that letter would be filed according to the name of the writer or corpora- tion let us say the Universal Construction Company and 44 LABOR MAINTENANCE a special sheet would be made out referring to this corre- spondence as follows, this sheet to be filed under "Housing": Date: ., From: Universal Construction Company Subject: Housing Note: New plans and estimates will be ready by, An excellent method for keeping record of daily events and achievements is the daily diary. Such a diary makes it easy to give reports of the department for stated periods. A complete list of the personnel of the department should be kept in the office of the head of the department. This list should note the particular job of each individual and in a sentence or two describe the function performed by him. The Executive Always Accessible The office of the executive head should always be open to everyone. A certain amount of privacy here is necessary but the danger of closeting oneself in a sanctum sanctorum should be avoided. The workmen should feel that they can reach the head of the service department at any time and for this reason it will be well for the head to set aside definite office hours for meeting workers. Too much time and patience are lost when a man leaves his job to see the service head and finding him out has to return at some other time. It would be well for the head to take his lunch at an hour different from the regular lunch hour of the concern in order to enable workers to see him without loss of their time and that of the company. Conferences At frequent intervals, preferably weekly, the head of the department should hold conferences of his assistants and other SERVICE DEPARTMENT ORGANIZATION 45 important members of the personnel on problems and matters affecting their work. The subjects for discussion should be carefully prepared beforehand and due notice given to those participating. The advantages of the conference idea are so great that to neglect this simple method of bringing all minds in the department together to discuss and agree upon a com- mon purpose and method is to fail as an executive. Con- ferences help to make workers think about their jobs, they clarify matters of policy, stimulate enthusiasm, and develop efficient methods of work. They save the time it would take the executive to explain the same thing to each member of his staff personally, and promote co-ordination and teamwork among department workers. Special Studies and Reports In addition to conferences the employees' service depart- ment should plan for special studies and reports by members of the staff. Such subjects might include housing, transporta- tion, naturalization, safety, sources of friction, opportunities for education and trade training, and others of similar nature. It should be the duty of every service department to pre- pare a monthly report of its activity, summarizing events and plans under appropriate headings so that an executive can, at a glance, know what the department is doing. Such reports should be simple, concise statements of fact. Managers are impatient with the flowery, emotional outbursts which some- times come to them. A good form of report would be the following: Report for (date)] I. Summary of Activity A. Health B. Safety C. Educational 4 LABOR MAINTENANCE y D. Social E. Special II. Summary of Problems (Enumerated) III. Suggestions and Recommendations (Enumerated) Copies of these reports should be sent to the general manager, the works manager or superintendent, the employ- ment manager, and such other officials as the general manager may designate. Two copies should remain on file in the office. Keeping in Touch with Other Concerns One of the first steps of the department should be to send a request to as many concerns as possible to be placed on their mailing lists for copies of their employees' newspaper or magazine. Many valuable suggestions may be obtained in this way. Often the management will hesitate in undertaking a particular activity for fear it will not work but if it is seen that the idea has been tried and has succeeded, the experiment will often be made. A service superintendent should not, however, fall into the common error of believing that because a plan worked well elsewhere it will work with his plant where conditions may be entirely different and preclude the possibility of success. On the other hand, it is even more dangerous to assume an attitude of hidebound conservatism. There is a happy mean based upon the use of common sense and knowl- edge of the workers' desires. Planning Activities Often the company executives' conception of the em- ployees' service department is that it is a dumping ground for matters which concern no other department directly, or that it is little more than an entertainment bureau. This is owing to a lack of understanding of the principles involved in service: SERVICE DEPARTMENT ORGANIZATION 47 work both by the management and by those in charge of service work. No change may be expected in this point of view until a well-defined program is developed and its purposes appreciated by all concerned. The department should not only undertake certain activi- ties but it should also lay out a plan of proposed future work. This plan should be discussed with the management and with others interested, but should not be announced until actually in operation. Too many service heads fall into the mistake of positively announcing plans which are only on paper and which, owing to unforeseen conditions, must later be changed or canceled. Promise and performance must come together, if the confidence of the management and workers is to be secured and maintained. Making New Workers Feel at Home In planning department activities considerable attention should be given to making new workers feel at home. This is vital. The treatment and first impression one receives upon entering a new enterprise are never forgotten. It is also specially important to remember that labor turnover statistics generally bring out the fact clearly that the greatest turnover exists among those employed less than six months. The fol- lowing figures from a concern employing over 10,000 are typical. Of 2,574 wn left the plant in a particular month 74 or 2.9% were employed for 2 weeks or less 35 2 " 13-7 " from 2 to 4 weeks 1,442 " 36.0 " " " i " 3 months 511 " 19.8 " " " 3 " 6 " 137 " 5-3 " " " 6 " 9 " 58 ' 2.3 " 9 I2 In another plant which employs about 5,000 the figures for the same month in which the above-mentioned condi- 48 LABOR MAINTENANCE tions occurred show that out of a total number of 959 terminations 195 or 20.3% were employed for 2 weeks or less 323 " 33-6 239 " 25.0 114 " 12.0 50 " 5.2 20 " 2.0 (C (C from 2 to 4 weeks " I " 3 months " 3 6 " " 6 " 9 " " 9 "12 " The remaining 18 men were employed for I to 3 years. Intelligent effort at reducing this instability will therefore consider the conditions surrounding the entrance of the new employee to his job. Instructions for "Interviews" The author, in the course of his work as employment advisor to several concerns, established the following outline of instruction as part of the standard practice for the employ- ment and service departments. Results were highly gratifying. The men employed felt that the company was taking a personal interest in making them at home and did not merely throw them into the shop with the usual curt directions. Instruction is given to all interviewers in the employment department, assisted by representatives of the service depart- ment, to inform all applicants clearly regarding: 1. Rate of wages paid, bonus plans, and other wage information. 2. Hours of work. 3. Opportunities for advancement and something about service features. A booklet describing service fea- tures and other conditions of employment should be given to the applicant. , 4. Necessity for steady attendance. 5. Housing possibilities. 6. Opportunities for training. SERVICE DEPARTMENT ORGANIZATION 49 According to this plan, at the completion of the interview and the signing up of the new employee, the conductor (used in large firms to conduct new employees to the shops) will take the man to the appropriate department and there: 1. Introduce him to the foreman or other superior. 2. Introduce him to some of the men with whom he is to be associated in the work. 3. Point out the location of toilets, locker, and other matter provided for his convenience. About ten days or two weeks later a member of the service department should follow the man up and acquaint him with the service activities which are being conducted for his benefit. Where possible the employment department should interview the worker at this time to learn how he is getting along. In this manner dissatisfaction on the part of employees may be determined at its inception and the heart of the labor turnover problem reached. Greeting New Employees The Wrong Way It is the common experience of workmen who look for jobs with certain plants to find the first person who greets them to be a policeman who is on special duty in the employ- ment department and whose function it is to maintain order in the waiting-room (if one exists) or to conduct new workers to their jobs in the plant after they have been hired. Where this is the practice the new worker hardly gets a good impres- sion of the plant and often through the rough treatment he receives at the hands of these officers, becomes soured at employers in general and at his new concern in particular. This is a phase of the process of hiring which is neglected by many employers who sincerely want to do the right thing and perhaps spend much money in organizing their employ- ment and service work. 50 LABOR MAINTENANCE Greeting Employees The Right Way Some employers have overcome this difficulty by taking particular pains to secure the right man to be the first point of contact between the man looking for a job and the manage- ment which offers it to him. One such establishment uses its men who have been employed for some time but owing to defective eyesight are unable to continue on their regular work. These men take care of those who are waiting to be inter- viewed and conduct those who are hired to their foremen. In- stead of a gruff custodian of order who leads a man to his job as if he were under arrest, we have a man who would say to the new fellow-worker "This is a pretty fine place to work in ; I've been here fifteen years ; you get a square deal here" and make him at home with the conditions of his new job. Utilizing the Rulebook The employee's rulebook offers one good method of wel- coming the new worker. On the first pages of the book should be a welcoming letter to the new employee signed by the president of the company, and bearing his signature in facsimile. The rulebook should be made of permanent value to the worker by printing a two-year calendar on the back cover, and on the inside of the front cover a list of terms used in the business of the company, with definitions. A few pages of the booklet, which should be of convenient pocket size, might well be devoted to practical information which would help the worker in his trade. Then the employee would find the rulebook of value enough to carry it with him constantly. The usual rulebook is given a single reading, more or less hasty, and thrown away. A company wastes an opportunity if it does not have a helpful and interesting rulebook. The plant newspaper (see Chapter XX) offers another SERVICE DEPARTMENT ORGANIZATION 5 1 good way of welcoming the new worker. An excellent ex- ample is shown in the following passage from Center Punch published by the American Multigraph Company, Cleveland, Ohio. When you go into a country or a strange place you are grateful to the man who extends to you the hand of fellow- ship, to the one who makes you feel at home. Remember the new employees on the job. They are strangers within our gates. Especially at this time when we are increasing our force are we afforded an opportunity of showing new employees that we are interested in them and that we are anxious for them to be satisfied. A little effort on your part can make the newcomers feel at home and will show them the feeling of co-operation you have helped to build up. You can do more in five minutes to establish the right spirit while their impressions are forming than you can in many days after they have formed their opinions of you and your company. In case the newcomers are foreigners, there is even greater obligation to treat them as guests, and make them feel welcome. It is the privilege of every American at this time to make the strangers from other lands feel that we appreciate their help in winning this war. Treat them with the same courtesy and kindness that you would desire if you were a stranger in a foreign country. Your personal contact with foreign fellow-workers can HELP TO UNITE ALL RACES IN AMERICA to win this war. "Follow-Up" Men Some plants have a "follow-up" man who looks after the new employee and makes sure that he is contented. As long as this is done without anything smacking of the paternal it is a splendid effort and fruitful in results. Another plan is to have a "reception committee" of workers or one man designated in each department or shop to meet new employees and acquaint them with the surroundings. Such work would 52 LABOR MAINTENANCE best be done by volunteers who act in this capacity on com- pany time. Here again warning is necessary against over- doing the matter. To be oversolicitous about the new em- ployee is likely to bring a decidedly unfavorable reaction. Other Activities Outlined Among the activities which generally come within the scope of an employment and service department are the following: The list is included here for the sake of completeness and for the suggestions it may have for those interested in labor main- tenance in all its phases. I. Employment Division 1. Development of sources of labor supply and co-operation. 2. Job analysis. 3. Selection of applicants. 4. Assignment to jobs. 5. Transfers. 6. Promotion. 7. Discharge. 8. Job adjustment. 9. Handling absences. 10. Employment records and statistics. 11. Foremen conferences on employment problems. 12. Reports of grievances. 13. Wage studies and adjustments. 14. Studies of cost of living, standardization of work, economic movements. 15. Co-operation with other employment heads in developing the technique of employment management. 16. Co-operation with service division in assisting workers in their problems. 17. Shop committees. II. Service Division A. Health I. First-aid clinic. SERVICE DEPARTMENT ORGANIZATION 53 2. Hospital. 3. Dental clinic. 4. Physical examination of applicants for employment. 5. Periodic examination of employees. 6. General medical assistance to employees. 7. Visiting nurse. 8. Oculist. 9. Control of sanitary conditions in and about the plant. 10. Co-operation with local and national health or- ganizations. 11. Studies in occupational diseases and methods of improving the health of employees. 12. First-aid instruction. 13. Convalescent homes. 14. Restrooms. B. Safety promotion 1. Organized inspection and reports on conditions. 2. Introducing safeguards against injury. 3. Safety instruction and education. 4. Organization and development of safety and sug- gestion committees. 5. Fire drills and organizations of fire prevention work. 6. Records and statistics. C. Education 1. Technical and trade training. 2. Instruction in business practice. 3. Americanization. 4. Literary clubs and classes. 5. Co-operation with general, trade, and technical in- stitutions. 6. Library work. 7. Shop talks. 8. Foremen training. D. Housing 1. Registry of rooms, apartments, and houses avail- able to employees. 2. Bulletins of information. 3. Supervision of company houses. 54 LABOR MAINTENANCE 4. Improvement of housing standards in the com- munity. 5. Assistance in new housing developments. E. Social Activities 1. Athletics. 2. Dramatics. 3. Musical work (band, orchestra, chorus, glee club, etc.). 4. Dancing. 5. Outing and picnics. 6. Vacation camps. 7. Community enterprises (pageants, festivals, etc.). 8. Clubhouse. F. Special Activities 1. Restaurant or lunchroom. 2. Employee's newspaper or magazine. 3. Group insurance. 4. Sickness insurance. 5. Mutual benefit associations. 6. Pension funds. 7. Legal aid. 8. Profit-sharing. 9. Co-operative buying. 10. Home gardening. 11. Day nursery. 12. Employee's bank, thrift clubs, savings and loan associations, etc. 13. Transportation information and arrangements. 14. Employees' committees. 15. Training in domestic science. The Budget The Department's Estimate Making up a budget is often one of the exasperating tasks of an executive. When a department has been in operation for some time it is a fairly simple matter to take the budget for the previous year, add the items which mean new expendi- tures, and make an estimate of the amount required by such new items. At the first organization of the department, when previous records are not available, it will be necessary: SERVICE DEPARTMENT ORGANIZATION 55 1. To make a complete outline of proposed activities which will require an appropriation, and then make careful estimates of the cost of such activities. 2. To itemize the staff requirements of the department personnel indicating how much each is to receive in salary or wages. Salaries and wages are usually determined by the management or by the prevailing rates paid by plants of the same size having similar departments. The salaries of service directors or managers range from $1,200 to $5,000 per year depending upon the scope of activities engaged in, the training and experience of the person in charge of such activities, and the degree of enlightenment of the management. 3. To determine what rent, if any, is to be charged to the department, and the amount of furniture and supplies to be arranged for. Generally the cost of furniture and supplies, heat, light, etc., are figured out by the cost accounting depart- ment or such other department as concerns itself with such items. The Employer's Estimate Aside from the estimates which the head of the service work makes, the employer himself has to decide how much money he will spend for such activity. Little information is available as to the costs. The United States Department of Labor not long ago attempted to ascertain what such costs are. According to the few replies received, the expense varied from a fraction of I per cent to 5 per cent of the total annual pay- roll. The higher percentages included the costs of pension or insurance plans or maintenance of large clubhouses. The conclusion arrived at by the investigation was that an expendi- ture of about 2 per cent of the annual pay-roll would provide for a program of fair proportions. 1 1 For further information on the subject the reader is referred to "Employment Management," by Daniel Bloomfield, H. W. Wilson Company, New York, pages 441-8. CHAPTER V THE SERVICE MANAGER A First-Rate Executive Needed Successful service work is not a matter of chance. Nor is it something that succeeds by planless, haphazard procedure. If it does not receive the careful consideration of able execu- tives it had better not be attempted. It has been demonstrated that social activities thrive when the rank and file have a large share in their administration. Service work in an industry stands a far better chance of success if it represents a co-operative effort on the part of management and employees. With this new conception of the motive which should underlie service to employees, a change has come in the specifications for those who are to take charge of it. There have always been highly competent men and women who have carried on the service enterprises of industry. But not in every case has there been a sufficiently high standard of personal equipment, nor has sufficient respon- sibility been placed on the service agent for the best results to be possible. Today, however, any establishment which has a proper respect for the importance of social service work recognizes the importance of placing in charge the best possible man or woman, and adding power enough to enable this executive to function to the best advantage. There can be no question that service work is vitally im- portant both to output and totsound industrial relations. No sentimental reasons are needed to justify it. Properly man- aged and supported service departments contribute positively to business success. Moreover, it is not a question of charity 56 THE SERVICE MANAGER 57 or benevolent spirit. Workers do not want charity; level- headed employers know that good sense and just dealing count for more than philanthropic emotions. Both parties to the industrial bargain keep their self-respect when the relations are frank, fair, and businesslike. Whatever promotes health, and comfort, whatever secures absence of strain, and satis- faction, and stimulates hope, ambition, and intelligence is so much clear gain for industry. Whatever retards or impairs these things is a foe to production and right relations. Modern service departments are organized in the light of this truth, and the service director must be competent to conduct his work with due regard for its meaning. General Qualifications The various types of service activities indicated in the previous chapter will be taken up in detail in succeeding chapters. At this point it will be helpful to discuss briefly the general qualifications of the service manager or superin- tendent. As in so many other branches of industrial activity, the man or the woman is more important than the plan. Needless to say, character is the chief requisite in a service manager. Everyone will naturally look to him for humane, intelligent, and disinterested service. What he is will count for even more than what he does. Nothing is more hopeful as a sign of industrial advance than the fact that the capable men and women who have thus far been drawn into various forms of philanthropic work feel a call now to use their abilities and' experience in connection with some industrial organization, and that industrial managers are seeking out just such workers for employment within their plants. Social service is a great specialty by itself. Its literature is enormous. The leaders in this field are men and women of international fame and their following is world wide. The service director must know something of the work that these 58 LABOR MAINTENANCE leaders have done and the principles they stand for, in order that he may not only profit by their achievements, but also be sufficiently initiated to know how to apply, so far as prac- ticable, the best that has been done in social service work. The service manager in order to handle industrial service work intelligently, should have accurate knowledge of: 1. The views and conditions of labor throughout the country. 2. The problems of unemployment and the best thought on the methods of meeting these problems. 3. The problems of health and sanitation in their rela- tion to the community. 4. Immigration in all its phases and particularly its effects upon industry, our institutions, the com- munity. 5. Social legislation. 6. The problems of recreational work. 7. The problems of charity and its administration. 8. The problems centering about good government city, state, and national. 9. Organized social and industrial movements, particu- larly the latter. 10. The work of local social agencies. 11. Industrial history, which will throw considerable light on the development of present-day industrial movements. 12. The subject of employment management, for here he will find one practical application of principles developed in the field of social service. 13. The organization of industrial concerns. 14. Methods of compensation. 15. The principles underlying vocational education and guidance. THE SERVICE MANAGER 59 Training and Experience In addition to a wide, accurate knowledge of the field, training and experience are requisites. While the training must include a good deal that from the viewpoint of indus- trial work seems theoretical, nevertheless theory gets the mind in the habit of thinking through a problem in the light of general principles. The man or woman who is college trained, who is well read in economic and social literature, who has had experience in dealing with people, will usually succeed in the work of the service manager. Experience may be had in hundreds of institutions, public and private. If to this training is added experience both as a wage-earner and as a minor executive in a business Or industrial concern, the prac- tical side will have been joined to the theoretical, and the general equipment will be exactly what is needed. Personality Personality is a great asset in all work which calls for contact with others. The bond of sympathy works wonders. Lacking this, contact must perforce be superficial, and much of the value of service work is lost. A certain plant had a service superintendent who had excellent training and some valuable experience in public work before he came to his job. He possessed a good mind and was able to plan things out clearly and well. But he could not gain the confidence of the men. The explanation was found in his personality. He lacked sympathy and ability to project himself so that he could see things from the stand- point of the worker. When forming plans he rarely con- sulted the workers and when he did consult them he would engage in hair-splitting as to his point of view. He knew what the men ought to have much better than they did, he argued, because of his previous experience, but he did not realize that he had a new situation before him. 60 LABOR MAINTENANCE Judgment But a sympathetic personality, and the capacity to enter the moods of others are not enough the quality of good judgment must be added. The service director needs a good deal of seasoned wisdom in the situations that arise. Good sense is worth more than kindly impulse. Good sense and sympathy together make the right combination for the helpful and successful service director. One of many cases demanding good judgment and tact was that of the service director of a plant which was planning to institute a system of physical examinations of employees. Considerable opposition to any scheme of such examinations was voiced by individual employees and by the leaders of the union to which many of them belonged. When he learned this the service director called a conference of representatives of the men and talked over with them frankly and at length the pros and cons of the situation. The men were finally convinced that it was to their particular advantage to have physical examinations instituted and the plan went through without opposition. But it was owing only to the judgment and tact of the service director that the scheme succeeded. Possibilities There is no limit to the good that a manager of the right type can do. He becomes one of the most valuable assets of the plant personnel. Records from plants which have enjoyed the services of a successful manager prove the importance of service work conducted by men and women of peculiar fitness. Discussing this point in a letter to the author, Ernest C. Gould, an industrial engineer who has had large experience with industrial relations departments, insists that the director of employees' service work should be a natural leader of men. He must possess an unlimited amount of altruism, sym- pathy, and patience. He should have a broad education and THE SERVICE MANAGER 6l considerable business experience. He should be energetic and mingle freely with the various elements comprising the company organization and that of the community. His per- sonal character should be the highest. Where to Find the Man It is evident from the qualifications noted that a good service department director is not always easy to find. There seems to be no specific field from which service managers can be drawn, but many successful directors have been developed from lawyers, educators, Y. M. C. A. workers, etc. Inasmuch as modern service management requires training as long continued and intensive- in its way as that of a profes- sion, it is beginning to receive the prestige and remuneration that a recognized profession enjoys. As a result many am- bitious persons of more than ordinary ability have taken up the work. Another incentive for such persons is the fact that service work often leads to more lucrative positions. For instance, when a vacancy occurs in the position of labor man- ager or manager of industrial relations, the logical person to be promoted is the service manager. The possibility of such advancement reacts in turn upon the standard set for the service manager, for promotion is possible only when the service manager possesses high qualifications. Correlation of the Employment and Service Departments The work of the service department is so closely bound up with the activities of the employment department that it is difficult to mark the line of cleavage. In most concerns employing not more than 3,000 persons or so, the usual prac- tice is to combine the two groups of activities into a single department the employment and service department under a single head. One division of that department has special charge of employment and another division special charge of 62 LABOR MAINTENANCE service. If the plant is not large enough for a department of such size, the manager of the employment and service department may himself direct all personnel and service work. Duties of the Employment Manager In a concern which maintains a separate employment de- partment the employment manager devotes most of his time to problems of hiring the workers, and to their rating, transfer, promotion, and release from employment. He must also handle wage problems and determine the worker's fitness for the job. His task, especially where the concern is large and the working force widely varied, is exacting and requires much time and thought. If he is to do his best, he needs the constant assistance and co-operation of the service manager. Duties of the Service Manager As discussed in this book, the work of the service manager consists of the supervision of such plant activities with refer- ence to employees as do not come within the province of the employment department. Although the duties of the service director are varied, they are far from being indefinite. They fall into two groups, both of which are highly important in building up plant spirit and satisfaction among employees: (i) the organized activities, (2) the informal, intimate activi- ties, often of a confidential and rather personal nature. In general, the organized activities of the service department have been outlined in the preceding chapter. For obvious reasons, the informal activities do not readily admit of classification but their importance will be readily understood. It is interesting in this connection to note that some leaders in the new field of industrial medicine would turn over the entire personnel organization to a specially trained physician. In addition to medical training, however, it is essential that THE SERVICE MANAGER 63 the physician have the qualifications of training and experience necessary for successful service managership. The English Viewpoint The experience of England with "welfare supervisors," already referred to, has much of significance for the American movement of personnel and employment management. When women came into industry in increasing numbers during the war it was found desirable to introduce "welfare supervision" into industrial plants. The conception of "welfare super- visor" approached somewhat the American idea of employ- ment and service manager ; but in the first place the emphasis has been more directly placed on "maintaining a healthy staff of workers" and helping maintain satisfactory conditions for work, and in the second place the English supervisors are women. Their duties consist of: 1. Hiring or keeping in touch with the hiring of new workers. 2. Selection of foremen. 3. Investigation of dismissals and resignations. 4. Investigation of cases of sickness and lost time as well as of poor output owing to ill health. B. Seebohm Rowntree, a most progressive employer, who during the war headed the Welfare Department of the British government, suggested that the women welfare supervisors should have a general supervision over working conditions especially for night work and over canteens and restrooms, and that they should co-operate with the plant doctor and nurse. He also suggested that they should keep posted on the wages received, investigate complaints by the workers, and help maintain discipline. In the organization recommended by the Munitions Com- mission, the welfare supervisor was made directly responsible 64 LABOR MAINTENANCE to the general manager. A definite position for the welfare supervisor on the managerial staff in connection with the labor department of the factory was also recommended. In this way the supervisor would be able to refer all matters calling for attention direct to the general manager and would be "regarded by him as a liaison between him and the various departments dealing with the women employees." Such a conception of the duties of a supervising official would be directly applicable to the American plant employing women entirely or in large numbers. Duties Inside and Outside the Factory The Ministry of Munitions grouped the needs of the workers with which the supervisor was to concern herself as follows : 1. Needs within the factory. 2. Needs outside the factory. Inside Supervision of Working Conditions Under the heading of "needs within the factory" comes the matter of supervision of working conditions. The welfare supervisor was made responsible for: 1. General behavior of women and girls inside the factory. Responsibility for the technical side of the work was left to the technical staff. 2. Transfer. If the health of a woman was affected by the particular process on which she was at work, the welfare supervisor, after consultation with the foreman concerned, could suggest to the management the possibility of transfer of the woman to work more suitable to her condition. 3. Night supervision. It was recommended that the wel- fare supervisor have a deputy for night work "and should THE SERVICE MANAGER 65 occasionally visit the factory at night to see that satisfactory conditions are maintained." 4. Dismissal. The welfare supervisor should be consulted with regard to the dismissal of women and girls. 5. The maintenance of health conditions. From the point of view of the health of the female employees, the welfare supervisor should see to the general cleanliness, ventilation, and warmth of the factory and keep the management informed of the results of her observations. Canteens for Workers 1 With reference to canteens for the workers it was sug- gested that, unless the factory wa_s a small one, it would hardly be possible for the welfare supervisor to manage the canteen. The management would probably prefer to entrust that to a person of special knowledge. In consultation with the man- ager of the canteen the welfare supervisor should make sure of the following points: 1. That the canteen provide suitable food for the women workers, rapidly and punctually served. 2. That canteen facilities are provided when necessary for the women before they begin work so that no one need start work without having taken food. 3. That the canteen is as restful and as comfortable as possible so that it serves the double purpose of providing rest as well as food. Ambulance, Restroom, and First Aid The commission recommended that while the welfare supervisor was not responsible for actually attending to acci- dents, except in small factories, she should work in close co- operation with the factory doctor and nurses and should: 1 Much attention was given to this subject by the British government during the war. 66 LABOR MAINTENANCE 1. Help in the selection of the nurses, who should be recognized as belonging to the welfare staff. 2. See that nurses should carry out their work promptly and that the workers were not kept waiting long before they received attention. 3. Supervise all records of accidents and illness in the ambulance room. 4. Keep in close touch with all cases of serious accident or illness. "It would be useful if she were allowed to be kept in touch with the compensation depart- ment inside the factory with a view to advising on any cases of hardship that may arise." Cloakrooms and Sanitary Conveniences In the matter of supervision of cloakrooms and sanitary conveniences the welfare supervisor should be held responsible for: 1. General cleanliness 2. Prevention of loitering 3. Prevention of pilfering "The management will decide what staff is necessary to assist her; and it should be her duty to report to the manage- ment on these matters." Outside the Factory The welfare supervisor should keep in touch, preferably through the management, with all outside agencies responsible for: 1. Housing 2. Transit facilities 3. Sickness and maternity cases 4. Recreation 5. Day nurseries THE SERVICE MANAGER 67 Personal Records of Employees The commission also urged that personal records of every woman employee be kept as a means of helping the welfare supervisor in her work, especially in order that the worker's health might be inferred from them. Records of special sig- nificance are those of : 1. Wages. "The welfare supervisor could then watch the rise and fall of wages earned by individual employees from the point of view that a steady fall in earnings may be the first indication of an impending breakdown in health." 2. Lost time. Such records could furnish information as to sickness, inadequate transit, and urgent domestic duties which might not otherwise be discovered. 3. Accident and sickness. As sickness makes a worker less apprehensive of danger and is conducive to carelessness, a marked increase in accident frequency might indicate a poor standard of health. Records of sickness would serve to call the attention of the welfare supervisor to cases which might otherwise be overlooked. The Future of Service Work It is obvious from all that has been presented in this chapter on the service manager that a new and important function in industrial administration has come into being. Much of what the modern service director does has, of course, been done before. But it is characteristic of modern manage- ment to take familiar activities and to give them a new founda- tion of aim, place, and responsibility. This is the case with service work. There is little con- nected with it that is wholly new in detail. But the work is being more clearly defined and a new underlying purpose is being emphasized. This marks an advance. As one result, a new demand has developed for trained and competent per- sons to take charge of such work. 68 LABOR MAINTENANCE Industrial management always gains as it raises the standards of qualifications of those who have to administer its various departments. It suffers when standards are low. The coming of capable service directors in growing numbers is one of the hopeful advances which modern industrial ad- ministration is making. CHAPTER VI BUILDING UP A PLANT SPIRIT The Problem of Morale One of the most fundamental problems in a large estab- lishment has to do with what may be termed "plant spirit." The success or failure of an enterprise depends on the state of mind of the industrial worker. Industrial management has given too little thought to this aspect of industry. One still hears the hoary remark: "We're not in business for our health. Why should we bother about what the men think ? We are interested only in what they produce." Yet production is far more a matter of men than of machinery; and if managers are interested in production, they must of necessity be interested in men. Maintenance of labor so that it can perform efficiently with the least waste is a primary factor in production. If industrial management is not interested in its men, its men will not be interested in what they are given to do ; and when a man's heart is not in his work, his work will not be good. It is this very indifference which hampers production, and which has helped bring about class hatred and conflict. It is mainly the same lack of vision which has created the so- called labor problem. Plant Spirit Right and Wrong Perhaps the question of plant spirit the sort that makes for contentment among the workers, and increased production, or the sort that makes for just the reverse can best be ex- plained by citing an example of each kind. 69 70 LABOR MAINTENANCE A certain corporation has a number of plants manufac- turing the same product. Two of these plants are located in similar neighborhoods peopled by foreign-born workers. The physical equipment in both plants is identical, and the rate of wages paid is the same. Neighborhood competition for labor in both places apparently differs very little. Yet in one of these plants the labor turnover is extremely high, while in the other the turnover is one of the lowest that any of the plants of this concern can boast. What is the explanation? Plant spirit. The superin- tendent of the plant with the high labor turnover is egotistic, selfish, and tyrannical; and because of these things, and his unjust methods, he has lost not only his men, but some of his best foremen. The superintendent of the other plant takes as much pride in the justice with which his men are treated as he does in the excellent business methods he uses in operat- ing the plant. These two plants are as different in spirit as they are alike in physical equipment. That is the only explanation for the difference in labor turnover. In one plant, what little spirit exists is one of discontent and internal strife. In the other plant the spirit is of the right sort; and its results are con- tented workers, low labor turnover, and increased produc- tion. What Plant Spirit Is Let us consider what plant spirit really is. To begin with, it is more than a state of mind. It is as tangible as the good-will of a going concern. It depends upon many material as well as psychological elements. But it cannot be imposed from without; it must come from within the plant; it must be spontaneous. The remainder of this chapter is devoted to an analysis of the component parts of this plant spirit. BUILDING UP A PLANT SPIRIT 71 r. Right Working Conditions Plant spirit rests upon working conditions which are right. This means bright, cleanly surroundings, good ventilation, proper lighting, modern sanitary conveniences, proper tools and equipment. It also means reasonable hours of work and avoidance of overfatigue. It involves the payment of ade- quate wages that is, wages which more than cover the minimum of subsistence. 2. Elimination of Fear and Uncertainty Plant spirit rests upon the elimination of fear and uncer- tainty fear of wrongful discharge, of unemployment, of in- capacity to earn a livelihood through injury, ill-health, or old age. So we find employers placing restrictions about the power of discharge that it may not be exercised in haste. Instead of allowing a foreman to "fire on the spot," modern methods require some other officer to approve the dismissal of a worker before it becomes effective. This is to make sure that no injustice is done the worker. His dismissal from one department does not necessarily mean complete discharge. He may prove valuable in another department where he is better suited to the work, or where personal adjustment may be more satisfactory. A worker once hired is an investment. The presumption is that he was employed because of his peculiar fitness. It is the business of the company to make the man's services an asset. Of course mistakes will be made, but helpful supervision will reduce the number of errors. Limiting the "Power of Discharge" At the Firestone Tire and Rubber Company, Akron, Ohio, the power of absolute discharge is vested only in the superin- tendent of labor. Department managers, foremen, and assistant foremen have only the power of suspension, which in no case may exceed the period of one week. In the ma- 72 LABOR MAINTENANCE jority of cases there, suspension operates for a day or two, or the employee is referred to the superintendent of labor. All the facts in the case reach the superintendent of labor before the worker arrives and it is the duty of this official to study them before making up his judgment. The motive, of course, is to prevent the losses of time, money, and good-will which follow unjustifiable discharges. The general superintendent of the above-mentioned com- pany makes some interesting comments on the operation of this plan: We believe that an employee is an asset to the company and that there is some place, particularly in a large organiza- tion like our own, where this employee is of value. We are simply trying to find the proper niche in our organization where this certain employee can be of greatest service. We feel that this is a good thing for the employee as well as the company. Some of our department managers, foremen, and assistant foremen felt at the time this subject was under consideration, that it would detract from their control over the employees under them. This anxiety has been proved groundless in our judgment. We believe that our employees feel that they are not going to be subject to the prejudice of those immediately and directly over them, but will be given a fair hearing by one who is unprejudiced in our particular case, our superintendent of labor. We believe that the relations between our men and the foreman over them is much better under our present system than it was prior to our instituting the same. A Plan for Regulating Discharges For the benefit of employers who wish to adopt a plan for regulating discharges, the author presents the following out- line which may be modified to suit the conditions of a particular plant. BUILDING UP A PLANT SPIRIT 73 OUTLINE OF PLAN FOR SUSPENSION, DISCHARGE, AND TRANSFER OF EMPLOYEES I. Terminations. All terminations must pass through the employment department. (Foremen are not to discharge except in cases of serious breach of discipline.) A. Suspension: 1. If for some reason a foreman wishes to drop a worker or remove him from his department he will notify the worker that he is suspended and is to report to the employment manager. (A simple form card can be used for this purpose.) 2. When the suspended worker reports to the employment manager he is told his case will be taken up at once and he will be notified of the result of discussion of the case with his fore'man. 3. It may be decided that the worker go back to his foreman and have another trial; or he may be trans- ferred to another department, or he may be discharged. The period of suspension should be limited to a day or two; the shorter it is, the less likelihood of losing good workers. A worker improperly sus- pended should receive his regular pay for the period of the suspension. When circumstances permit, it might be well to have a committee representing the employees and the management equally, to decide on cases of suspension and discharge. B. Discharge. Where there is a serious breach of discipline or other conduct warranting immediate severance of the employee's connection with the company, the foreman may discharge the offending employee, who will report at once to the employment department which will approve and record his termination slip. This method will uphold discipline of the foreman and will enable the management t3 consider each case on its individual ' merits so that a discharge is always based upon just consideration. The discharge will then be the last resort. Workers 74 LABOR MAINTENANCE will readily see that they are given every opportunity to make good and that if they are expelled it is for a good reason, after careful consideration of the case by impartial authorities. II. Transfers. Recommendations for transfers should be made to the employment department before the transfer takes place unless the transfer means a promotion. All statistics as to transfers should be placed in the hands of the employment department for its turnover records. The author has installed this plan in several large industrial undertakings, and it has everywhere worked out with success. It has helped the worker realize that he is getting a square deal and has aided considerably in removing the mistrust of each other by foreman and worker. Its great advantage is that it has preserved the disciplinary power of the foreman and at the same time adjusted a condition which made for bitter feeling. The decrease in labor turnover accompanying the operation of the plan in each plant was immediately evident. Employees Must Be Treated Fairly The next principle, that employees must be treated fairly, is really a corollary of the one just developed. A business venture not based on the "square deal" cannot hope to have labor stability. Nothing so fans the flames of ill-will as injustice. Men will go to extremes when their rights have been invaded or ignored. Some employers have deluded them- selves into the belief that a system of espionage must be main- tained in their plants in order to maintain peace; it is no wonder that when the same employers have instituted elaborate "welfare work" their efforts have met with little enthusiasm. One such employer found himself with a costly strike on his hands when his "spotters" were discovered. He abolished his spies and began anew with the determination to take his BUILDING UP A PLANT SPIRIT 75 workers into his confidence. He asked that his men select a works committee to represent each shop and advise with the management on all mutual matters. The effects were immediate. The spirit of the workers changed. Instead of gloom, sus- picion, and unrest, an atmosphere of cheerfulness and satisfac- tion developed. Favoritism on the part of foremen and sub-bosses is one of the elements which disturb a sound plant spirit. In indus- trial relations as in all other human relations, fair play is basic to mutual respect. No one should have a place in the organization except on his merits. Nepotism, job-selling, job- holding because of personal friendship, partiality shown to workers of certain religious creeds or to members of fraternal associations, are negative efforts at labor maintenance. They breed suspicion and discontent. They destroy good-will. Confidence depends upon deeds. The management must show by its acts that it is fair. It must evidence its good faith by meeting its workers half-way, and by insisting that its staff do likewise. 3. The "Other Fellow's Point of View" So the next principle calls for appreciation of the other fellow's point of view. Men must know each other. What Clarence H. Howard, President of the Commonwealth Steel Company, calls the "Fellowship Ideal" must pervade the organization. And in his words that means "The adoption of the principle of Right as the unerring law of action the pas- sion to serve the Right in all relations of life." It is the aim of fellowship to take the word "toil" out of the language and substitute the word "service." The Commonwealth idea is that all men working together for a common purpose in the business are co-workers. All parts of the structure must work in harmony. Business is 76 LABOR MAINTENANCE to be looked upon as service, not only to the public, but of each part of the business to every other part. Fellowship always figures how much it can share with the men, not how little it can give them. In fellowship, authority is a position of trust and not one of personal power and aggrandizement. Fellowship is strict in acknowledging and rewarding merit and discountenancing poor work. It is not an easy boss but it is a fair one. The successful manager of men knows his men. He knows and appreciates what they are reading, thinking, and talking about. If they are foreign born he knows something about their customs and ideals. He gains their respect by his knowl- edge of their mother country. He inspires them with the desire to "make good." This relationship is the secret of good-will. He will not make the mistake which a certain executive of a large manufacturing plant made in seeking to develop a good spirit among his men. He thought he would "go the rounds" on the day before Christmas to extend the greetings of the season to each employee. His motives were good and he was sincere in his effort. But he knew very few of the employees and few knew him except by name. It was impos- sible for him to achieve his object because the whole thing looked artificial, if not ludicrous. 4. Self-Help Through Mutual Respect The next factor may be called the development of self- help through mutual respect and co-operation. Mutual respect is based on the factors discussed in this chapter, but mainly upon mutual understanding. Industrial friction is too often the result, in part at least, of misunderstanding. Business success is a result of team play, where all forces are joined in a common purpose, where management and men are impelled by motives which are commonly understood. BUILDING UP A PLANT SPIRIT 77 Each side must appreciate the problems of the other, and instead of suspicions, antagonisms, indifference, or intolerance, there must be mutual confidence and active co-operation. No matter how humble a worker's job may be, his place in the organization is important. Management cannot afford to be indifferent to the desires and aspirations of the subordinate workers. From that group many a leader has been developed. And if this group is to function constructively it must receive constructive attention. A Specific Instance of the Development of Self-Help To take a specific example: The Jones Manufacturing Company has a department in which the majority of workers are unskilled. The superintendent expresses his contempt for the men in this department because they seem to care for nothing but more wages and to "show them a lesson" he will "fire on the spot" any fellow who asks for a more substantial return for his labor. He is disturbed because he cannot get the men to work harder and the more he berates these fellows through his foremen and sub-bosses the more exasperating is their lack of response. Soon there is an undercurrent of un- rest. The men are sullen and there is a flare-up here and there when harsh words are applied by the bosses. Suddenly notice comes to the superindentent that the men will go out on strike within twenty-four hours unless their "demands" are met. He rages at the men and refuses to see their com- mittee. The strike takes place and feeling becomes bitter. Pickets appear and the work of the company is seriously crip- pled. Finally the strike is settled upon a compromise of terms laid down by the workers. The president of the com- pany, much disturbed about the matter, looks into the condi- tions causing the strike and finds no grievance that is in itself really important, but an accumulation of petty troubles which should never have been allowed to go on unheeded. 7 LABOR MAINTENANCE Then the president brings in a new superintendent, a man of broad sympathies and a keen judge of men. This new manager arranges to meet the workers personally and provides opportunity for them to come to him directly with any griev- ance they may have. He treats every worker man-fashion, and makes it his business to encourage the men to develop themselves through schools, self-governing clubs, and frequent addresses and lectures on matters of interest. He insists that foremen and subexecutives must practice courtesy at all times. He makes it clear that he will brook no arbitrary conduct on the part of his operating staff; and at the same time lets the men know that he expects of them the same spirit of fairness and co-operation, which he is extending to them. It is not long before a marked change in the morale of the men is evident. They work with a new vigor and there are fewer terminations from the department. Respect replaces mistrust and there is peace and production. 5. Opportunities for Advancement The fifth principle requires provision of opportunity for initiative and growth. Where employment is not continuous, where there is no opportunity for promotion or encourage- ment of effort, little may be expected in the way of loyalty. The reader is no doubt familiar with plants where these factors, and some others mentioned in this chapter, are respon- sible for a demoralized work force. There can be no esprit de corps where jobs are temporary, where the management is constantly shifting men around, where the workers feel they may at any moment be thrown out of employment, where there is no attempt to search out special merit and encourage it and where vacancies are filled from the outside instead of building from within. Instances are numerous where men have put their hearts and souls into their work with good results only to wake up some day and find new men thrust BUILDING UP A PLANT SPIRIT 79 upon the organization and chances for advancement made more remote than ever. When a man's spirit is broken, when he feels himself a cog in a ruthless machine which ignores faithful service and offers no incentive for enthusiastic effort how can we expect anything resembling plant spirit ? A wise management will study itself and offer a definite system of promotions and advancement to those who show meritorious service. This means carefully worked out job analyses and wage payments, service records that are com- prehensive histories of workers and their capabilities, as well as intelligent appreciation of the psychological factors govern- ing human conduct. Not only must there be room for initiative and growth within the organization as such but the personal development of workers through their own social activities must be en- couraged. The problem of the worker's leisure is more than a personal problem; it is a community problem, and the em- ployer can help in its solution. The intelligent use of leisure makes for sound citizenship, without which industry cannot maintain itself. The specialization of processes in large-scale production produces a monotony which must be offset by human enterprises that allow mental and social development. Employee activities foster healthy plant spirit. Further con- sideration of this factor will be found in succeeding chapters. 6. Enthusiasm of Management The sixth principle is enthusiasm on the part of the man- agement. An organization generally reflects the spirit of its manage- ment. A gloomy, pessimistic outlook by the management cannot produce a cordial spirit. Many a plant has suffered from this. Such a disposition on the part of the management breeds distrust, suspicion, and hard feelings. Progress in right relations between management and men under such circum- 80 LABOR MAINTENANCE stances becomes more and more impossible. "All our modern industrial social problems," says Gerald Stanley Lee, "are problems of gearing people up." Successful leadership in business and industry carries with it never-failing enthusiasm, the enthusiasm that inspires confidence, action, and good-will. When Joseph W. Powell passed through the shops of the great shipyard of which he was president, the men would warm up to his cordial greeting and take a new interest in their work, for "J oe " Powell's enthusiasm is irresistible. When "Charlie" Schwab talked to the boys at the Hog Island Shipyard at a time when the rivet-driving records were going down there was an immediate reaction and the figures of production took a decided leap upwards. And so with many concerns throughout the country. Men are inspired to do their best because the management believes in its men, in its work, and in action. Selling its product is not the only func- tion of a business; it must "sell" itself to its workers, it must inspire confidence, and through its example spread enthusiasm so that it reaches every worker. The Part of the Foreman Paramount in importance is the co-operation of foremen in making labor maintenance work a success. Too often this factor is ignored, but effort is well spent in trying to win their interest and support. Let us here emphasize the fact that the foreman is the key man in the structure of labor maintenance. By his attitude he may build or destroy the work of months and years. He is the one in closest contact with the workers. To them he represents the management. Practically their entire time is spent under his close super- vision. It is highly essential, therefore, that the foreman should act as agent for the service department as well as for the company in general. The foreman's chief job is to maintain and increase produc- BUILDING UP A PLANT SPIRIT 8l tion. But no matter how intolerant he may be of "new- fangled" ideas, no matter how busy he may be with the material elements which concern output, he can be made to realize how much his production record depends upon a con- tented labor force. -It needs nothing but common sense to tell him that he has nothing to lose and everything to gain by appreciation of the human factors which govern successful man-power control. As a rule, however, he needs to be impressed with the importance of his share in reducing the wastes following instability of labor. The truth is that his responsibility in labor maintenance work cannot be shirked or evaded if he would maintain his own job. New Conception of the Foreman's Job The new science of employment management, having probed into the causes of labor instability, presents facts which are a formidable indictment of present methods of foreman control. A new conception of the foreman's job has arisen. A greater realization of the powers for good or evil which lie in the foremen's hands has made industrial leaders realize that the foreman of the future must be a manager of men before he can qualify for a permanent place in the organization of an industrial concern. The old type of foreman will soon be extinct. In the struggle for survival of the fit he will go down and his place will be taken by a man who respects men ; who will treat them as he himself wishes to be treated; who will realize that the "ignorant foreigner" has a soul, has ideals, and often has an education which would put those in a more fortunate place in industry to shame. The foreman of today knows that the worker is sensitive and rarely forgets insults and unjust rebukes; that the "unthinking masses" have produced many ~>f the world's greatest men; that if through intelligent treat- ment the proper chord is struck within them, it will evoke 82 LABOR MAINTENANCE an energy and spirit which will go far towards steadying the plant's labor forces. The Stupid Foreman a Handicap "This is the day of democracies, the 'day of tolerations, of adjustments and readjustments," says Charles M. Schwab. Self- respecting workers will not stand for arbitrary methods. Ex- amine the labor turnover reports of almost any plant and you will find the greatest number of terminations are made of the worker's own accord. The figures of a large new enter- prise, which in its methods is far ahead of other similar con- cerns, show the following percentages of voluntary resigna- tions of those whose services terminated during the months from May to September, 1918. May 43.1 per cent June 52.7 " " July 53-1 - August 64.6 September 72.0 " " The conditions in an older concern during the period from October, 1917 to May, 1918, are even more startling. In October 79.6% of those terminated left of their own accord " November 93.9 " December 90.6 " January 84.9 " February 74.7 " March 67.4 The situation which is before industrial managers is not one of theory but of disturbing fact. It is obvious that those who terminate their employment voluntarily do so generally because of dissatisfaction. It may be wages, working condi- tions, poor housing accommodations, rough treatment by fore- BUILDING UP A PLANT SPIRIT 83 men, or some other cause; but it needs no speculation to determine the foreman's part in this huge wastage. To the worker the foreman is not merely a representative of the company but the company itself. Thousands of dollars, there- fore, may be spent in the attempt to make employment attrac- tive, and results, so far as labor maintenance is concerned, may be nullified by the indifference, lack of co-operation, and stupidity of foremen. Recognizing these principles, progressive concerns are establishing training courses for foremen, and, like the Inter- national Harvester Company, are getting their foremen and executives together to impress upon them the importance of co-operation. At a notable meeting of nearly 600 foremen, department heads, and superintendents of the Harvester Com- pany early in 1917, the first meeting of this kind ever held by the company, the following point, among others, was em- phasized : One thing must be driven out of every organization and that is the poison of fear, the element of coercion. Men should come to you and give you their confidence, because you deserve it, because they are your friends and look upon you as the right sort of a guide. I have been through some of the instructions personally given to captains of com- panies in the army. These describe the captain as a father of the company. The worst crime a captain can commit as father is to be unfair and abuse his authority in relation to his men. The privates are supposed to come to him with all their hopes and ambitions, their woes. That is what he is captain for. He is supposed to show human qualities he is the father of the company. The foreman is a sort of father of his department. The president and other executives annot mix with all the men. You are the proxies of the men at the top. You are the men at the top so far as your own world in the shop is concerned. 1 1 See Industrial Management for Tune, 1917: "Relation of Foremen to the Working Force," by Meyer Bloomfield. 84 LABOR MAINTENANCE The Packard Motor Car Company pays a bonus to its foremen who have the best records of stability among their force. The company calls its plan "Labor Maintenance Efficiency." Reaching the Foreman Labor Efficiency Bulletins A successful method of reaching its foremen is that devised by the author for the Lake Torpedo Boat Company, Bridge- port, Connecticut. A series of "Labor Efficiency Bulletins" was prepared and sent every week or so* by the general man- ager to the foremen to acquaint them with some of the modern ideas of management and how they were working out at other plants. These bulletins were very cordially received and much thought and enthusiasm were stimulated by them. The fol- lowing is a typical bulletin: FOREMEN AND THE PLANT SPIRIT Plant spirit is not a matter of spontaneous combustion. It is a thing of growth sometimes slow, sometimes fast, sometimes good, sometimes bad. But it all has a common basis. It is the reflection of the spirit which pervades the management and this means you. Production is more a matter of men than machinery. One is the complement to the other. You are interested in getting fullest efficiency out of your men as well as your machines. You never rap a machine in anger if something is wrong with it, you try to mend it by using your mind. If you would make men fully efficient you must not only use your mind but you must get your men to use theirs. Man is a delicate machine. You can ruin it quickly. You must be the guiding spirit to your men. You must inspire them to do their best. If you want your men to have "pep" you must show them by your example. Enthusiasm is contagious. Your enthusiasm is the moving force of progress. If you lack enthusiasm, if you cannot appreciate the fact BUILDING UP A PLANT SPIRIT 85 that your men are just as human as you are and want to be treated as you would expect to be treated, don't hope for any sort of wholesome plant spirit. Modern management realizes the importance of the fore- man and leading man in developing good-will. And good- will is an asset to you as well as to the company. Production records depend largely on the spirit in which your men work. If you want personal success the way is clear. Your men will do the boosting for you and a satisfied worker is the best press agent possible. Get the good fellowship habit. Meet your men half-way. Help them in their activities. Give them a lift when they are discouraged. Forget personalities and go to your work with the spirit that has made Schwab, Carnegie, Edison, and the other leaders of industry produce miraculous re- sults. You can do it. Every man has the qualities of leader- ship. Plant spirit means leadership that gives every man a chance to express himself to bring the best out of himself. You need no war to go out to win. Meet obstacles with a big spirit. Look at your job as a human problem. Study its weaknesses. Be a good mixer. Get your men enthused let them help you solve your problems. Let every kick be a boost. Soon you will find yourself growing in power and that wonderful something, a fine plant spirit, beginning to assert itself. A Remarkable Record of Plant Spirit It is worthy of note here that during the summer of 1917 the company experienced a bitter strike ; and when the men returned the management decided to adopt new methods. An employment and service department was established and close attention was given to the causes of instability of the working force. The great problem was how to build up the spirit of the plant. Working conditions were improved, discharges were carefully reviewed, a plant newspaper was started, and later a marine band was organized. Enthusiasm grew, and in ten months the rate of turnover fell from 294 to 70 per 86 LABOR MAINTENANCE cent. But this was not all. The men wanted to show their spirit. One of them conceived the idea of having the entire plant celebrate Independence Day in some manner different from that of any other industrial plant. A committee of workers waited upon the general manager. They asked him whether he would agree to all workers putting in three hours of work on the nation's holiday without compensation so as to show Uncle Sam they were with him in beating the Hun. Astounded at this request, the manager said, "Go ahead and arrange it. I'm with you boys." And so on July 4, 1918, at 7:00 A.M. promptly, 1,100 workers plunged into their task of building submarines and for three hours without break worked as they never worked before. Each hour was punc- tuated by a blast from the yard whistle. This only served to spur the men on. Each department tried to excel the other in production. Even the office force gave its quota towards this novel celebration with a voluntary attendance of 100 per cent. When the three hours were up there was flag raising and the workers left after cheering themselves hoarse. It so happened that plans for this demonstration developed so quickly that some of the copper-shop workers had already made personal engagements for this day and could not readily break them. They were not going to be slackers, so twenty- eight of them signed a petition to the company requesting it to deduct three hours' wages from their forthcoming pay and contribute this to some war charity. Not content with these manifestations of their loyalty to their country and to their employers the workers, a few weeks later, made a collection and bought a fully equipped ambulance which they presented to the Red Cross with a note reading: "To the Boys over there from the Boys over Here." Such is the essence of plant spirit. CHAPTER VII TRAINING THE WORKER Need of Industrial Training Wherever human skill is required in industry workers must be trained. Skilled labor is as essential to industry as its plant, machinery, and manufacturing material. Even with normal operating conditions skilled labor must be continually supplied to replace the continual normal loss through regular causes. With unusual or emergency conditions, which might arise through an exceptional demand for the product manu- factured, the supply of competent labor becomes of first importance. Indeed, unless the present operations of skilled labor can be replaced by some other means, such as highly developed machinery and other physical apparatus, and through greatly extended specialization, systematic training of labor is imperative if the flow of skill is to be maintained. Benefits of Training Efficiency The benefits, of such training, particularly of direct train- ing on the job, are very great. It brings increased skill in the ability to do the operations of the job itself, which affects both the quality and quantity of the product. It increases, moreover, the general job intelligence of the worker, not only in connection with his own job, but in the relation of his work to that of others involved in production. In skilled trades much is required of the worker in the way of judgment and decision. Training improves ability to judge conditions correctly, make proper decisions, and handle any particular 87 88 LABOR MAINTENANCE job accordingly. Training also teaches time-saving methods in handling, calculating, laying out, and operation. Progressive concerns value most highly those men who have received training within their own plants, and who, having grown up "within the family," know the methods and standards of the company. This knowledge may result in real economic value where method and standard are con- sidered in skilled operations. Correct training teaches how to minimize waste: how to conserve material and save time through the best methods of procedure. Aims of Training Now the subject of industrial training is one that can be dealt with either in a narrow or in a broad spirit. Its purposes call for special definition in the light of what particular ends are to be gained. The whole subject calls for analysis in terms of industrial needs peculiar to each organization. Within the various trades, the craftsman, and the semi- skilled worker must be distinguished both from those who fill the supervisory position, and from the so-called unskilled workers. Relative to the unskilled worker, a training plan will concern itself chiefly with the development of good indus- trial habits, steadiness, regularity, and information as to the policies of the management. The next step in such a program is to provide, wherever feasible, the training needed for. promotion out of the unskilled class to a higher grade of work. In other words, a large element in the training program is the appeal to ambition, to standards of excellence both within the job and in the jobs to which it may lead. One of the great needs of the workmen of today is adaptability to change. Progressive organizations all show steady transformation in details of technique as well as in the larger phases of operation. The unconscious resistance TRAINING THE WORKER 89 which a mass of workers can offer to any innovation is as serious a hindrance as the opposition of outright hostility. One reason for such a situation is the absence of training provisions that prepare the minds of the workers for progres- sive developments in the organization. Change of the work- ing force is often a last desperate resort for dealing with a stagnant personnel. But this is a drastic procedure, very costly, and wasteful. An easier and more satisfactory method is to anticipate changes by continual encouragement of the workers to keep alive to the demands of progress. Capacity to conform to innovation comes chiefly through education. History of Trade Education The oldest type of education in the world is trade educa- tion. The other kinds of training we are familiar with came much later. From the very beginning of organized occupa- tions there has been a recognition of the need for some kind of regular instruction for those who were to be engaged in them. During the "golden" days of the apprenticeship system in the Middle Ages, the training for a trade reached its height. There were many faults in that system as it was carried on; but it was the last word in that type of training the boy who went through its rigorous program became a real crafts- man, a master workman, ready to hold his own with anyone. It required seven solid years under stern discipline to complete the program, and at the end of that time leaders of the craft to which the apprentice had been bound gave him an exhaustive practical test. If the boy passed and could be otherwise recom- mended, he took his place with the elect in his Own particular trade. And the master workman of those apprenticeship days was something of a personage. He enjoyed certain privileges which the untrained were debarred from, such privilege, for 90 LABOR MAINTENANCE example, as freedom to change his habitation. Others less fortunate were tied to their localities. The Decline of Trade Education For something like three centuries this system flourished, and then began to disappear. The factory era began late in the eighteenth century and modern industry gave the history of man a new turn. For something like three generations, all during the period of marvelous industrial growth, appren- ticeship, and with it trade training generally, was a thing of the dim past. Small shops grew to big ones, industries combined into huge aggregations, and millions of new workers in shops, mines, and mills came into industrial employment. But training was not a subject that concerned them or their employers. Long hours and arduous labor were regarded as the essentials of satisfactory production. Not until our own generation, in fact, was there an awakening to what training could do, and how superior it was to mere physical power. The Revival of Trade Education We have entered now a period when trained intelligence has been discovered to be a bigger factor than had been realized before in the traditional type of management. Public taste has become educated to a higher grade of workmanship, com- petition has forced changes in methods, and a gearing to the pace set by the most enterprising. Moreover, all sorts of outside forces have begun to act on the ideas and the attitude of the working force. Far-seeing managers have demon- strated that cheap, untrained labor is oftentimes a liability instead of an asset. The favors of the market have been won by those who have been forehanded in estimating the change that has come over both the consuming and the producing popu- lation. TRAINING THE WORKER 91 Industrial education today is one of the great public enter- prises of our common system of education; it is one of the big features of the modern plant. The literature on the subject makes a fair-sized library by itself, and the number of specialists in the field is legion. Trained intelligence is industrial wealth; the force of one skilled brain outclasses that of mere numbers without specialized fitness for the work in hand. The present era therefore may well be called the era of trained hands and brain. The future belongs to those who build on a foundation of trained personnel. Aim of the New Trade Education All this may sound obvious, and too self-evident to need emphasis. But emphasis is needed, and though assent to training is universal, there is yet a vast deal to be done. We are only at the beginning of the greatest industrial training projects in the history of the world. The old apprenticeship system reached but a few. The new training movements of our own and other countries aim to include in time every worker in every employment. Industrial managers have been the pioneers in the modern movement of trade instruction. They have had to overcome the opposition of their fellow-managers, the hostility of educa- tors who ridiculed the idea of associating education with manual work, and not seldom the resistance of the rank and file, who looked upon the training department as a threat to their own security. All that is now past. The last decade has seen a larger advance in this field than in the one hundred years that have gone before. The story of what various industrial and other establishments are doing today for the training of their em- ployees is long and interesting as is the story of what govern- ment, public, and semipublic agencies are doing in a similar direction. 92 LABOR MAINTENANCE Training for Every Worker Out of the mass of material, and out of the abundant experience available, several important guiding principles emerge, and these must be carefully regarded in every training program. First, it is good economy to provide, wherever possible, a course for every new employee in the methods, policies, and peculiar production problems of the concern. Whatever work an employee is given, the actual beginning of his service should be preceded by a period of preparation, even if it consists of but one or two lectures explaining the system in vogue. Old as well as new employees are in need of this initiation. It is a mistake to plunge a beginner immediately into the details of his particular task without giving him the benefit of a general survey of the establishment and of the industry of which he is to be a part. Good organization requires a preliminary insight into the new environment, as it were, and a careful explanation of its meaning. No specific training work should be begun before this work has been done. Every industry has its romance, and every organization has a tradition that should be reviewed anew for the benefit of every newcomer. This is an indispensable part of what may be called assimilation. The United States Rubber Com- pany, for instance, begins the training of employees with talks on the romance of the rubber industry, and how the com- pany's huge enterprise has grown. A background such as this gives the specialized workers an entirely new grasp and attitude as regards their work and associations. Industry today confronts a new set of conditions. Noth- ing, of course, can take the place of individual initiative and persistence ; men of exceptional merit will rise from the ranks no matter where they start. But it is folly to rely altogether on such a source of supply. A few exceptional men cannot TRAINING THE WORKER 93 take the place of a personnel trained in its entirety. Trained men are not available in sufficient numbers today to meet the demands of expanded industry. There is a competition of working forces as well as of goods and of management. Every present-day industry that wishes not to surpass its competitors only, but merely to keep abreast of them, must enforce its enterprise with a program of training which will reach every element concerned with its product. The next few years will prove decisive for executives who are foresighted. The proper balance between the quality and the quantity of output is what industrial leaders look to, and these results hinge in part on the character of the training that is available to the worker.- One of the world's leading economists, Professor Alfred Marshall of England, has said: To be able to bear in mind many things at a time, to have everything ready when wanted, to act promptly and show resource when anything goes wrong, to accommodate oneself quickly to changes in details of the work done, to be steady and trustworthy, to have always a reserve of force which will come out in emergency, these are the qualities which make a great industrial people. It is true that there are many kinds of work which can be done as efficiently by an uneducated as by an educated workman, and that the higher branches of education are of little direct use except to employers and foremen and a comparatively small number of artisans. But a good educa- tion confers great indirect benefits even on the ordinary workman. It stimulates his mental activity; it fosters in him a habit of wise inquisitiveness; it makes him more intelligent, more ready, more trustworthy in his ordinary work; it raises the tone of his life in working hours and out of working hours; it is thus an important means towards the production of material wealth; at the same time that, regarded as an end in itself, it is inferior to none of those which the production of material wealth can be made to subserve. 94 LABOR MAINTENANCE Advantages Better Relations That it is much more satisfactory to deal with intelligent and well-trained employees than with the illiterate and the poorly trained, is a truism but unfortunately it is a truism that has not yet received universal credence. The trained employee can more readily and better understand and execute orders. He is more responsible in his work and in dealing with the company. He can usually see the employer's problem as well as his own if he has been in this business for some time. He is a real industrial asset. Training should assist in increasing the interest of an employee in his work and his company. Through a better knowledge of his duties, responsibilities, and opportunities, he is better able to adapt himself to conditions and appreciate his relation to the rest of the organization. His decisions should be the wiser, as the result of his expanded outlook developed through properly systematized training. Advantages Reduction of Labor Turnover An expense is involved not only in the employment and assignment process, but in adapting the new employee to his work and to the organization. Where proper training methods exist, the adaptation of the new worker to his job and to the organization is facilitated and the waste of placement is greatly reduced. The experience of concerns where the prob- lem has been studied convinces that a large part of the dis- satisfaction with their jobs and consequent termination of work by employees, may be traced to unsound methods of fitting them into the organization. Industrial training assists in reducing turnover through making possible the employment of a better grade of worker, through a logical and systematic development of the worker's capacities, and careful placement in accordance with his adaptability, temperament, and other qualities. It assists in TRAINING THE WORKER 95 developing a "content of labor," a prime factor in reducing turnover. Job Adjustment Survey In this connection, one of the first steps to be taken, when a training department or project is installed is a careful job survey 1 indeed, a general plant survey from the point of view of employment. A good outline for such analysis is the following, devised by Henry C. Link of the United States Rubber Company: Name of job Physical characteristics of job: 1. Machine Number of 2. Handwork 3. Heavy light medium 4. Lifting hauling climbing standing sitting walking 5. Clean dirty hot cold 6. Kind of eyesight required Mental characteristics : 1 . Educational 2. Prerequisite experience 3. Ability in English : Read write spell talk 4. Ability in mathematics: Copy figures add subtract multiply divide deci- mals Miscellaneous : 1. Earnings a. Day-work maximum minimum average b. Piece-work maximum minimum average 2. Hours 3. Possibilities of promotion 1 For a full discussion of job surveys and analyses, see "Employment Methods,' by N. W. Shefferman, published by the Ronald Press Company, 1920. 96 LABOR MAINTENANCE 4. Time required to break in new man 5. A brief statement oi any other essential features of the job The "Job Adjuster" Where large numbers are employed it is obviously difficult to insure that every new employee is properly placed. Suc- cessful experiments have been made in large plants with what may be called "job adjusters" notably at the Fore River plant of the Bethlehem Shipbuilding Corporation and at the Chester plant of the Merchant Shipbuilding Company. The plan of having one or more men devote their entire time to problems of adjusting workers to their jobs, and so far as possible making a corresponding adjustment of the job to the worker, has brought highly satisfactory results. The loss of capable workers has been noticeably reduced, productive effi- ciency increased, and dissatisfaction cleared up. Foremen in a busy plant are too much occupied to spend much time on the individual problems of their men at work. The easiest way is to "get rid of the fellow" if he fails to show fitness for his job. But where there is a job adjuster the employee is turned over to him for treatment. This official, a man of tact and sympathy, and possessed of a good working knowledge of the jobs in the plant and their require- ments, looks into the case and finds out where the difficulty lies. If the worker's previous experience is good and his present capacity sound, but a mistake has been made in placing him in the wrong kind of work, the adjuster will arrange for a transfer to another job. If the man merely needs some assistance in learning his new work the "adjuster" will see that proper instruction is given him. It is the business of the job adjuster to act as the right hand of the foreman and the employment manager. He is TRAINING THE WORKER 97 often in a position to discover friction spots in the organization the moment they appear, and is thus able to prevent misunder- standings that might cost much in time, money, and good- will. A Concrete Example of the Value of a Job Adjuster A large western plant employing 18,000 workers was hav- ing considerable difficulty in retaining its force, and decided to establish the position of job adjuster as part of its program of bringing its employment department in line with modern ideas. Two men were employed as adjusters and a notice was cir- culated throughout the plant, not announcing the appointment of these men, but stating that any.employee who had back pay due him or who found some mistake in the amount of wages in his envelope, should see Mr , Adjuster. It so happened that at this time the government made an award increasing the wages of the men in this plant and giving them the right to retroactive pay. Owing to the pressure of the work and the administrative difficulties involved, the pay was somewhat slow in distribution and considerable discon- tent manifested itself. When the men saw this notice they said to themselves, "Well! here's a fellow who is going to help us get our money and save our time" ; and to him they flocked in large numbers. When they found, through contact, that the adjusters were not merely pay agents but were con- cerning themselves with all the work problems of the men, they began to "root" for the idea. Soon after, another notice was handed to each man reading, "If you think of quitting or changing your job get in touch with Mr , Adjuster. The foremen then saw the advantages of the job adjuster who saved for them the time ordinarily used in interviewing men who wanted to change jobs, and they refused to sign a man's termination slip until he had been to the job adjuster. 98 LABOR MAINTENANCE A remarkable result followed. In six months the labor turnover was considerably reduced. The company, foremen, and workers are enthusiastic about the plan because it has helped develop a plant spirit that is the envy of less progres- sive concerns. Apprentice Schools as Selective Media Some organizations value the selective possibility provided by their training systems quite as highly as the direct training given. The Pennsylvania Railroad Company, which main- tains a system of trade apprentice schools described in detail later in this chapter, relies on its schools as selective media. Through these schools the special aptitude of the apprentice is discovered as well as his relative abilities. (For form of apprenticeship agreement, see Appendix E.) The apprentice records in school and shop are used as the basis of selection of those to be given, . first, positions of minor responsibility, and later, higher executive duties. This company is a fair example of the policy of developing officials from within the ranks, through considerable periods of train- ing and experience in the several positions of advancement. The result of its policy has been the development of one of the most efficient organizations in the world. It offers a worthy example for other organizations. The provision of "a way out" to positions of responsibility for those whose initiative, energy, inherent ability, and hard work are bound to manifest themselves and to grow, is an important asset of organization assisted by training, and is a large contributing factor towards economic success. Increased Training Means Increased Production The increase in operating efficiency through the agencies cited as the product of training, means an increase in profits. Some of the savings and advantages given as a result of TRAINING THE WORKER 99 training are indirect and somewhat intangible, but important nevertheless; others are direct and bear tangibly on operating conditions. In this connection it may be noted that reports have been obtained from 200 manufacturers who have given training a long and severe test. Of these 90 per cent state that their training departments are definitely profitable and all the others class them as an asset. Kinds of Industrial Training The kinds of industrial training which have had the largest development may be classified as: 1. Mechanical trade training by means of day-time and evening instruction. 2. Office training. 3. Emergency training, which assumed great importance during the period of the war. 4. Special training, such as is given in classes organized to provide short, intensive courses for special development or educational needs. Mechanical Trade Training Mechanical trade training includes not only the day train- ing systems operated by corporations themselves, but also those operated in conjunction with local educational facilities. These are exemplified by the co-operative training systems established at Fitchburg, Massachusetts, between the repre- sentative manufacturing companies and the local high school, and at Cincinnati, Ohio. According to this plan the students alternate weekly or bi-weekly between shop and school, and through combined shop experience and school training develop into efficient employees. These systems have been highly com- mended by employers and school authorities, and are worthy of consideration by those desiring to establish training. The 100 LABOR MAINTENANCE Simonds Manufacturing Company, Fitchburg, Massachusetts, among others, is following out this training plan with success. Many companies have benefited through classes conducted within their plants by state or university extension depart- ments, such as are operated in Massachusetts under the state board of education, and in Wisconsin, Iowa, Chicago, Texas, and California, under the state university, or the privately endowed university. Supplementary training of industrial workers is furnished also by correspondence schools, both those privately operated and those under state or university supervision. Office Training Office training schools for both day and evening instruction are operated by corporations under their entire control, or in co-operation with public or other outside educational agencies. Instruction by correspondence is also a factor to be considered in the training of office employees. Emergency Training Emergency training under pressure of war conditions assumed great importance in securing and maintaining an adequate labor supply. This training applied particularly to war industries, such as munition factories and shipbuilding plants. The training of shipbuilders was carried on under the supervision of the Emergency Fleet Corporation. The methods of training for instructors and men in the several skilled trades followed plans arranged in detail and supervised by the Emergency Fleet Corporation. The following chapter describes the training system which was used by the Merchant Shipbuilding Corporation at their Chester plant and carried out under the above-mentioned plan. TRAINING THE WORKER IOI Determination of Method Methods of training the worker will depend to a large extent upon instructors their mental and physical char- acteristics and temperament, their education, and their ex- perience. An instructor's knowledge of the psychology and pedagogy of the particular trade to be taught aids greatly. In addition to the influence of the instructor, physical equip- ment for training, as well as instruction material lesson sheets, blue-prints, etc. bear an important part. Methods of training involve also details of correlation of shop, school, and class. Instructors For success, an instructor should have a reasonably good physical bearing and personality. He should also be mentally alert, able to grasp quickly the details of a situation and direct his instruction along logical lines in connection with his train- ing problem as a whole. He should preferably have a wide experience in the trade or subject he is teaching. The tendency at the present time is not so much to take a man of higher technical training, or a pedagogue, and teach him the trade requirements, as it is to take a common mechanic and give him "the teaching trade." In any case, the broader the general intelligence, and the industrial and training experience of the instructor, the more likely he is to adapt himself to general conditions, and the better he will be able to handle himself and his work properly in an emergency. He should be able to inspire his pupils, to keep up their enthusiasm for the work in hand, and to direct them kindly but firmly. A knowledge of psychology is important to the well- equipped instructor. Each student is a mental and physical unit to be carefully considered. The instructor should be familiar with the laws of interest, attention, memory, reason- ing, habit, and the other phases of mental life. It would be 102 LABOR MAINTENANCE well for him to read carefully such books as William James's "Psychology, Briefer Course"; Frank Cramer's "Talks to Students on the Art of Study"; and Dearborn's "How to Study." Industrial training should always proceed, however, from the concrete to the abstract. It should find its beginnings always through specific problems arising in the daily work. Generalization should come as a later step. Physical Equipment The physical equipment should be the regular equipment of the particular trade, and should be handled under actual operating conditions. Industrial training in any particular trade is best taught right on the job on actual production work; the proper atmosphere so essential to effective indus- trial training can be gained in no other way. Training classes or groups should be small enough to allow of individual instruction. This is necessary on account of the varying degrees of experience, preparation, ability, adaptability, and temperament of learners. All industrial training should be conducted informally and in such a way as to secure confidence, and to encourage and develop pride and interest in work. Special problem or instruction sheets may be prepared as aids in "putting over" the mathematics or mechanics in- volved in the trade, together with shop sketching or blue- print reading required. These are essential in many branches of industrial training and represent the practice of progressive employers. Correlation of Shop and School In organizing industrial training of any kind, the condi- tions of the particular industry or trade or department should be carefully studied and the training program arranged in TRAINING THE WORKER 103 accordance with the particular needs. Sometimes a training plan is formulated with insufficient co-operation and co-ordina- tion with the operating and production heads. Such plans have doubtful possibilities. It is unsatisfactory to make an educational suit of clothes and try to fit it to a production requirement. The logical plan is to begin from the inside and work outward. In order to make this training completely effective, there must be hearty co-operation from the foremen. Some in- structors have had the experience of frequently seeing their best boys leave the plant to work elsewhere because of higher wages or the jealousy of foremen who feared the "rising generation" of young men. When the boy is ready for the job, the job should be ready for the boy. Foremen and super- intendents must be educated to see this. 2 * For an exhaustive discussion of training* see R. W. Kelly's ''Training Industrial Workers,'' Ronald Press Company, 1920. CHAPTER VIII SOME TRAINING SYSTEMS Wide Variety Provisions for training worked out by large American concerns are often very complete, but they differ considerably in details according to local conditions, and according to the special nature of the business. Some idea of the character and scope of such educational work may be gained from an examination of a few specific training systems. The Pennsylvania Railroad Company The Pennsylvania Railroad Company maintains a system of shop trade apprenticeship in which apprentices receive in- struction both in shop and school. The course is of four years' duration for most of the trades. Apprentices work under the supervision of an instructor in the several shop departments in accordance with a definite schedule. The work begins with the erecting shop, and the entire course requires four years to complete. The school instruction, as outlined, covers three years of 42 weeks each. During the fourth year the apprentice does not attend the school but may be assigned to special duty work which will give him training in a particular line. Each appren- tice receives four hours of instruction per week in periods of two hours each. These periods are separated by a number of days in order that the students may have enough study time to prepare the lessons assigned. The apprentices are paid at the regular rate for the time they put in at the school but 104 SOME TRAINING SYSTEMS 105 their evening study is done on their own time. They are grouped in sections or classes of from 15 to 20, so graded as to provide considerable flexibility for giving the individual apprentice the kind of instruction he needs in order to develop his latent possibilities. The subjects consist mainly of mathematics and mechanical drawing taught in a severely practical way and applied to trade requirements. Such parts of the various branches of mathematics are given as apply to problems met in trade work. The work in mechanical drawing consists of sketching and drawing machine parts, tracing, blue-printing, and the reading of blue-prints. In addition to mathematics and drawing as much of English and elementary drawing is included in the curriculum as is warranted in schools whose primary object is specific trade education. Texts are prepared by the school instructors in loose-leaf mimeograph or blue-print form. Practically no formal text-books are used except for reference purposes. The apprentices are led on ^gradually from the simple to the more difficult problems, and are taught to visualize their instruction and receive it in terms of their shop environment. The purpose is to teach the direct practical use of principles involved, to develop methods of neatnes? and accuracy in work, and to foster the sense of duty ana responsibility. Monthly and annual reports of the instruction and records of the individual apprentices are submitted by the supervisor. They form a fairly complete record of the aptitude and ability of each apprentice and, when taken in connection with a similar system of reports from the shop foremen, form a valuable body of data in selecting apprentices for the various services of the company. The instruction offered in the company schools is broad enough to give the apprentice the basis of an education, and to assist him in becoming, not only a better mechanic, but a good citizen. 106 LABOR MAINTENANCE The Brown and Sharpe Plan Objects An excellent training system is that used by the Brown and Sharpe Manufacturing Company of Providence, Rhode Island, during peace times. Under war conditions they estab- lished a training department for "breaking in" new help in short periods. Under the war conditions, of course, the train- ing was highly specialized, but the regular apprentice training is designed to be all-round. With this company great emphasis is placed on training for the machinist's trade, since that is the principal trade involved in their business. Apprentices are also trained in drafting, pattern-making, moulding, core-making, and black- smithing. The company's main object, however, is to train appren- ticeship, not only thoroughly competent mechanics, but men who may be developed for positions of minor responsibility in the management. School Work In order to give the apprentice the proper experience in his trade, he is transferred from one department to another, learning each part of the work in the department where it is done. The apprentices start with the simpler operations and are gradually advanced to those requiring greater skill. There is also some training along lines of special character. Train- ing on production work is given in the regular shops. In this way the learners have the opportunity to profit from observa- tion of work going on around them, as well as from that which they do themselves. With most of the trades that are taught, school work is also given in order that the development of the brain of the worker may keep pace with the increase in mechanical skill. The school conducted by this company provides instruc- tion in machine-shop mathematics, in making working draw- SOME TRAINING SYSTEMS 107 ings, and in planning and designing tool equipments. Instruc- tion is given without the use of text-books and the student is not required to learn rules and formulae. Problems that actually arise in the shop are presented in regular sequence as to subject and difficulty. The apprentices are also taught the principles of algebra, geometry, and trigonometry as they apply to the practical problems of the shop. The machinist apprentices devote two hours per week to school work for the first two years of their apprenticeship, and four hours per week during the last two years. Pay at regular rates is given for their time spent in school. The apprentice course is in charge of a supervisor of apprentices, who, with an assistant, serves as instructor in the school and also supervises the work of the apprentices in the shop, though in no way does he relieve the foremen of responsibility. In addition, the instructor takes a general inter- est in the boy's welfare both inside and outside of the works. Requirements for Apprenticeship To be eligible for apprenticeship a boy must not be less than 1 6, nor more than 18 years of age, must have a common school education, and be physically fit. Only boys of good habits whose senses are unimpaired are accepted. A preliminary examination in elementary arithmetic is ordinarily required. The term of apprenticeship is four years. The first twelve weeks of work constitute a trial period. At the successful completion of an apprenticeship, a boy is paid the sum of $150. While serving his time the boy works mostly on a day rate, but during part of his apprenticeship he may do work at piecework rates and so substantially increase his earnings. The work of the Brown and Sharpe Company is repre- sentative of apprentice training practice especially for machin- ists. Readers who are particularly interested in this phase 108 LABOR MAINTENANCE of industrial training will do well to secure a copy of the bulletin, Apprenticeship, published by this company. The Cincinnati Milling Machine Company The Cincinnati Milling Machine Company has a well- organized apprenticeship system, offering two courses to boys on the co-operative plan mentioned in Chapter VII. Course No. i is for boys who have gone through the first two years of high school co-operative work. In the third year they become employees of the company and divide their time in alternate two-week periods between the school and the shop. After this their work is continuously in the shop except that for a year or more they have one-half day a week at school on advanced courses. Boys are selected for the course on the basis of natural mechanical aptitude, good health and habits, and the willing- ness of their parents to co-operate. They receive regular pay for time spent at school, and those who complete the course receive $100 bonus. A set of tools costing about $35, which is later deducted from the bonus, is given to each boy at the time he enters on the course. A notable point of the plan is the provision that if a boy desires to enter the Co-operative Engineering Course of the University of Cincinnati upon his graduation from high school he may complete his apprentice course by alternating in two-week periods between the university and the shop for the first two years of the university course. During the remaining three years of the university course he is given an opportunity to spend his shop periods in the engineering departments of the company. If a boy cannot afford to go through high school and take Course No. i he may enter Course No. 2 consisting of two years* work in some special branch of a trade with a bonus of $50 when the course is completed. Special arrange- SOME TRAINING SYSTEMS 109 ments for a complete shop course are made with boys who take Course No. 2 and who attend night school to round out their general education, if they evidence a desire for further technical training. The Simonds Manufacturing Company The Simonds Manufacturing Company, Fitchburg, Massa- chusetts, has an educational department based upon sound principles. Its aim is "to open to the employees of all grades, new possibilities within themselves and in their work and to develop the idea that no one is to work without motive/' The courses take up the history of saws, the mystery of steel, the operations of saw-making, the uses made of saws in mills, shop, and factories, and other matters which stimulate in- terest in the company's product. Experts from all departments assist in giving the courses and often outside specialists are brought in. Students prepare papers and talks. Among the subjects taught are advertising especially as related to the company's products business, including man- agement, organization, accounting, banking, selling, and letter- writing. The latter is intended for stenographers and those who dictate letters. There are also courses in modern methods of management, designed especially for foremen. Department heads, clerks, and workmen take these courses together. Office men by permission may take shop courses and similarly men from the shop may take the office courses. The Larkin Company An interesting method of encouraging employees to im- prove themselves is used by the Larkin Company of Buffalo. An employee who has been with the company six months or more and wishes to attend public classes of instruction in any educational subject at the expense of the company may, after his application is approved, attend such instruction and be IIO LABOR MAINTENANCE reimbursed provided he attains a standing of 75 per cent in scholarship and 90 per cent in attendance. Goodyear Tire and Rubber Company Special Devices The educational activity of the Goodyear Tire and Rubber Company is varied and extensive. In 1911 the technical men of the factory organized what is called the "Technical Society," whose purpose is self-education through evening lectures and talks. In 1915 the scope of this society was broadened and all employees were welcomed to membership. Talks are given on aeronautics, mechanics, the chemistry of rubber manufacture, as well as on shop practice. Another means of training, somewhat similar in nature is offered by the Efficiency Club, made up of department heads, office men, and others who meet fortnightly to study com- mercial and manufacturing methods. Discussions and debates make the meetings interesting. The most striking feature of the educational policy of the company has been the development of two organizations of picked men, trained in all plant operations, and known as the "Production Squadron" and the "Engineering Squadron." When it is found that the production of a certain department is falling off, these men are put into it to build it up. Their all-round training makes them specially valuable. About 1 ,000 of these men are now available. A "production squadron'* consists of about 50 men; an "engineering squadron" is some- what smaller. The Factory School The factory school was established to provide instruction to the squadron organizations and other special groups. In 1916 the school was opened to all Goodyear employees. There are now 1 1 classrooms located on the top floor of one of th.o. SOME TRAINING SYSTEMS III buildings, in which n full-time instructors conduct 144 classes per week. To take care of all shifts, the hours of the school are from 6:30 A.M. to 10:30 P.M. Included in the membership of the school, for instance, are a number of foremen who wish to better their education. Each course consists of 40 lessons. The subjects taught are as follows: 1. For production squadrons. Business English, arith- metic, rubber manufacturing practice, economics, organization and management. 2. For engineering squadrons. Shop mathematics, ele- mentary mechanical drawing, advanced mechanical drawing, elementary principles of mechanics, ad- vanced mathematics, modern business methods. Other subjects taught are, business English, arithmetic, civil government, modern business methods, commercial geography, American history, Spanish, public speaking, busi- ness law, and corporation finance. An unusual feature is the provision of courses for mutes. Business English and arith- metic are the main subjects taught. New subjects are added as occasion demands. In addition to this extensive work for its own employees, the company offers a three months' factory course to graduate engineers and gives them an opportunity to obtain practical experience in each of the departments of the factory. The Western Electric Company Another successful training system is that of the Western Electric Company at Hawthorne, Illinois. Their training activities include schools for typists and comptometer opera- tors, educational courses for manufacturing apprentices, and, in addition, courses for college graduates. The company sends representatives to colleges throughout the country, to 112 LABOR MAINTENANCE meet the men before graduation and explain to them the opportunities for employment with the company. When satis- factory arrangements are made the men are assigned to one of three courses manufacturing, engineering, or commercial, each of which runs for a period of 49 weeks and includes lectures and practice. The work of the manufacturing department is very com- prehensive and offers a wide field of specialized training. Opportunity is afforded for work concerned with : 1. Scientific study of raw material. 2. Standardization of methods and equipment. 3. Preparation of detailed working drawings. 4. Planning and laying out buildings. 5. Selection of proper stocks. 6. Maintenance of standards of workmanship. 7. Determination of piecework prices. 8. Efficient handling of material. 9. Determination of manufacturing costs. 10. Supervision of workmen. 11. Supervision of employees engaged in installing equip- ment throughout the country. The engineering department is constantly studying new methods of improved communication by electricity and the problems involved. As the work of this department is to a large extent taken up with research it cannot be easily out- lined. But the work is none the less important and affords opportunity for continuation of the work covered by the college course. The work of the commercial department has to do with warehousing, purchasing, accounting, selling, distributing, and financing. In conjunction with each of these main divisions of activity, many specialized but less comprehensive subjects are studied. SOME TRAINING SYSTEMS 1 13 Evening courses are also provided for employees, and are supervised by an educational committee of a social and educa- tional organization of employees known as the Hawthorne Club. The company furnishes the equipment and facilities for instruction and shares the expense of administration with the club. The following courses consisting of 12 lessons each are given: Electricity and magnetism. Telephone practice. Practical mathematics. Manufacturing principles. Mechanical drawing. English. Principles of mechanics. Typewriting. Production principles. First aid. "The work in them is planned to give each member who enrolls those things he wants and needs, but which he finds it impossible for one reason or another to secure elsewhere." The classes meet once a week from 5:45 to 7:15 P.M. A works training department gives a four-year apprentice training in machine trades to boys between the ages of 17 and 20 who have had the equivalent of a grammar school education. Boys who show natural aptitude for mechanical work or who have had good schooling are selected on the basis of competitive entrance examinations. Four hours of each week are spent in classroom study by the apprentices, and the remaining time is devoted to mechanical work in the works training division or in operating departments. The course of study covers shop mathematics and mechanical drawing, lathe and screw machine-work, benchwork, milling and grind- LABOR MAINTENANCE ing, automatic screw machine-work and handscrew machine- work. Foremen's clerks are given clerical instruction in a special section which meets three hours weekly. All who receive training are paid by the company. Special schools are maintained for women employees who wish to become typists, stenographers, or comptometer operators. The Packard Motor Car Company At the Packard Motor Car Company, Detroit, until re- 'cently, employees were trained in the shop under the most competent foremen, but the disadvantages were many. In- struction by foremen was found to be costly; it reduced the productivity of the departments where such instruction was given and resulted in much waste of material. And when the employee was ready for a regular production, he knew only the process in which he was trained. To meet the need for more fundamental training a special school was established. As soon as one applies for admission to the school he is interviewed to determine what vocation he desires to follow. If it is found that, owing to physical peculiarities, his choice is unwise, the applicant is advised to undertake something else. Special instructors carry on the work. The Packard Com- pany, like other concerns, has found that best results are achieved by individual attention to students. On elementary work it was found that one instructor could efficiently handle five students, but that on machine-work one instructor for every three students was found to be absolutely necessary. One instructor for two students proved most successful. Not only the correct method of performing the job is taught, but physical training is given in how to do the work easily. In its work with women the company took especial SOME TRAINING SYSTEMS 1 15 pains to harden the students, during the training period, so as to enable them to stand at their work without undue fatigue. Where possible, chairs were provided. The period of time during which the students were required to stand while at the job was gradually lengthened until, when the course was completed, they were able to stand during the full working period. The rate of adjustment of the individual to the work varies in accordance with the severity of the task. The Wanamaker Plan Department store training systems are well exemplified by that of the John Wanamaker establishment in Philadelphia. Twenty-five years ago a body of the younger employees of the store was organized for educational purposes into a John Wanamaker Commercial Institute. This Institute now offers free instruction in common school branches, together with elementary business subjects, musical, social, physical, and military training. Instruction is given in both day and evening classes and includes specifically such subjects as spelling, "better English," reading, penmanship, practical drawing, mechanical lettering, design-work and stencil-making, store and community civics, commercial and industrial geography, music and physical culture. For adult employees the American University of Trade and Applied Commerce has been founded. The purpose of this institution is twofold: 1. To give employees an opportunity of continuing their education while earning a livelihood. 2. To develop better individuals, more useful members of society, and better citizens. The work is designed to supplement the primary and secondary education of the John Wanamaker Commercial Institute. Such technical subjects as pertain to the employee's Il6 LABOR MAINTENANCE job are taught, and with them such cultural subjects as per- tain to health, thrift, and proper living. The Filene Plan An unusual plan of educational work in department stores is that conducted at William Filene's Sons Company in Boston for the 3,000 employees. The training work at this store has two phases: 1. The training of the individual for his specific task. 2. The development of group consciousness through the organization of those doing similar work through- out the store. Such matters as job analysis and standards of work are brought before the organized groups for their determination. When the number of the workers in a group is small they meet in one body, but if the number is too large, individuals are chosen to represent the group at its meetings. For ex- ample, the salespeople, numbering about 800, must conduct their meetings through representatives chosen from the selling departments. The heads of stock in large garment sections, numbering only 23 in all, meet in a single group. Miss Bernice M. Cannon, the Educational Director of the store, illustrates the method by the following statement about one group of workers, the ''floor clericals," who are 'the clerical assistants to the floor superintendent in the selling departments. There are about twenty of these workers in the store. As a result of our work, they are organized under their own leadership. Their job was analyzed and the group agreed on the responsibilities they considered were theirs to assume. The representative of the training department is the instructor of new people to the group. When a vacancy occurs, she is appointed temporarily to hold the job, to be assured that the particular job is well organized. An SOME TRAINING SYSTEMS 1 17 assistant is appointed and the job is gradually turned over according to a definite plan. It takes, on the average, a week to train a floor clerical. When the week is over, the educational representative reports to the executive of the department that the person is trained and that she is ready to stand the test of the person doing satisfactory work. She then withdraws. In this way the instructor constantly goes back and forth to the operating job and is thus kept alive to the difference which the public demand may make of it. Not only this, but differences in practice not known before, may be revealed- and the instructor then goes to the group for a decision on the standard practice. This particular group discovered that the quality of their work affected that of the auditing office. They voted as a group to be checked for a time by the auditing office, reserving the right to check the auditing office in return. One most important result of such training in group organization and in democratic group leadership should be the elimination of the greatest evil of big business, the poor leadership of the intermediate executive to whom managers have to entrust the smaller units of their business and who to so great an extent are responsible for the autocratic man- agement that adds to industrial unrest. Other Plans Another excellent apprenticeship plan is that of the Rem- ington Arms Union Metallic Cartridge Company of Bridge- port, Connecticut. An outline of the terms and form of their apprentice agreement will be found in Appendix E. Many employers throughout the country make provision for reduction in the period of apprenticeship in case of unusual application and ability. A large plant in Wilmington, Dela- ware, for example, gives a reduction ranging up to six weeks when the boy in his second or third year shows conscientious effort. Another concern grants a reduction of from two to three weeks in the course if the boys take outside work, generally a course in drafting at the local Y. M. C. A. An- Il8 LABOR MAINTENANCE other well-known establishment in the same city offers a free evening technical course in the Y. M. C. A. after a year's service, provided that the boy's attendance has been 97 per cent or more of the working year. The General Electric Company maintains schools within its own plants for training men for the several mechanical trades required in electrical manufacturing, especially for training machinists. Instruction is given during working hours on actual production work. The training room is in effect a large machine-shop set aside for training purposes. The men under training also attend classes which meet during the week for two-hour periods to study the mathematical and physical principles of their trades and to learn how to read blue-prints. Much the same system is followed by the Westinghouse Electric and Manufacturing Company, the National Cash Register Company, and other representative machine and mechanical products manufacturing companies, as well as by the Pennsylvania Railroad, the Atchison, Topeka and Santa Fe Railroad and other representative roads. The Curtis Publishing Company, in Philadelphia, and the R. R. Donnelly and Sons Company, in Chicago, conduct schools for the printers whom they employ. Learners are instructed during working hours while under pay. The in- struction is intended to develop compositors and men ex- perienced in the several printing trades. Training Shipbuilders The training of shipbuilders is still an important matter, even though the war is over, because of the demand for ships to replace the tonnage lost by warfare and because of the movement toward developing a merchant marine. The num- ber of men available in the several skilled shipbuilding trades is still relatively small. SOME TRAINING SYSTEMS 1 19 The plan of the Merchant Shipbuilding Company, described below, which was employed during the war, is typical of that used by many companies in the United States. According to the plan, men from trades allied to those in shipbuilding, and even men wholly unskilled, were trained in some skilled shipbuilding trade by instructors who were themselves competent mechanics and also graduates of a gov- ernment instructor training center. At these training centers which were established at various points in the United States the instructors were taught the most effective way of ' 'put- ting over" their instruction. The plan of the Merchant Ship- building Company embraces in general methods of preparation, presentation, application, and check. The trades in which instruction was given included ship- fitting, pipe-fitting, riveting, and so on. The learners were taught during working hours, under pay, and instruction was given on the job on actual production work. At times the instruction on the job was supplemented by classroom in- struction in such work as blue-print reading, laying out, etc. Aids for Establishing and Conducting Industrial Training Employers who are conducting industrial training, or who are contemplating establishing such training, may receive aid from one or more of the following sources: * 1. Federal funds are available through the Smith-Hughes Act for the training of teachers of trade and industrial sub- jects and the payment of the salaries of teachers of these subjects. These funds must be administered through the several state boards of education. Details of the plan may be obtained from the Federal Board for Vocational Educa- tion, Washington, D. C. 2. State aid may be available through several agencies for 1 The general subject of training the worker is treated in full in "Training Industrial Workers," by Roy W. Kelly, published by the Ronald Press Company, 1920. 120 LABOR MAINTENANCE industrial training. This, for example, may be through state- aided industrial schools, or through educational extension divisions operated under the state board of education, or a state university. A request for information to the state board of education will bring the desired facts on opportunities offered by the state in the interest of industrial training. 3. Local aid may be available through special funds or through day or evening schools operated under the public school system or under private auspices. 4. The Y. M. C. A/s in the larger cities give educational courses which may be valuable as supplementary training for the industrial worker. 5. The following associations have been organized to promote industrial training, and the employer will do well to make use of their past work and experience in organizing and developing the industrial training for his employees: National Society for Vocational Education, 140 West 42nd Street, New York City. National Association of Corporation Schools, Irving Place and I5th Street, New York City. National Society for the Promotion of Engineering Education, Pittsburgh. CHAPTER IX THE PROBLEM OF AMERICANIZATION The Influence of Foreign-Born upon Industry Since the war, great interest has been aroused in the problem of aliens and their relation to industrial management. This interest is partly owing to the fact that a large number of the 700,000 illiterates between the ages of 21 and 31 discovered by the registration in the first selective draft were foreign-born. The importance of the problem may be better realized through a study of the number of foreign-born living in this country. The census of 1910 showed every seventh person in our population not including Porto Rico and the Philippines to be of foreign birth. Of these persons 1,650,- ooo were illiterate. This figure does not include all who are non-English speaking, but only those who are unable to read or write in any language. A large number of foreign-born who can speak or read English but very little, or not at all, are employed in industrial work and have offered an un- usually fertile field for propaganda inimical to the industrial and social welfare of the country. In a recent census of 10,000 foreign-born workers embracing 58 nationalities at the Bethlehem Steel Company, 5,300 showed no interest in citizen- ship. Industrial unrest among foreign workers has com- plicated the problem and is forcing employers to think seri- ously of methods of bringing about some solution. The present tide of emigration is making the influence of the foreign-born upon industry felt in a negative way. Appeals are being made to those of foreign birth to return to their old country and help repopulate and reconstruct 121 122 LABOR MAINTENANCE devastated territory. That these appeals have been effective is indicated by the pressure which the banks feel through with- drawal of savings by those contemplating a return to Europe. "Industrial Americanization" One method of solving these industrial arid social prob- lems is known as "industrial Americanization," which aims to bring the immigrant to a better understanding of industry and to make clear his privileges, rights, and obligations in the community particularly in regard to his work. As defined by Charlton Edholm of the National Americanization Com- mittee, the fundamental purposes of industrial Americaniza- tion are: 1. The interpretation of American ideals, traditions, standards, and institutions to foreign-born peoples. 2. The acquirement of a common language for the entire nation. 3. The development of a universal desire of all peoples in America to unite in a common citizenship under one flag. 4. The combating of anti-American propaganda activi- ties and schemes and the stamping out of sedition and disloyalty wherever found. 5. The elimination of causes of disorder, unrest, and disloyalty which make fruitful soil for un-American propagandists and disloyal agitators. 6. The abolition of racial prejudices, barriers, and dis- criminations, of colonies and immigrant sections, which keep people in America apart. 7. The maintenance of an American standard of living as applied, for instance, to the use of American foods, the preparation of foods, and the care of children. PROBLEM OF AMERICANIZATION 123 8. The discontinuance of discriminations in housing, care, protection, and treatment of aliens. 9. The creation of an understanding of and love for America and the desire of immigrants to remain in America, have a home here and support American institutions and laws. "What America Means" Once in a long while a distinguished citizen and public official gives voice to ideals of Americanization in terms which deserve the closest attention of all serious workers in this field. Franklin K. Lane, recently Secretary of the Interior, has delivered such a message. It should be reprinted on large posters and hung up in every school, in every shop, and indeed wherever any work of transforming the alien into an American citizen goes on. The following paragraphs from Mr. Lane's address on "What America Means" deserve special emphasis : Americanism is entirely an attitude of mind; it is the way we look at things that makes us Americans. . . . I would give to the man whom I wished to Americanize (after he had learned the language of this land) a knowledge of the physical America, so as to get an admiration, not only of its strength, of its resources, of what it could do against the world, but that he might have pride in this as a land of hope and a land in which men won out. I would take him across the continent. I would show him the good and the bad. I would show him the struggle that we are making to improve the bad conditions. I would tell him not that America is perfect, that America is a finished country, but I would say to him: America is an unfinished land. Its possibilities shall never end, and your chance here and the chances of your children shall always be in ratio to your zeal and ambition. . . . And I would give to that man a knowledge of America that would make him ask the question, "How did this come to be?" 124 LABOR MAINTENANCE And then he would discover that there was something more to our country than its material strength. It has a history. It has a tradition. .The march of civilization is the epic of man as a work- ingman, and that is the reason why labor must be held high always. We have nothing precious that does not represent struggle. We have nothing of worth which does not repre- sent effort. We have nothing of lasting value that does not represent determination. We have nothing admirable which does not represent self-sacrifice. We have no philosophy except the philosophy of confidence, of optimism, and faith and the righteousness of the contest we make against na- ture. . . . That is the reason, my Russian friend, my American friend, why this is a haven to you. Bring your music, bring your art, bring your soul fulness, your ancient ex- perience, to the melting pot and let it enrich our mettle. We welcome every spiritual influence, every cultural urge, and in turn we want you to love America as we love it because it is holy ground because it serves the world. Americanization A Humanizing Program The foregoing extracts emphasize the importance of a sympathetic attitude for successful Americanization work. Moreover, an understanding of the alien and a recognition of the necessity of working with rather than for him in the factory, school, or citizenship club are essential. When he is treated with understanding sympathy he responds and gives his best effort in co-operation. The spirit in which Ameri- canization work is carried on is fully as important as the method and the program. Experience has shown how easy it is to fail entirely through over-reliance on what might be called the mechanical side of the work, and through an in- sufficient grip on the human-nature facts involved. On the other hand, good impulses alone do not go far, and the best of programs can be ruined by a lack of intelligence. PROBLEM OF AMERICANIZATION 1^5 Nothing has been accepted more fully by industrial managers of experience than the proposition that if the work to be done concerns human beings, whatever may be its nature, only competent persons should be placed in charge. Unless real intelligence underlies work of this kind, the effort is sure to prove futile, and not improbably harmful; for human nature, and rather sensitive, self-conscious human nature, is the raw material with which the Americanization worker deals. After all, we really cannot Americanize the alien; he must do that for himself. It is for us to show the way; and as Americanization requires an atmosphere of mutual confidence, it is absolutely essential to win the good-will of those whom we would influence. We must look for the best methods, and try to sum up in a practical way just what is and what is not desirable. The Importance of First Impressions When the immigrant comes to this country, he brings with him the desire to enjoy the freedom and reputed good-will of America. Whatever his nationality, the lonesome stranger is ready to respond to the least sign of cordiality and con- sideration. Sympathetic assistance in learning the habits, customs, and traditions of the new country will bring out the best in him. If he is to become an integral part of our industrial structure he must not be treated as an interloper, but as a friend. He must find it worth while to make this country his permanent home and in doing so must understand our ideals and see the relationship of our industrial and political organization to his own job and his personal welfare. These facts are appreciated and utilized by such concerns as the Schwartzenbach-Huber Company which is carrying on an Americanization campaign in its New England plants as a part of the campaign for labor maintenance. The company believes that more can be done to establish the right spirit 126 LABOR MAINTENANCE at the time when the foreign-born worker receives his first impressions than later when his opinions have been formed. Its policy, therefore, is to treat the newcomer with the courtesy and consideration with which an American would desire to be treated in a strange country, and American employees of the plant are encouraged to make their foreign co-workers feel at home. Managerial Attitude A Determining Factor The real work of industrial Americanization begins with employers, foremen, and bosses, for their attitude is the determining factor in the success of any Americanization plan. To the foreigner, they are the persons who represent this country and American ideals. These men must get away from the notion that foreign-born workers are merely "wops," "mutts," and men without intelligence. A manager of a large industry in speaking of his foreign employees to the author called them "animals who want nothing but money," and another, expressing his labor needs, exclaimed, "We want men who don't use their brains ; we want foreigners !" How little did these men know of the forces at work among these "foreigners" to capitalize their man-power and help "show the bosses that we are human beings and intend to take the control of industry away from the slave-drivers!" The Right Attitude In- one of the largest shoe factories in the world, employing many foreigners, a deep undercurrent of unrest asserted itself from time to time. Unexpectedly, a notice came to the man- agement asking for an immediate increase in wages and mak- ing other demands. If such demands were not met within 24 hours, the total foreign working force (about 8,000) would quit. No trade union issue was involved. The workers were not organized into trade unions. The men were unorganized PROBLEM OF AMERICANIZATION and there was serious danger of violence if the men went on strike. The president of the company conceived the idea of meeting the men personally, and posted such a request printed in various languages throughout the plant. That night a great crowd of the men gathered together and waited for the president to appear. They had never seen the president. When he appeared there was an immediate hush. With a smile on his face and in the most courteous language he asked, through an interpreter, that the men give him an opportunity to go over the whole cause of dispute with representatives whom they would select ; these representa- tives could then go over the books of the concern and see for themselves whether an increase at that time was possible. In the meantime would they please extend the time for answer to their demands? From several parts of the room men sprang up and shouted in their native tongues. Finally one who spoke English brokenly was allowed to talk directly while the others listened. This is what he said : "Mr. President, we thank you for your kindness in coming to speak to us personally and we wish to say we appreciate your courteous consideration of our requests. We will go back to work and send you our men to talk with you." Wild applause followed and the men left in a spirit far different from that in which they came. They selected their committee which went over the books and reported that an increase could not be fairly asked at the time. There was no strike. The Americanization Committee Like other service work, Americanization depends for its success upon the full co-operation of all the parties in the industrial enterprise. The alien should be given a place in the councils dealing with this type of plant activity. One of the best methods of handling this work is through a com- 128 LABOR MAINTENANCE mittee of workers and representatives of the management, which should, if possible, represent every nationality in the plant. We are always in danger of overlooking human dis- tinctions of importance when we generalize about people in a wholesale way. All aliens are not alike, though some of their problems may be; nor are all nationalities in daily contact likely to conform to the rough classifications we may use concerning them. The Americanization Committee of the United States Rubber Company plant at Naugatuck, Con- necticut, is composed of two men selected from each racial group. They have done a good deal to stimulate activity among foreign-born workers. The committee, thus constituted, should hold meetings often to discuss plans and procedure. Such representation will go a long distance to bridge the gap between the manage- ment and the new Americans. They will receive this attention as a sign of respect and consideration, and their appreciation will take the practical form of helping to keep up attendance, interest, and loyalty for the project. Moreover they will now and again offer hints and counsel of utmost practical use- fulness. Where the above suggested method has been tried, an enthusiasm has been developed which compensated the man- agement many times over. In New Britain, Connecticut, for example, a number of the factories are co-operating in this work, and have committees some of whose functions are: 1. To assist all employees in acquiring the English language. 2. To distribute advertising leaflets and posters in order to stimulate evening school attendance. 3. To plan for special recognition of those who attend evening classes, and to encourage absent students to return. PROBLEM OF AMERICANIZATION 129 4. To promote citizenship interest among employees. 5. To enlist foremen's interest and to help them develop a more thoughtful and sympathetic attitude. 6. To provide opportunities for social contact, through such activities as community singing and so on. The Influence of Plant Spirit The best and most lasting achievements in Americaniza- tion work have resulted from indirect, rather than direct in- fluences. If the spirit and surroundings of the plant definitely suggest Americanism, a large part of the work has been accom- plished, and a fertile soil for further successful work has been prepared. Posters, flags, first-rate and cleanly surround- ings, produce an atmosphere distinctive of American work places. This environment is in sharp contrast to that which many an alien has been accustomed to abroad. As the proper atmosphere has a direct bearing on the success of any Ameri- canization plan, every executive, every foreman, and every employee must be impressed with the matter of maintaining American standards with regard to the immediate surround- ings of shop, mine, and mill. This requires attention to detail, but the effort will bring about better discipline, and greater care of tools and other property. Right plant relationships and an interest in the constructive educational work of the organization will also be manifest. Getting Behind the Returns A point to be borne in mind, however, in checking up Americanization projects is the inadequacy of routine sta- tistics, necessary though they may be. Figures can never tell us how the people influenced by various projects really have been aflected. There has been a tendency to make much of classroom records. It is important to go behind the returns. To accomplish this, a closer contact with the groups being 13 LABOR MAINTENANCE Americanized is required than is always found. These groups have something to say, if wise methods are used in getting at their ideas. At times, they are treated in too mechanical a fashion, and much helpful counsel is lost, which if gathered in time would do much to help improve the work. Every graduated group should be treated as an alumni group whose interest in the future good of the service that has helped them is expected for the sake of others who come after them. There is cumulative good-will in such a treatment of the groups, and the assurance of continued improvement and larger effec- tiveness of the whole enterprise. A California Commission A few years ago the state of California established a commission on housing and immigration. This commission has been a great success because from the very outset its members sought to see the immigrant problem not only from their own standpoint, but from that of the immigrant. They believed in him; they felt and showed their respect for his customs and his traditions. Nothing they ever said caused any loss of self-esteem on the part of those they sought to help. By building on the loyalties that were natural to the alien they placed the new loyalties they sought to instil on a much stronger foundation. The new environment of the alien was a matter of large concern to the commission. Was the local environment, they inquired, such as helped or retarded real Americanization? Were influences at work on the alien which, unless checked, would embitter his spirit and develop in him a hostile attitude toward the new land? In other words, those practical Cali- fornians threw mouth-filling phrases aside and faced the facts squarely. They saw that poor housing was an enemy of Americanization ; that abuses and oppressions of various kinds suffered by the alien at the hands of both his own more PROBLEM OF AMERICANIZATION I3 1 sophisticated countrymen and those who called themselves Americans were doing more than anything else to alienate and prejudice him. These things had to be dealt with in a sensible manner if Americanization could make any headway at all. Report of the Commission Here is the commission's own statement of just what fol- lowed: From the start, in the scheme of the commission, these tasks outlined themselves, following the belief that before a man should be asked to become a good American by being worthy of his surroundings, those surroundings should be made worthy of a good American. The immigrant did not understand his rights, did not understand our laws, his ignorance was exploited on every hand; so the commission's Bureau of Complaints came into being, to advise him, to adjust his difficulties, and to remove the causes for those difficulties. In the labor camps he worked for the most part under wretched conditions which he could not change, and the remedy for this was the commission's Bureau of Labor Camp Inspection which, in five years, has revolutionized the labor camps of the state. He lived by his work and little help could be given him if he were deprived of that work; and the question of unemployment with the problems leading up to it, the prob- lems arising from it, and possible solutions, became part of the commission's undertaking. From the moment of his arrival he was crowded into the badly congested quarters of the city and so the problem of housing was accepted as part of the bigger problem of immigration, and the commission set about the task of awak- ening the state to its obligation of furnishing proper living conditions even for those who can pay little rent. He did not know the English language, and the com- mission's Bureau of Immigrant Education turned to this new task of education. 132 LABOR MAINTENANCE Even so, he could not wait to learn the language of America before assuming some of the duties toward her; her ideals and hopes had to be made clear to him in his own tongue ; and the commission's foreign-language speakers set out upon their mission of enlightenment. An Ohio Plan One of the best plans for developing Americanization work through industry is that outlined by H. T. Waller, Director of the Bureau of Education of the B. F. Goodrich Company of Akron, Ohio, for the Ohio Council of National Defense. The first step, according to this plan, is to secure the services of a man, if possible from the working force of the plant undertaking the campaign, who is possessed of broad sym- pathies, tact, and vision as well as a practical education. He must be the person to focus the interest of the community, the industry, and the non-English-speaking groups upon Americanization work and this necessitates freedom from bias against any creed or nationality. The next step is for the official head of the company to hold a conference of foremen and sub-foremen who handle foreign-born workers in any appreciable number, and to present to them the problems of the immigrant as related to national and industrial success. The person at the head of the educational work in American- ization might then be constituted an assistant to each depart- ment foreman, to work with him for the men in that depart- ment. Emphasis on Practical Results The fact has been already emphasized in these pages, that the purpose of the factory is production, and that education can have no place in the factory except as it is an influence in steadying or increasing production. In considering the advisability of installing a course only one thing should be. considered will it bring about practical results? PROBLEM OF AMERICANIZATION 133 Experience has proved very definitely that a knowledge of the following subjects increases production: 1. English. A working knowledge of English enables the worker to understand notices and instructions, and conse- quently reduces the number of accidents and the amount of waste. The economic value of the worker is thereby increased and the teaching of the subject in the factory is justified. 2. American history. The history and character of great Americans and their contribution to the growth of the United States teaches by example the part which new Americans must play in the life of the country. 3. Civics. Whether a man is naturalized or not he has certain rights and duties under our government. If these rights or privileges and their corresponding obligations are taught, the worker will better understand such matters as the restrictions placed upon strikes when the welfare of the public is concerned. This in turn influences production and so makes the teaching of the duties of citizenship worth while. The Scope of Americanization Work The programs of these two groups in California and Ohio have been cited because they indicate the scope of American- ization. Carrying on their work in widely separated parts of the country, both groups after right living and working conditions were obtained for the men aimed to accomplish two things: to teach the foreign-born worker our language, and after he had gained that knowledge, to teach him some- thing about our American institutions and ideals. The im- portance of a right environment, of course, should never be overlooked. Not the foreign-born alone, however, but all employees respond to right housing conditions and the other phases of service work considered elsewhere in this book. On the other hand, the special need of the foreigner is to learn the language of this country and to become acquainted 134 LABOR MAINTENANCE with American institutions. Although the foreign-born worker must assume some of his duties to this country before he can possibly have time to learn our language, Americaniza- tion work is greatly facilitated by a knowledge of English on his part. For this reason the fundamental principles and the best methods of teaching English deserve attention first wherever an Americanization campaign is started. These are presented in Chapter X. A consideration of the work of acquainting him with American institutions is taken up in Chapter XL CHAPTER X TEACHING THE FOREIGNER OUR LANGUAGE The Importance of Teaching English The work of Americanizing the foreign worker is aided greatly when special classes are established in which he may receive knowledge of the English language. These classes may be conducted by the factory, by the public schools, or by the factory in co-operation with the schools. There is no element of philanthropy in this; nor is there anything of the paternal. The problem has been approached from the standpoint of good business and because experience showed that these efforts have beneficial results. Thousands of dol- lars are lost each year through accidents which are the result of the failure of foreign-born workers to understand verbal or written orders. Large sums are lost through wasted products. Most serious of all is the unnecessary loss of life and limb, traceable to the lack of knowledge of the English language. An appreciation of the saving resulting from teaching English may be gained by considering the results of educa- tional work among immigrant workers carried on by D. E. Sicher and Company, manufacturers of muslin garments in New York City. The earning capacity of the workers in this concern in the first year of the classes increased from 10 to 40 per cent. Moreover, the amount of supervision necessary was considerably reduced and two instructors were able to do the work which previously required the services of four or five. 135 136 LABOR MAINTENANCE Forming Classes for Study A special committee appointed by the National American- ization Conference held in Washington, May, 1919, to study methods of teaching English to foreigners concluded that the best results are obtained by grouping students according to: 1. Race. This is of special importance with beginners who cannot speak or understand English. "In this way racial antipathies are avoided and groups that are homogeneous both as to racial backgrounds and intellectual achievements can be brought together." 2. Sex. If the number of pupils is insufficient to warrant separate classes, men and women should be divided into separate groups in the class. 3. Knowledge of English. Three groups consisting of beginning, intermediate, and advanced students are usually made. The first group should be made up of those who have no knowledge whatever of English, or very little. The second group should consist of those who speak with some fluency though incorrectly, who can read simple English sentences and perhaps write short sentences from dictation. The third group may contain those who are able to talk on subjects of general interest, who can read the newspapers, and who are able to write a short business letter fairly well. The following outline is offered by the committee for the convenience of persons who are called upon to classify pupils according to their knowledge of English: I. Beginning group, comprising: (a) Illiterates who: Speak and understand no English. Speak and understand some English. (b) Those educated in some foreign language who : Speak and understand no English. Speak and understand some English. TEACHING FOREIGNERS OUR LANGUAGE J 37 2. Intermediate group, comprising those who: (a) "Speak much English poorly, or a little well." (b) Read simple English sentences with under- standing. (c) Write short sentences from dictation. ,3. Advanced group, comprising those who: (a) Talk about matters of general interest. (b) Read the newspaper. (c) Write short business letters. The size of each class will be a matter determined by the teacher. Some can handle a large number of workers but best results will be achieved with groups of about ten. The larger the group the more uniform should be the grade of the pupils. Selection and Training of Teachers Special care should be taken, in selecting teachers, for the success of classes in English depends largely on the quality of the teaching. When the teachers are of the same nationality or race as the pupils, attendance at classes will be larger and more constant than otherwise. Moreover, when the teacher understands the linguistic difficulties of his pupils, he can succeed better with them. He should, however, use his native tongue but little in the work with pupils. It is advisable to form teachers into normal classes for specialized training. At the Bethlehem Steel Company the normal class meets an hour and a half each week during the school term. At these conferences, problems and methods are discussed in detail. The teachers are taken through the plant to learn something of the processes in which their pupils are engaged, the tools used, and the working conditions. Special instruction is given them as to how to meet their men. I3 8 LABOR MAINTENANCE The importance of cordiality and sincerity in all their dealings with pupils is emphasized. Teachers are also instructed to make their classes informal and to teach the men "what they want to know." Fostering Interest The meetings must go with "pep." Every pupil should feel that he has found a new friend. The school must provide exceptional attractions to offset the natural weariness that comes from the hard work of the day. Regular social enter- tainments for - the pupils and their friends in which the programs are made up largely by the pupils are productive of good results. In this way opportunity for the expression of the fine things in the national life of the various groups should be given. The folk dances of the various nations appeal to Americans and offer a splendid method of bringing the various nationalities together on a basis of friendship and co-operation. The Problem of Attendance After the classes have been organized, teachers will be confronted with the problem of securing attendance. An interpreter who is intelligent and sympathetic will be able to show the workers the advantages of the plan. He should dwell on the fact that the plan is co-operative and means progress and profit for themselves as well as benefit to the employer. Workers who are reluctant to join because they feel too old can be induced to take the course of 30 lessons for six weeks so that they may be enabled to get a fairly good working knowledge of English. But under no circumstances, however, should a foreman be allowed to bulldoze employees into attendance at classes. The element of compulsion must be absent. TEACHING FOREIGNERS OUR LANGUAGE 139 Language of the Classroom The National Americanization Committee recommends the use of the English language exclusively in teaching, but gives a warning that "this method to be satisfactory must be com- pletely and carefully organized and the material for the early lessons selected with great care." Emphasis should be placed on words that the pupil uses in his daily life. Methods of Teaching At first the method of teaching English may consist largely in getting the students to converse and to make up little oral or written compositions or "themes," as they are called, each consisting of a few simple sentences. The sentence rather than the single word is to be taken as the unit of language. Sentences should "follow one another in logical sequence in time, as this will be a great aid to the memory of the pupil," and should be arranged in groups of four or five each "so as to form resting places for the pupils." With beginners the teacher may use to advantage twenty-five to thirty "themes" of fifteen sentences each before organizing lessons in regular paragraph form. Variety Aids Greatly The importance of variety in review work is brought out by the committee and these suggestions made to the teacher: 1. Question the pupils, requiring answers that will use words taught in the sentences of the various themes. 2. Give commands, either orally or in written form on the blackboard, using words previously taught, and ask the pupil to execute the command and then tell what he did. 3. Let the pupils question each other about the lessons as soon as they have gained sufficient vocabulary. 140 LABOR MAINTENANCE. 4. Dramatize universal activities, such as buying a hat, applying for work, making a deposit in a savings bank. Drill in Grammatical Expressions Little time should be given to formal rules and definitions of grammar, but there should be much drilling in grammatical forms and expressions. "Sound drills are valuable to aid in the correction of foreign accent, enunciation, and pronuncia- tion. Sound drills should center around words in the theme, but no pupil should practice the sounds until after the teacher has carefully shown how the sounds are developed." The study of sounds should be kept distinct from the reading exer- cise, otherwise the reading will lose its continuity and interest. Oral instruction and practice in speaking should have first place in the program. After the ear is made familiar with the "theme," blackboards can be used and the lesson can be copied into note-books from the blackboards. In this pro- cedure "use is made first, of the ear in listening; then mouth in repeating; then eye in reading from the blackboard, and finally to both eye and hand in copying into note-book." Work of the Bethlehem Steel Corporation One of the best plans for teaching English is that of the Bethlehem Steel Corporation. As experience with volunteer teachers proved unsatisfactory, the company employed teachers from Lehigh University and the Y. M. C. A. These instructors, who have proved to be very successful, receive $2 a night. The plan for recruiting members of the English classes as described in the National Efficiency Quarterly for November, 1918, by J. R. Mulligan, who supervises the night classes, is somewhat as follows: TEACHING FOREIGNERS OUR LANGUAGE 141 1. Favorable articles regarding the opening of the classes, work proposed, and benefits offered, are secured in the news- papers and foreign publications which circulate in the locality and are to be followed up by items as to the progress of the classes. 2. Personal calls are made on the pastors of churches to which the foreign-born belong and the plans discussed with them to obtain their co-operation and assistance in overcoming difficulties. 3. This is followed by personal visits with reliable inter- preters to the various national societies and lodges representing the working force. 4. Announcements of classes are made in the churches at least two Sundays before the instruction begins and the pastors should be requested to urge members to join. 5. Posters in English and other languages are placed throughout the plant urging enrolment in the classes. 6. Talks are had with the foremen for the purpose of securing their co-operation in urging workers to attend the classes. The plan during the course of the first lessons is to grade the pupils by nationalities. When they are able to speak English fairly well, nationalities are disregarded and the students are graded according to their ability. An interpreter is used in the first stages of the instruction. Three classifica- tions of pupils are made: 1. Those who have had previous education in their own language. 2. Those uneducated but possessing knowledge of a little English. 3. Illiterates. Two nights a week are devoted to the work. Attendance is checked by a system of red and yellow record cards. The 142 LABOR MAINTENANCE former are retained by the pupils and the latter are kept on file. The cards are numbered serially to represent class meet- ings, and the checking is done in the following manner. When the class assembles, those present turn their cards in to the clerk who punches the serial numbers in red and yellow cards. Cards are not punched for absent students. The method of teaching is by means of visible objects. To keep up the enthusiasm of pupils, frequent entertainments furnished by the pupils are held during part of the lesson hour and occasionally cigars and cigarettes are passed around. The Ford School The Ford English School was started in May, 1914, with one teacher and two pupils. Within a short time there were 2,700 pupils. Since the opening of the school 14,000 men have graduated. The teachers are all Ford employees who volunteer their time. The course consists of 72 lessons, taught in 32 weeks, two hours a day on two days a week. Graduates of the course receive diplomas certifying that they can read, write, and speak English, sufficient for the ordinary conduct of their affairs. These diplomas are accepted by the judges of the United States courts when the holder applies for naturalization, as sufficient proof of knowledge of the English language. No further examination is required. The method of teaching English is well worth noting because of its sound, practical quality. C. C. DeWitt, who has charge of English instruction at the Ford Company, makes it a point to have each lesson drive home some bit of practical information about matters in the daily life of the worker, in addition to increasing the pupils' vocabulary. "We show them how to work about a drill press with sleeves rolled up and a bow tie instead of a four-in-hand tie which gets caught in the machinery," says Mr. DeWitt. Several men lost their lives through wearing long ties ; in the English lesson the point TEACHING FOREIGNERS OUR LANGUAGE 143 is brought out that "safety first" ties are the only ones to wear. Everything is presented in dramatic form because much more can be acquired through the eye than through the ear. Drill is first given on one word, then two, then combinations of two or three words, and so on. At this school employees are taught to speak English within six weeks. Since the school has been in operation, accidents in the factory have decreased 54 per cent. The employees are able to read safety notices and understand instructions. The Goodyear Rubber Company's Plan More than 900 foreigners have attended the classes recently started by the Goodyear Rubber Company, Akron, Ohio. The hours of the classes are arranged to suit the working hours of the men. During the war the school was in session five days of the week from 7 A.M. to n P.M. Classes are divided into two groups, one for elementary students and the other for advanced pupils. Instruction to beginners starts with the names of common objects which they generally see around them and introduces the adjectives and verbs used in ordinary conversation. Emphasis is placed upon conversational Eng- lish. The advanced group is taught reading, spelling, and composition. For this group some of the lessons in civics and composition are taken from the history, literature, and folk stories of the native land of the student. Other Factories Conducting Classes At the Chester Shipbuilding Company, every man who enters the Americanization classes must deposit one dollar, not as tuition fee, but as evidence of his good faith in com- pleting the course. The dollar is returned to him at that time. The lessons are planned to cover: 144 LABOR MAINTENANCE 1. Conversational English. 2. Reading and writing. 3. Reading of shipyard bulletins, posters, and announce- ments. Pupils are encouraged to add to their knowledge of words by discussing topics connected with their work. An unusual method of teaching English is that practiced by the Cleveland-Cliffs Iron Company of Gwinn, Michigan, which gives daily instruction to foreign-born workers who are in the company's hospital. Forty-five minutes are devoted each day to the instruction of each patient and he is given some material to prepare for the following day. In order to narrow the gulf which exists between the foreign-born and their children born in this country, the American Rolling Mill Company wisely tries to secure the aid of the children in inducing their parents to learn the English language. To stimulate this, prize-letter contests were conducted in the public schools. The president of the com- pany offered ten silk flags for the best letters from children in grades four to eight. The letters were written to fathers and mothers stating reasons why they ought to learn the English language and become American citizens. Classes in English are conducted on company time, during the day and in the evening. Interest in these classes is stimu- lated by Americanization meetings in which the foreign socie- ties take part. A unique feature of the company's plan is the class for foreign-born women. That the classes have been a success is proved by the reduction in accidents and the increasing good spirit among the workers. The Willard Storage Battery Company, Cleveland, issues the following interesting bulletin to its employees: Education is the great leveler, and, the beauty of it is, it always levels up. Men who speak foreign tongues find TEACHING FOREIGNERS OUR LANGUAGE 145 as soon as they can handle English that new and better opportunities open for them. To you Americans what are you doing to help the man who works beside you who cannot speak English? Are you urging upon him the necessity and advantages of at- tending our classes in order to learn the English language? These classes are open Monday, Wednesday, and Friday at 5 P -M. Classes in English at the Norton Company, Worcester, Massachusetts, meet twice a week during regular working hours. The company appeals to its English speaking em- ployees to urge the foreign-born to learn English. Assistance is given in preparation for naturalization. Half-time pay is offered t0 employees of a large rubber manufacturing plant in Connecticut for attendance at English classes which come at noon, in the afternoon, and in the evening. Prizes are offered to encourage better work. In- struction is conducted along conversational lines and is related to the daily life of the men at home, in the plant, and in the community. At the Hamilton Mills, Southbridge, Massachusetts, the work of the school for foreign-born employees is considered so important that the period from 4:30 to 5:30 P.M. is given to the work. The last half -hour of this period is contributed by the company provided workers devote a half-hour of their own time for the same purpose. At the L. Candee Company in New Haven, pupils are paid 25 cents a lesson. The sessions are one and a half hours each. Foremen are urged to use only English in talking to employees. The classes co-operate closely with the work of Americanization. Co-operation with Public Schools One method of handling the school work is through co- operation with the public schools. When a plant does not 146 LABOR MAINTENANCE have its own classes it may follow the example of the Converse Rubber Shoe Company of Maiden, Massachusetts, which pays its men overtime for evening school work in the public schools. Foreign-born workers are urged through the employees' paper and the foremen to take advantage of this opportunity The Carnegie Steel Company of Youngstown, Ohio, en- courages its employees to attend the night schools held in the assembly hall of the plant and takes attendance at such classes into consideration when planning promotions. Using Company Time Night schools in cities are nearly always poorly attended. The factory worker is usually too tired at the end of the workday to absorb much from evening instruction, and ex- perience has shown that it is only those who. are naturally studious whose attendance is continuous. With- this in view a large number of plants furnish the room and equipment for the instruction at the plant on company time, securing the teachers from the local school authorities. Other plants secure their teachers from the factory force on a volunteer basis or engage teachers who are specially paid. Teaching English Pays Facts tending to show that it pays to teach the foreigner English have been introduced throughout this chapter. The experience of many manufacturers proves that a knowledge of English on the part of the foreigner results in fewer acci- dents. Less products are wasted. But most important of all, the effort pays in better plant spirit and co-operation between management and workers. In summing up the case it might be well to add the testimony of three companies whose activi- ties in the industrial field are widely separated. Records of the Commonwealth Steel Company show that at one time 80 per cent of the injuries received by their TEACHING FOREIGNERS OUR LANGUAGE 147 workmen were among those who spoke no English although these employees constituted only 34 per cent of the force. The Joseph and Feiss Company of Cleveland, clothing manufacturers, makes this statement: We have been able to secure telling results in better co-operation of our workers, more intelligent handling of work, and clearer understanding of factory problems, such as steadiness of attendance. Altogether we cannot speak too enthusiastically of the actual value in dollars and cents of English classes in factories. The following significant statement by Harold McCormick, President of the International Harvester Company, was pub- lished in the National Efficiency Quarterly, November, 1918. A working knowledge of English is as essential to the employee's service as to his citizenship. Without it he cannot be taught to protect himself adequately against ex- ploitation of his ignorance on the outside. Lacking that knowledge he cannot fully grasp either the industrial or the social opportunities of his adopted country and must be denied much of the opportunity it offers for self-develop- ment. The teaching of English to alien-born employees is, therefore, a primary and fundamental duty resting upon all American employers a duty whose competent discharge is bound to bring full compensation to all the parties and elements in interest, CHAPTER XI FURTHER AIDS FOR AMERICANIZATION Study of American Institutions A program of Americanization properly begins with in- struction in the English language, but that is not enough. The rights and duties of citizenship should be taught. More- over, everyone, whether naturalized or not, has certain rights or privileges under our government which should be taught together with their corresponding obligations. At the Goodyear Rubber Company, when the men approach the end of the course in English, they are prepared for natural- ization by studying the forms of government municipal, state, and national; the rights and duties of citizenship; and im- portant facts in the history of the United States. Necessity for a Well-Balanced Educational Plan An elementary technical and cultural education is also important. Although the function of the factory is primarily production and not education, the fact that education increases production has been incontestably proved. An effort to educate foreign employees, however, may be too much of a task for the management to assume unaided. In this connec- tion the work of the D. E. Sicher Company may prove sug- gestive. The school in the plant is under the joint operation of the company and the New York Board of Education. The board supplies the teachers while the company is responsible for equipment and incentives. Pupils receive full-time pay for attendance at classes, such attendance being voluntary. 148 FURTHER AIDS FOR AMERICANIZATION H9 Forty-five minutes are devoted each day to practical subjects intended to make the worker more efficient and industrious, to give her an intelligent, impartial understanding of American history and institutions, and to help make her an efficient home-maker. The course of study for the illiterate workers' class, out- lined below, offers excellent suggestions for other plants: I. English 1. Reading 2. Spelling 3. Writing 4. Geography 5. Methods of communication (a) Correspondence Business letters Social letters Post-office regulations (b) Telephoning (c) Telegraphing II. Hygiene 1. Personal cleanliness 2. Physical culture (gymnastics) 3. Food choice, food value, cooking, serving 4. Emergencies, treatment of injured III. Civics 1. Systems of government (a) Merits of democratic government (b) Patriotism (c) Citizenship 2. History (a) Origin of legal holidays (b) Lives of statesmen IV. Mathematics 1. Four fundamental operations in arithmetic 2. Tables of weights and measures 3. Money; Sills and currency 4. Work reports 15 LABOR MAINTENANCE 5. Personal expense accounts 6. Bank accounts V. Practical application of language v 1. Evolution of an undergarment (a) Growth of cotton plant (b) Manufacture Spinning operation Bleaching (c) Weaving (d) Shipping 2. Alphabet as a guide to common things (a) Advertisements (b) Dictionary (c) Directory In addition to the school work the firm encourages social hours, wholesome entertainment, dancing, gymnasium work, and other activities which makes for social development. 1 Utilizing All Means of Approach From one point of view it may be said that every subject discussed in this book is a vital part of any Americanization plan. Obversely, no particular phase of the problem can be treated alone. The work of the American Rolling Mill Company is based on the right principles. All the activities of the personal relations department, with its divisions medical, safety and sanitation, mutual interest, employment and training each in charge of a specialist, are used in the Americanizing process. 1 The following companies, among others, are also carrying on Americanization work in their plants: Sidney Blumenthal Company, Shelton, Conn.; Bird and Son, Inc., East Walpole, Mass.; Yale and Towne Manufacturing Company, Stamford, Conn.; Western Electric Company, Chicago, 111.; Commonwealth Steel Company, Granite City, 111.; Walter M. Lowney Co., Boston, Mass.; Illinois Steel Works, Joliet, 111. ; Inland Steel Company, East Chicago, 111. ; General Chemical Company, Bayonne, N. J. ; General Electric Company, Schenectady, N. Y. ; Joseph and Feiss Company, Cleveland, Ohio; United States Steel Corporation, Braddqck, Pa.; Green- field Tap and Die Corporation, Greenfield, Mass.; Ellsworth-Collieries Company, Ellsworth, Pa.; Pressed Steel Car Company, South Bethlehem, Pa.; Graton and Knight Manufacturing Company, Worcester, Mass.; Strathmore Paper Company, Woronoco, Mass.; Hartford Rubber Works Company, Hartford, Conn.; Swift and Company, Chicago, 111.; and American Optical Company, Southbridge, Mass. FURTHER AIDS FOR AMERICANIZATION 151 The whole program comes under the supervision of the vice- president. A foreign club, supported by the company, offers a place for foreign societies to meet and provides entertain- ments. The secretary of the club is a capable linguist and devotes his whole time to getting the foreign-born workers adjusted to this new country. A strong influence on the workers is the housing policy of the company which provides several hundred neat cottages that are sold or rented to foreign-born workers on easy pay- ments. A large percentage of the men have become home- owners. Factory Activities Under the most favorable conditions, Americanization is difficult work. Energetic employers will look round for all sources from which aid may be derived. Every possible activity within the factory in which the worker can take part and which may facilitate the work should be tried. For when co-operation of managers with workmen is a feature of the work the probability of success is greater than when the work is carried on single-handed. This fact cannot receive too great emphasis. Noon-Hour Meetings Noon-hour talks, for instance, are a valuable means of impressing the foreign-born with some of our American ways. The plan is to get good speakers representing the various nationalities to dwell on the importance of learning about America and becoming citizens. In some plants, as in the United States Metal Refining Company of East Chicago, these talks are accompanied by suitable motion pictures. There are many good films which are available at small expense. 2 2 The Community Motion Picture Bureau, 46 West 24th Street, New York, makes a specialty of selected films for educational purposes. 152 LABOR MAINTENANCE 77. I FILL the tub with water. & Ait H s / */ s ~s fttt inc. futt twin ut&ict*. (POLISH) Aj fyl di tob uyt uoter Ja NAPELNIAM wanne. woda.. (HUNGARIAN) Aj nil to tab wit woater. En MEGTOLTOM a fiirdSkadat vizzel. (ITALIAN) ,Ai fil dhz tiib uidh uoftv RIEMPIO la bagneruola d'acqua. (YIDDISH) 78. I TAKE off my clothes. ctome*. 77 (POLISH) Aj tejk of maj klouz Ja ZDEJMUJ?. moje ubranie. (HUNGARIAN) Aj 16k aff maj k!6tz n LEVETEM a ruhaimat (ITALIAN) Ai t^ic af mai clodhj. LEVO via i miei vestiti. (YIDDISH) 79. I GET into the bath tub. (ft * * */ / */ * / *jr a&g, IMW tn& ttairt tuv. (POLISH) Aj giet yntu di bet tob Ja WCHODZE do wanny. (HUNGARIAN) Aj get intu to bettab. BEMEGYEK a furdokadba. (ITALIAN) Ai ghet intu dhz beth tob. lo mi METTO nella bagneruola. (YIDDISH) n v D n y j 78 80. I WASH myself with soap. .Jr wai/i iHuwy (POLISH) Aj uosz majself uyt soup Ja MYJE si mydlem. (HUNGARIAN) Aj was mSjszelf wit sz6p. En MEGMOSOM magam szappannal. (ITALIAN) Ai uoscz" maisself uidh soap. ,Io mi LAVO con saponc. & y j H y i 70 L" i< n C*K VI 80 Figure 8. Pictorial English Lessons with Phonetic Translations. FURTHER AIDS FOR AMERICANIZATION 153 One such set of films is called the "Development of our Nation" and covers such topics as the Discovering of America, the Settlement of the Colonies, Lincoln, Our International Mind, the Conservation of Home and of Health, and The Service of the Group; this latter illustrating the growth of the community idea and the new spirit of getting together for work and play for the welfare of all. Plant Newspapers The employees' newspaper or plant magazine (see Chapter XX) is a valuable asset in this work. Where there is a large number of non-English-speaking workers in a plant, it has been found useful to devote a few columns of the paper to Americanization work, beginning with talks in the language of the workers, accompanied by the English translation in parallel columns. Later on everything is printed in English. Another method is to print pictorial lessons in English giving phonetic translations in several languages. An illustration (Figure 8) is here given, of a lesson which appeared in "The Day's Work" published for foreign-born students. Stories published in the plant paper of successful men who emigrated to this country and made their way to the front ranks of Americans add to the effectiveness of Ameri- canization work. Many learn better by force of example than by didactic methods. Pay Envelopes A very effective way in which to reach foreign-born workers is through the pay envelope. A message to the worker in this way is sure to get his attention. Some firms, like the Pennsylvania Coal and Coke Company, Cresson, Pennsylvania, the W. H. McElwain Company, the American Chain Com- pany, H. C. Frick Coke Company, the Scovill Manufacturing Company, Waterbury, Connecticut, and the DuPont Fabrikoid LABOR MAINTENANCE FURTHER AIDS FOR AMERICANIZATION 155 tL, !* 111 - 1^ s \J* gJU m Mr eh 111 8 2. HD 2& - 31 1 33 E 111 " gg .8-1 S J sfl ills !J If* 1 III \ .2 < 2 i MI y in lilillfS j'jiipi^ifi j |j i i 1 ill iP :il!il; I i- i, 1 lifi] 0 s a lit Pw- {fj u 1 i a .3 15^ LABOR MAINTENANCE Company, have found a series of civic lesson leaflets used in this way productive of good results. These leaflets, illustra- tions of which are here given, may be obtained from the National Americanization Committee, New York City, (see Figure 9) and are available in several languages. A plan adopted by the General Fireproofing Company, Youngstown, Ohio, is that of inserting in the pay envelope a special folder urging upon the men the advantages of learning English. This company has printed a booklet called "A Permanent Job" and has had it translated into foreign languages so that company policies and opportunities are made clear to every worker. Plant Census The plant census is of great assistance to employers who want to start Americanization work right, especially in Name Country of Birth _ How long in U. S. Family here English: Speaks "Reads Writes Knowledge of what languages Naturalised Tst papers (date') 2d papers (date") Intends t<~> remain in TT T f r .Desires citizenship Desires instruction in "English Sch nr >ls attended Dat^ rf this information Figure 10. Americanization Census Card The use of this card facilitates the work of determining the number and nationality of foreign-born workers in the plant, the extent of their education, and how far they have gone in becoming naturalized citizens. determining the number and nationality of foreign-born, the extent of their education, and how far they have gone in FURTHER AIDS FOR AMERICANIZATION 157 becoming naturalized citizens. In making such a census an Americanization card (see Figure 10) will be helpful. These cards should be summarized on a blank similar to that reproduced here (see Figure n). It would be well to make such a census each year. The Brown and Sharpe Company's Work A noteworthy effort in Americanization is the work of the Brown and Sharpe Manufacturing Company at Provi- dence. The, first step was a naturalization census of employees in conjunction with a campaign to impress the men with the importance of citizenship. Following the census, a series of announcements and follow-up-letters were sent to employees, noon-hour talks were given to arouse the interest of workmen, and the foremen met in conference, with the president of the company as chairman, to discuss methods of arousing interest. The foremen were held responsible for the interest of those coming under their supervision. A special leaflet, "Questions and Answers for Coming Citizens," formed part of the cam- paign. Company time is allowed for filling out applications for naturalization. Out of 1,312 non-citizens, 1,106 applied for their papers and those who did not apply were either too young or too old or intended returning soon to the country of their birth. Naturalization There is one danger in connection with naturalizing the worker, however, that should be guarded against. Some firms now require for employment that an applicant be naturalized, and that persons already employed take out their second papers. One such firm boasts of its "100 per cent Americanization" as meaning complete citizenship of its workers. Such a prac- tice indicates a confused idea on the part of the firm of what Americanization means. Naturalization does not by itself 158 LABOR MAINTENANCE S96BIU90J9CJ qsiugdg ueissny SU90U90IV . FURTHER AIDS FOR AMERICANIZATION 159 produce Americans. It gives political rights but it does not insure civic responsibility. Compulsory naturalization, like compulsory attendance at classes, will not get very far in promoting good-will or labor stability. It ignores the funda- mental purpose of Americanization work as previously dis- cussed. It is most important that naturalization should be encour- aged and assisted. We want the foreign-born to become a citizen because, as Secretary Lane says : We want the people who live here to feel a responsibility for the conditions that exist here, and that their complaint is against themselves, not against another class in the com- munity. Because if America is not good enough to hold the entire loyalty and affection of anyone he should make his living in the country which has his affection and loyalty. But we want only citizens who understand their obliga- tions. If our new citizens do not appreciate their duties, the results may be disastrous, for these new voters will become the easy prey of designing politicians, and others who seek to impose impossible schemes upon the country. 'The whole- sale naturalization of those who do not fully understand our ideals is likely to make the ballot a tool of destruction rather than an instrument for the common good. Americanization cannot be brought about through coercion or economic pres- sure. Democracy does not grow in that way. Delaware Study of the Naturalization Problem A better way of approaching the problem was worked out recently by the state of Delaware through its Council of Defense. The council discovered that in the years 1910 to 1918, only 967 foreign-born persons were naturalized in the state and 300 of these were from English-speaking countries ; and that 8.1 per cent of the whole population of the state was illiterate. 160 LABOR MAINTENANCE A census of aliens showed that in one industry employing 227 foreign-born workers, 216 had not been naturalized and 193 had never taken out their first papers. Most of these had been in the country at least ten years. In another industry employing 1,181 foreign-born, only 256 were naturalized. Of the total employed 213 could not read or write their own language and 513 were unable to speak English. Over i per cent of the whole population of the state is represented by the families of the foreign-born workers in this one plant. Co-operating with the Community The Delaware Council of Defense came to the conclusion that Americanization work in factories is apt to be futile if not closely linked up with the community as the final benefi- ciary of such effort. As the report states, "All Americaniza- tion work, whether official or unofficial, must be based upon the definitely ascertained problem in the locality the number there, their degree of education, their particular need, their place of residence, and of work." Unless workers have the living, working, housing, and schooling conditions which will make them content to stay in an industrial community with their wives and children, industry will suffer and so will the American nation. Social unrest is born of indifference to social needs. Employers must take cognizance of conditions which promote the "drifter" and the casual and make him a danger to society. They must relate their business to the community welfare so that the community may offer them the best possible kind of worker, the worker who becomes an asset rather than a liability. The employers of a community should whenever possible get together with representatives of the working forces and of the community as a whole, to work out plans and methods of meeting the problems of the alien in industry. Much effort, time, and money will be saved by such co-operation, FURTHER AIDS FOR AMERICANIZATION l6l and better results will come than if each agency operated alone. The council also believes that: A state policy towards the foreign-born is a desirable and perhaps essential element in an Americanization scheme, and that it is the duty of the employer to study his labor turnover so carefully that he will be able to determine wherein his responsibility lies for the wastage of labor and men. Legislation regarding immigrants should be based upon facts brought out by careful studies made by employers in their plants. Assistance from Local Governments A large and growing number of cities and states are co- operating with industry and the federal government in making Americanization measures effective. To mention a few notable instances, the city of Chicago offers three types of American- ization work: 1. The public evening schools of which there are 33 centers. 2. Factory classes. (16 factories are co-operating with the public schools in teaching English.) 3. Day classes for adult foreign-born women at school buildings. Cleveland has adopted the principle of sending teachers to places where foreign-born persons work. Akron has an Americanization committee of one hundred representing prac- tically every industrial interest and racial group in the city. Excellent work in Americanization has been done by the Solvay Process Company, Syracuse, New York, where the classes are conducted in a building near the factory in co- operation with the community. Workers who attend these classes receive their regular wages for the time. Courses 1 62 LABOR MAINTENANCE of study are shaped with reference to the special needs of the community. The Public Library The 'public library is an agency of great value in helping foreign-born. Libraries can help materially by setting aside certain books about this country, its ideals, literature, lives of great Americans, and other phases in American life. It would be well for those who conduct classes for workers to take their pupils through the local library, explain how books may be drawn, and point out the different kinds of books which are available. Many libraries arrange exhibits of in- terest and value to the worker. An effective method of developing the interest of workmen in drawing books from the library is to arrange therein special exhibits of handicrafts and arts of the various nations. Such exhibits have the additional effect of increasing the respect of the American worker towards the men who come from the lands represented by the exhibit. Assistance from Chambers of Commerce Great impetus to the Americanization movement is being given by chambers of commerce, and by other trade and civic bodies in all parts of the country. These associations of business men are realizing the importance of protecting the newcomer in our land from the influences which are at work to exploit his ignorance of our language and customs. Com- mittees working on a practical basis, are getting results which reflect themselves in marked ways upon their communities. The Detroit Board of Commerce, for example, arranged an "America First" pageant on Washington's Birthday in 1917. There were 200 performers who pictured what the foreigners had contributed to art and recreation in America and what free America offered to all. All of the recreation centers FURTHER AIDS FOR AMERICANIZATION 163 were asked to send their representatives, native and foreign, to this pageant to learn of the forces which bring immigrants to America's shores. Liberty, Education, the Public Library, Industry and Recreation, and Opportunity were personified and as the representatives of the various nations came upon the scene, the leader of each group exchanged the foreign flag for that of the United States. Syracuse, New York, through its Chamber of Commerce Committee, adopted a very comprehensive plan which included a city-wide campaign with the co-operation of employers to increase the attendance at public night schools, the establish- ment of information and complaint bureaus for immigrants in each night school, the preparation of a guide for immigrants to be distributed free to alien workers and direct aid in making and filing papers for naturalization. The Chamber of Commerce of Cleveland has been very active in promoting the Americanization program, a feature of which is an Americanization Institute for teachers of im- migrant classes. The enrolment of this Institute numbers over 450. The Chamber of Commerce of the United States has done good work in assisting local trade organizations in planning Americanization activities. Massachusetts Department of University Extension Bulletin The whole question of how industries may co-operate with those in charge of public education in drawing out the best in the immigrant, and in making him an active part of the citizenship of this country is treated in a special bulletin of the Department of University Extension of Massachusetts which urges the following points : i. Establish active co-operation with local school boards to expand the educational system by establishing evening schools, day J 4 LABOR MAINTENANCE classes, or factory classes for immigrant employees wherever necessary and practicable. 2. Assist the local school boards to obtain sufficient funds from the public appropriations ior conducting this work wherever the present sum available is inadequate. 3. Appoint an official, superintendent, or foreman, to be charged with the duty of urging immigrant employees to attend school, learn English, and get instruction in civics. Such official can check up attendance and act as a clearing-house of information for employees and for teachers and principals. 4. Register and list for the use of school officials and teachers all employees who cannot read or write English. As new employees in need of English instruction are hired, their names should be added to this list. 5. Advertise the school facilities: (a) By notices printed in the foreign languages inserted in the pay envelopes. (b) By notices on the bulletin boards. (c) By personal solicitation on the part of foremen or fellow- workmen. (d) By "plant meetings" at which school officials and others talk to the employees on the advantages of learning to speak, read, and write English. 6. Adopt one of the following policies: (a) Give bonus for regular attendance upon English classes. (b) Increase wages of immigrant employees making them- selves more efficient by learning English. (c) Give preference in making promotions to those increasing their efficiency by learning English. (d) Allow time off on the days the school is in session. 7. Co-operate with all agencies in Massachusetts and local com- munity in the effort to make English the language of Massa- chusetts. 8. Preach the doctrine that each individual should be willing to learn English for the privileges of liberty he enjoys in this country, and the opportunities he receives for himself, his children, and his fellow countrymen. CHAPTER XII THE WORKER'S HEALTH The Conservation of Human Energy When modern industrial management began to concern itself actively with questions of the worker's health and physical fitness, it did not do so for sentimental, but for truly scientific reasons. What really underlies this interest in work- ing conditions is a determination to conserve man-power and put an end to the waste of human energy. Now that the world war has consumed so many millions of productive men in their prime, and incapacitated many millions more, the whole question has taken on a new importance. In England at the present time the national health policy with regard to working and living conditions of the industrial population is receiving a great deal of attention. Before the war there was scarcely any interest in the subject. There is another requirement to be met: shorter hours now common in industry necessitate greater intensity and intelligence of effort. This can be accom- plished only under good salutary working conditions. Benefits Accruing to Industry To a management that views its problem broadly, men are the first consideration. The introduction of present-day production methods and tools led to a new emphasis on the worker's physical surroundings and personal condition, for the very life of costly machine tools and equipment depends, as the management well knows, on the physical and mental condi- tion of the men who use them. We can go further and maintain that the mental health, the attitude of the worker 165 166 LABOR MAINTENANCE toward his work and his associates, is founded on the state of the worker's physical health. These mental attitudes find expression in the daily workshop contact, and thousands of unnoticed but decisive troubles arise from failure to take them into account. No organization can long afford the explosions resulting from overstrained nerves, careless personal habits, and the wear and tear of incompatible tempers. Spirit and ambition vanish when the worker's health is poor. On the other hand, as Mackenzie King has pointed out, industrial peace and industrial efficiency are oftentimes the result of salutary working conditions. Someone has shown that bank clearings vary in different parts of the country in proportion to death rates. It is very clear that wages, work capacity, and productivity are contingent upon the worker's health. Many up-to-date managers take pride in the attractiveness of the physical environment which their plants afford, and in the general fit appearance of their working forces, and not a few managers find a priceless reward in knowing that work conditions are an aid rather than a hindrance to well- being. When employers declare that they are engaged in building men rather than turning out products, they mean that industrial activity with them is a form of community service. They measure their prosperity by the advance which their fellow-workers, their employees, make in health, contentment, skill, and citizenship. But there are immediate practical results, which should never be overlooked. Man maintenance pays, for it is the first step in plant maintenance. In a race between a large bank account and a solid body of men welded together for a common purpose, the latter are sure to win. The size of the business is not as important in the long run as the man- building policy which directs it. The force of this truth has come home to many a man too late. THE WORKER'S HEALTH New Qualities Required of Managers Within recent years there have been great changes in the specifications used in the appointment of men to supervisory positions. As always, their technical competence has been given due weight, but in addition, questions such as these would be taken into account: How does he treat men? Is he considerate and observant of others? Does he upset others by show of temper? Will he get "on the nerves" of his men? Many a labor trouble can be dated from the time a foreman came into power whose methods were a burden to the flesh. The fitness of a manager to manage is tested by the breadth of his grasp and definition of his job. If he be a first-rate technical man concerned exclusively with his own specialty, it may be well to give him charge of the technical work, but it would be a mistake to place a body of men under him unless he can grow to a larger conception of his relation and the relation of his own specialty to those who are to take his orders. A great thinker has said: "Health is contagious." Ob- viously the man in charge of others has a peculiar responsi- bility for reflecting the fitness, self-control, and sustained and disciplined skill he expects of others. Loss of Time from 111 Health, Accidents, etc. It is clear to all persons acquainted with industrial condi- tions that not only industry, but the community, and the individual worker suffer through the loss of the worker's time from ill health, accidents, etc. While this loss cannot be computed in dollars and cents for any number of establish- ments, the total is very large. Industry has a decreased production, not only because experienced workers may be laid off, but because inexperienced persons may, and often must, be employed in their stead with the added cost of training and lessened output. The community suffers because some 168 LABOR MAINTENANCE of its members are enforcedly idle, and its prosperity to that degree is affected. With this in mind let us consider briefly a few of the actual facts. Dean John H. Wigmore of the Northwestern University School of Law, is authority for the statement that a majority of the civil cases in the courts of law today arise from injury by industrial accidents. It is difficult to appreciate the great cost of this fact to the state, the worker, and the employer, and the loss of time consumed in litigation by all the parties involved. Number of Industrial Accidents The state of Massachusetts has about 175,000 cases of in- dustrial accidents reported to its Industrial Accident Board each year, and the average loss of time per person is upwards of one week. One hundred and seventy-five thousand weeks at $20 per week, as a fair estimate, means $3,500,000. Yet this but poorly indicates the total loss arising from the situa- tion. The basis for the need of social insurance is unemploy- ment, a considerable amount of which is caused by accident and by sickness arising from conditions of ill health in indus- try. The following table from "Social Insurance," by I. M. Rubinow, shows the situation, practically up to 1910, in Euro- pean countries. The imposing fact of this table is that in eleven European countries annually some 2,000,000 industrial accidents occur, and of these over 22,000 are fatal. Effect Upon Labor The individual worker suffers most of all, because tem- porary idleness deprives him of daily earnings and lessens his efficiency in his particular work. In many cases accidents are of such a nature as to make it necessary for the worker THE WORKER S HEALTH 169 to learn a new occupation, with the possible loss of several years' time. Accident insurance and social insurance are striving to ameliorate these evils. ANNUAL NUMBER OF INDUSTRIAL ACCIDENTS IN THE MAIN EUROPEAN COUNTRIES Country Year ACCIDENTS Total No. Fatal Austria, 1909 1908 1911 1909 1910 1910 1910 1909 1906 1909 1906 129,186 159499 3,869 434,450 672,961 167,653 227,768 5,909 212,167 28,944 15,041 1,252 5io 207 3,ioi 8,857 4,704 759 136 i,834 2IO 249 Belgium Denmark France Germany Great Britain Italy Norway Russia Spain Sweden In 1910 the federal bureau of labor conducted an investiga- tion of the causes of unemployment, dealing with 24,402 repre- sentative wage-earners' families. The following facts show the part that accident and sickness play in unemployment, probably at much the same rates in 1919 as in 1910. New Conception of Health Work A point to be specially noticed in regard to these statistics is that it is not merely accidents which count. It is significant that at first the work of the various plant health departments consisted almost exclusively of taking care of injuries result- ing from accidents. Gradually, however, the fact came to be recognized that the general level of health was also to be watched and safeguarded in the interest of good production. The results of newly established medical departments that LABOR MAINTENANCE worked along these lines were too conspicuously good for any doubt to be entertained as to the value of such activities. What had hitherto been guesswork with respect to the human factors in sustained production gave way to data such as we have summarized in this chapter. Records of attendance when analyzed afforded a new insight into the problems of organization. PER CENT OF HEADS OF 12,154 FAMILIES OF WORKINGMEN IDLE IN 1910, BY PRINCIPAL CAUSES Causes of Idleness Per Cent Idle Based on Heads of Families Average Weeks Idle Accident I 66 8.98 2.25 Q. 12 Establishment closed 4. ^O 8.58 22. 54 7.71 Sickness and establishment closed QC II 01 Sickness and slack work I 67 IO 11 Sickness and vacation I II 5 12 Sickness and unable to get work. 1 7O 14. 15 Slack work 1^ O5 0.70 Strike . 2 O7 0.65 Unable to get work 77. 2Q 10.90 Vacation 6.45 2.61 This new conception of the value of the health of the worker led to the study of the working and living conditions of the industrial population, for in order to maintain a high standard of health among the workers, right sanitary and hygienic arrangements must be made (see Appendix C). It is this preventive, as distinguished from remedial treatment of industrial diseases that is demanding the attention of in- dustry at the present time. This is especially true when working conditions may lead to industrial or occupational diseases. THE WORKER S HEALTH I?I There are thus two principal phases of the health work in a progressive plant: 1. Giving the worker medical service and supervision. 2. Improving and maintaining healthful working condi- tions. Industrial Medicine The First Phase The first phase, commonly known as industrial medicine, embraces a wide range of medical activities including diag- nostics, internal medicine, emergency and orthopedic surgery, Roentgenology, laboratory technic and interpretation, ortho- dontia, dental prophylaxis, the well-known specialties of the eye, ear, nose, and throat, and the other branches of practice. Industrial Hygiene The Second Phase With the increased emphasis on the physical condition of the worker has come an enlightened attitude on the ques- tion of the worker's physical surroundings, and so the second phase of health work is becoming increasingly important. In the main, industrial hygiene has to do with the lighting and ventilation of the shop, cleanliness, and right sanitary provi- sions toilets, lockers, drinking fountains, and other similar arrangements. Not only are these conditions important in the shop, but equally so in the home of the worker and naturally in the community. The Industrial Physician A New Profession So important is the work of guarding the health of em- ployees that a practically new profession of industrial physi- cian has arisen and is receiving the attention of the best minds in the practice of medicine as well as the earnest con- sideration of the leaders of industry. The industrial physician has a perfectly definite function 172 LABOR MAINTENANCE to perform. His work allies itself with the other work of the employer in making greater output possible. He is con- cerned with the work of placement of employees, safety ac- tivity and the elimination of hazards caused by physical deformities, fatigue, and the nature of the tasks engaged in by the worker. His duties include the protection of employees from communicable disease and the prevention and treatment of minor ills which cause loss of time and production. Where the concern is large, surgical treatment of injuries is one of the responsibilities placed upon him. Or there may be prob- lems of community sanitation which require his service. In short, everything which affects or may affect the health of the worker and his steady attendance on his job comes within the field of the industrial physician. There are several types of industrial physicians. Owing to the lack of well-defined standards we have all sorts of trained and untrained nurses placed in positions of respon- sibility in the handling of medical cases in industrial plants. We find physicians who have no personality, no educational or scientific background, no initiative, men who are classed as "finger wrappers" by the medical profession. On the other hand we find men of capacity and ability who are specially fitted for the new profession and who are devoting their lives to it. Many special medical departments which deal with all the health problems of the worker might be mentioned. At the Eastman Kodak Company, for example, the medical depart- ment takes immediate and subsequent care of all injuries to employees incurred while at work; gives immediate attention to cases of illness occurring at the various plants, and if it is found necessary to send the individual home he is referred to his own physician. All applicants for employment are given physical examinations. All employees on the pay-roll are given periodic examinations. A follow-up system of re- THE WORKER'S HEALTH 173 examinations of defectives is in operation to make sure that medical or hygienic advice given is carried out. Where ab- sence from work is due to illness a representative of the medical department makes personal visits to the home of the worker. Legislation versus Voluntary Action If business judgment does not bring about the needed physical provisions, legislation will probably do so. Hundreds of laws bearing on the subject of health and human conserva- tion have been passed within the past decade. Strong efforts are now being made toward securing standard enactments that will bring under state control 1 " the conditions that surround workers in mills, mines, lumber camps, shops, and other places. Progressive organizations, however, will not wait for legisla- tive standards to tell them what to do. As was true in the case of workmen's compensation laws, they will keep far ahead of legal requirements. CHAPTER XIII ORGANIZING A PLANT HEALTH DEPARTMENT Work of the Health Department The increased attention being given by employers to im- proving industrial relations is rinding expression in the exten- sion of medical work with employees through organized departments for the purpose. The extent of the work in different plants varies largely according to their nature and size. Medical service ranges from the small first-aid room or industrial clinic to the well-equipped modern hospital with a full staff and asssistants in the case of large enterprises which are responsible for the existence of the community surrounding them. The field of industrial medicine is widening to include many activities which heretofore were foreign to industrial organization. The work of a modern health department in- cludes: 1. Service for employees who need attention during the day. 2. Regular inspection of plant conditions to discover sources of disease or conditions dangerous to the physical welfare of workers. 3. Physical examinations of new and old employees. 4. Co-operation in the matter of restoring the productive capacity of the injured and providing for com- pensation for such injuries. 5. Co-operation with the foremen on the health prob- lems of workers. 174 ORGANIZING PLANT HEALTH DEPARTMENT 175 6. Co-operation with the health authorities of the city, state, and nation. 7. Scientific studies of fatigue, occupational disease, and methods of treatment of injuries as well as their prevention. 8. Health education of employees. 9. Home treatment of employees who are ill or injured. 10. Follow-up of employees who return to the plant after serious illness or physical disability. Not only does the health department function as outlined above but it has a definite responsibility in connection with the employment department and the service department in seeing that workers are properly placed and the turnover of labor reduced. Relation to the Plant The first question that comes up in a discussion of the organization of the health department is that concerning its relation to the rest of the organization of the plant. To whom should the head of this department report ? The answer to this can hardly be derived from a study of the experience of industrial concerns owing to the haphazard manner in which health departments have come into being. Dr. C. D. Selby of the United States Health Service recently made a study 1 of the health activities of 170 industrial concerns and found that: 1. In 71 of the plants visited 42 per cent the health department functioned under an official supervising produc- tion (the superintendent or works manager, or the head of production). 2. In 36 plants 21 per cent the work was directly under 1 "Studies of the Medical and Surgical Care of Industrial Workers." United States Public Health Service, Washington, D. C. 176 LABOR MAINTENANCE an official dealing with compensation matters, such as the legal department, compensation or claim department, treasurer, secretary-treasurer, auditor, or clerk. 3. In 31 plants 18 per cent an official representing the administration of the plant had supervision of the work: the president, the general manager or the director of plant ad- ministration. 4. In 28 firms 15 per cent some official having juris- diction over labor supervised the work: the director of wel- fare, the employment manager, the head of the service depart- ment, the head of the relief department, the industrial service manager, the paymaster, the employment and welfare man- ager, the head of the safety, compensation, and hospital depart- ment, the head of the relief surgery and employment depart- ment, or the head of industrial relations. 5. In one of the four plants remaining, the work was under the supervision of the office manager; under the safety department in two of these firms, and under the engineer in the other. It is a significant fact that 71 of the firms studied had those in charge of health work under the supervision of men whose main job was production. Where a plant is small and a functionalized employment and service department is hardly possible because of the overhead expense, there is good reason why health activities should be controlled by the superin- tendent, but where large numbers are employed the health department should properly function under the manager of industrial relations or the employment and service manager. Again, to have health work under the supervision of the claim department is to destroy its possibilities as a factor in labor maintenance. It is hardly possible that employees, in such a case and under such necessarily biased conditions, will have the confidence in the management required to make the work a success. ORGANIZING PLANT HEALTH DEPARTMENT 177 The Industrial Clinic or Emergency Hospital The custom in most plants which have special rooms and equipment for handling minor injuries and ailments is to call these quarters "the dispensary." While, from the standpoint of medical terminology this term is correct, it is objectionable to the worker who lives in a large city and to whom a dis- pensary stands for a charitable enterprise. There is the same psychological objection to the term ' 'hospital' ' or to the term "clinic." Dr. George E. Tucker, one of the pioneers in industrial medicine, suggests the name "medical unit" as best suited to describe the quarters where medical work is done in a plant. This term may be applied equally to what is now called the first-aid room or to the most extensive hospital building and equipment. So in a large plant there may be several medical units in different parts of the establishment, each having its identifying number. Each unit represents a unit of service. The term "first-aid room" has been found unsatisfactory in cases where only a nurse is employed to treat minor injuries, but where the room has equipment beyond the ordinary first-aid cabinet. This may be illustrated by the story of a Con- necticut plant employing about 3,000. A room in one of the buildings was set aside for emergency work and was equipped with a cabinet containing medical supplies and remedies for simple ailments, a bed, two tables, some chairs, basins, and other utensils. The work was in charge of a young man, a graduate nurse who was employed full time at the plant by an insurance company. This nurse was very well liked by the men in the plant and did excellent work. The nurse's quarters were known as the "first-aid room." In spite of the ability and personality of the nurse it was found that the men did not have the fullest confidence in the institution of the first-aid room. The men felt that this was not the place I? LABOR MAINTENANCE for them if they thought they had some real trouble and so consulted their private physicians very often on matters which were minor and could just as well be taken care of by the company nurse. The whole trouble was lack of confidence based on the idea that "first-aid" meant only a "kit" and not professional treatment. The experiment was tried of changing the name of the room to "emergency hospital" without making any special announcement of the change. The nurse, who had been in the habit of doing his work in his shirt sleeves, was instructed to wear his white coat at all times. In a few weeks there was a noticeable change in the attitude of the workers. One cannot say that this change was owing entirely to the change in the name of the quarters for medical aid, but events pointed to the fact that the name of the place had a real psychological effect upon the workers. Equipment of Emergency Hospital The equipment of the modern emergency hospital in in- dustrial plants varies from the "first-aid to the injured" cabinet to full outfits for major surgical operations. The well- equipped health department has dressing-stands of enameled steel or with plate-glass tops, and sometimes dressing- tables on wheels; stationary wash-bowls, behind which solu- tions and ointments are kept on shelves; and tiers of drawers nearby in which are stored rolls of bandages, gauze, and cotton. In some cases there are special swivel-seated chairs and stools for patients. Foot and arm rests are also provided for minor operations and dressings. In some industries, in which the feet of workmen become dirty, foot tubs are in- cluded in the equipment of the medical unit. These and other facilities are provided for the antiseptic treatment of all sorts of wounds and injuries. There are supply cabinets, separate, or, in a few recent establishments, built into the walls of ORGANIZING PLANT HEALTH DEPARTMENT 1 79 a room, for the storage of surgical and medical instruments, medicines, and supplies. The small clinic may give first aid in case of injury and send the patient to a local hospital for operation or treatment if the case is at all serious. This method is followed by the Fore River Plant of the Bethlehem Shipbuilding Corporation, at Quincy, Massachusetts, although the plant has an excellent clinic and a full staff of physicians and attendants. The more difficult cases of injury are sent to the Quincy City Hospital. It seems better, perhaps, that such patients should be treated away from the busy shipyard. There are, however, operating tables, nitrous oxide apparatus, and X-ray machines in many modern industrial clinics. Sortietimes there are found vibra- tors, baking ovens, violet-ray machines, and therapeutic lamps. The Carnegie Steel Company and other big concerns in which the hazards of employment are great have most elaborate and minutely equipped plant hospitals. The modern industrial plant which employs hundreds or even thousands of people, and in many cases determines the general welfare of its community finds it good business to seek out and adopt the most modern methods of restoring injured employees to normal health and efficiency. Minimum Requirements of the Department In this connection the report of a special committee on factories made to the Chicago Tuberculosis Institute in 1913 is of practical importance. Dr. Harry E. Mock of Sears, Roebuck, and Company, was chairman and with him were associated Dr. A. M. Harvey of Crane Company, Dr. James A. Britton of the International Harvester Company, Dr. W. H. Lipman of Swift and Company, and Dr. L. Z. Little of. the Western Electric Company. This committee made the following recommendation for the physician's office and equip- l8o LABOR MAINTENANCE merit suitable for conducting the medical examination of employees. Location. "The ideal arrangement would be a group of offices, well-lighted, well-aired, removed from all noises and housed in a building preferably detached from the plant, especially accessible from the departments in which most acci- dents occur." Whether or not this recommendation can be carried out entirely, the department should be located in as quiet a place as possible; noisy machinery overhead or in adjoining rooms is likely to impair the value of the physician's work. Offices. The size and number of offices will depend on the number of employees to be examined daily. But the important thing to remember is that the choice of the physician to have charge of the work is the first step and he should be consulted as to his needs. The report declares the following rooms as necessary. Waiting-Room. A waiting-room equipped with a suffi- cient number of chairs or suitable benches for seating em- ployees who have to wait for treatment. If possible there should be separate waiting-rooms for men and for women. Filing-Room. There should be a general office for a stenographer and the files of the department. It is absolutely essential that the most careful and accurate records be kept. Such records are of vital importance not only for study of plant health conditions but in connection with claims for com- pensation which may arise. Examining Rooms. The examining room should be as quiet as possible, and well-lighted. It is important that this room should be completely closed off from the other rooms. The room should contain a chair for the doctor, a stool for the employee (the report suggests a revolving piano stool as ideal), a simple-padded examining table, a small stand for ORGANIZING PLANT HEALTH DEPARTMENT ll writing or on which the doctor may lay his instruments. Two hooks in the wall can serve as clothes hangers. It is also suggested that if the number of employees ex- amined daily is large, there should be two or more rooms equipped as above. The best arrangement provides a dressing- room in connection with a small examining room so that the employee may come into the doctor's room prepared for the examination. For the examination of female employees the separate dressing-room and examining room is essential. The point is also made that in all cases when a girl is examined the nurse should be present. As the history of each case may be taken in the examining room, the committee does not" consider a history room essen- tial. The report states, however, that a great deal of the doctor's time is saved if a separate room for this purpose is provided, in which the temperature, pulse, height, and weight of the employee can be taken, and the few points desired in regard to age, nationality, and past history obtained. This work can be done by a nurse, or by a well-trained attendant. Laboratory. A laboratory is highly essential, for no ex- amination is complete without certain laboratory tests. The laboratory should be equipped for careful urinalysis, with a microscope, blood-counting, and blood-pressure apparatus. Private Offices. The physician in charge should have his own private office where employees may consult him without embarrassment. In the absence of such an office, the doctor can use one of the examining rooms. Surgical Room. There should also be a surgical room where immediate attention can be given to accident cases and where subsequent dressings can be made. Two of these rooms are necessary in plants where many women are em- ployed. Good light and ventilation are essential. It is desir- able that the surgical room be closed off from the rest of the 182 LABOR MAINTENANCE office as the sight of wounds being dressed will tend to prevent employees from coming to the office. The surgical room, as well as all others in the department, should be kept scrupulously clean. It should be painted white and furnished as follows: 1. White enameled table where the patient can lie down if necessary. 2. White enameled dressing-table. 3. White enameled stand for instrument sterilizer. 4. Glass jars for dressings. 5. Instrument cabinet. 6. The few necessary drugs. 7. White enameled chairs or stools. 8. White enameled stands suitable for resting the patient's leg or arm for dressing wounds of these extremities. 9. Hot and cold running water (foot control). 10. As an adjunct to this equipment there should be space or preferably a separate room for hydro- thermal and baking apparatus. Dr. Mock in his book, "Industrial Medicine" (1919) also recommends a sterilizing room where all dressings used on wounds can be thoroughly sterilized. And in plants where severe accidents are likely to occur an X-ray laboratory is essential. Restrooms. Restrooms, one for women and one for men, are important, for when suddenly taken ill an employee often wishes to lie down until he is taken to a hospital or is able to go home. Rest will frequently enable employees to over- come a temporary condition and return to work after an hour or so. Not the least important part of the equipment of a health ORGANIZING PLANT HEALTH DEPARTMENT 183 department are proper toilet facilities in the doctor's office. Shower baths should also be included in the equipment when possible. Personnel of the Department The industrial clinics have generally about the same kinds of heads, assistants, and attendants as the small private or public hospital. First, of course, comes the physician in charge. Where a plant is small it is generally unnecessary to have a physician on full time and so arrangement is made for consulting physicians who devote part of the day or the week to employees, or who are called upon in case of emergency. This arrangement is sufficient when there is a well-equipped emergency aid room in charge of a capable nurse who takes care of minor injuries. But when the arrangement is to send minor injury cases to a physician outside the plant, much unnecessary lost time is the result, and there is considerable danger of infection developing. The time lost in going to and from the physician for redressings is forgotten and the doctor is apt to be careless in fixing the period of disability. A detached medical service is bad in principle and is un- economic in practice. Where extensive medical work is done in a plant it is wise to have the services of one or more physicians on full time. This is especially true of firms where physical examina- tions of employees are conducted or where the force of workers is quite large. Full time of the physician is the practice in most of the industrial plants of the country where some form of medical service is provided. Training the Industrial Physician It is evident that the industrial physician should receive special training for his work. In response to this need medical 184 LABOR MAINTENANCE schools of several great universities of the country have begun to study the problem and to establish courses of training. The Medical School of Harvard University was among the first to take this step, organizing a course in industrial hygiene. Such a course should deal with industrial, medical, and surgical problems, sanitary standards of plants, occupational diseases, fatigue, general safety work, methods of medical supervision of employees, physical examinations, dental hygiene, and nursing service. It should deal also with the question of personal relations in industry, employment methods in their relation to health, the place and value of recreation, food problems, and industrial housing. The College of Medicine of the University of Cincinnati has lately established a course in industrial medicine and public health in co-operation with the local chapter of the National Safety Council and Employment Managers' Associa- tion. The outline of the work of this course (Figure 12) is here presented. The compensation of industrial physicians varies greatly. Whole-time physicians receive from $1,200 to $8,000 a year. In one plant the part-time physician receives $1,800 a year. This plant has less than 500 employees. A plant having be- tween 500 and i ,000 workers pays its head physician $3,300 for three hours each day. In another plant a part-time physician receives $60 a month for three afternoons each week. There are no standards by which to determine how much should be paid for medical services ; it is a matter determined solely by the circumstances in the particular case. Industrial Nurses The rest of the personnel falls into two classes those who have the training of the schools, and those who have the training of experience only. Selby, in his "Studies of the Medical and Surgical Care of Industrial Workers," already ORGANIZING PLANT HEALTH DEPARTMENT 185 II g ft fj o at the Medicin Sttidents in In- rial Medical pts. and conducts earch work in the nts with them. rvises Students uring Industrial nterneship. 2 . 43 CO 3 OH d -e'43 and rs. Ac nve ions. ^ >, 'g o ' IE 5 8 s s ffi | |*| 111 cu ca w 12J i a ^ il s 1 1 o >, o * w ^^ 'rrt ill 3i i lS6 LABOR MAINTENANCE referred to in these pages, says, "The trained female nurses are 65 per cent of the whole number and the others are trained male nurses 4 per cent, experienced women 3 per cent and experienced men 27 per cent." It is seen that the female trained nurses greatly outnumber the untrained or "experienced," while the ratio is reversed in the case of men. The young woman who goes into nursing knows that she will advance to full standing and earnings only by having the training to be gained in the schools. On the other hand the young man hesitates to spend three or four extra years in school or hospital classes and trusts that assisting those who are trained will advance him to substantial earnings in this new field. Men have come into such work rather by chance or by circumstances. In this connection Selby again says, "Clerks and other employees whose duties have thrown them into contact with accident cases have gradually developed, through observation, experience, and perhaps some study, into dispensary attendants." Naturally a course of technical training is altogether desir- able for the attendant, yet in many small industrial plants, which cannot afford high-salaried attendants, the person who has had practical experience in the dispensaries of other plants or in hospitals, under skilled physicians and trained nurses, may be an efficient attendant. Here as in other situations in business and industry personality counts. As the industrial clinic becomes established more and more widely, however, we may expect that the standards of profes- sional equipment for assistants all up and down the line will be raised, and that school courses will be more generally required for the attendant. Dispensary attendants cleanse and dress wounds, care for mild cases of accident, and after consulting the head of the department, give medicines for headaches, constipation, and minor ailments. They assist the physician in the more diffi- ORGANIZING PLANT HEALTH DEPARTMENT cult cases and examinations, keep records, and, when special clerks are not provided, prepare reports. In some plants they give information for health promotion or accident prevention to employees, individually or collectively. The industrial nurse must be tactful, quick to understand the difficulties of individual cases, and sympathetic. She gets closer to the patient and many times has greater influence with him than the attending physician. The natural qualities of women, of gentleness, feeling, patience, and insight make them preferable and in greater demand in industrial clinics. Again the attendant nurse has a rare opportunity to make new contacts between the employee and the employer. The worker forgetting that accidents and illness occur in employ- ment as well as in idleness, may feel an accident or illness is chargeable to his employer. Through skill, kindly suggestion, and sympathy, the nurse can help to correct such an impres- sion, and at the same time the health and strength of the worker, so vital to success in industry, will be conserved. Course of Training for Industrial Nurses A typical course for the training of industrial nurses has recently been established at Boston University, extending through the summer session. The following statement an- nouncing the course has some interesting points apropos of the present discussion: Factory Nursing. This course is offered in co-operation with the Industrial Committee of the New England section, National Civic Federation, in response to an urgent request by representatives of large business interests who feel the need of well-trained factory nurses. It is intended to prepare men and women to act as qualified assistants to industrial managers in supervising and promoting the health of em- ployees and sanitary conditions of employment. It is es- pecially planned to aid in the practical preparation of the factory nurse. 188 LABOR MAINTENANCE In large manufacturing establishments the position of fac- tory nurse is becoming one of increasing importance. In many establishments the factory nurse not only has charge of emergency rooms, to which accident or sickness may occa- sionally bring an employee, but has general supervision of sanitary conditions. She co-operates with the employment department, making vocational studies and thus assisting the management in properly placing employees. She is of equal assistance to the employee, helping the individual to work into the most suitable position. Since many manufacturers are requiring these services of the factory nurse, the rapidly increasing demand offers an attractive field for graduate nurses and other specially qualified women. The work will consist of lectures by the instructor and by representatives of important industries, who will deal with the opportunities of this form of service. Such topics as the following will be considered: f industrial organization; health supervision of employees ; physical conditions of plants and their effect on the health and the efficiency of the workers; workmen's compensation; physical examination of employees; first-aid treatment of injured and sick by fellow- employees, etc. The lectures will be illustrated with the stereopticon. There will be several visits to manufacturing establishments in the city or near vicinity, for the purpose of demonstrating and applying the subject matter of the course. Monday, Wednesday, and Friday from 3-5 for four weeks, beginning July 2. For this course a special fee of only $5 is charged. Work of the Standard Oil Company There are many fine health departments in industrial plants, among them being that conducted by the Standard Oil Company. The medical department of this company con- sists of a medical consultant, a medical director, ten full-time physicians, four part-time physicians, and three hundred doc- tors employed on a fee basis when called upon. There are ORGANIZING PLANT HEALTH DEPARTMENT 189 also six women and ten male nurses and four clerks. The work in general comes under the following heads: 1. Treatment of emergency accident cases. 2. Examination of new employees. 3. Rating old employees as to their general physical con- dition. 4. General medical advice. 5. Sanitary supervision of the plants. 6. The management of a tuberculosis home for employees. 7. Planning new medical quarters. 8. Administration. As to the results of this work, the company states: It is manifestly impossible to strike an exact trial balance between the cost of the medical department and the value of results achieved, but in the brief experience of the medical service here it is possible to point to many definite instances in which the period of disability of employees has been shortened; while in many other cases permanent injuries have been obviated through prompt and thorough treatment. Absence from work because of chronic disease has been confined largely to employees taken on prior to the adoption of the present system. The American Rolling Mill Company Another successful medical department is that of the American Rolling Mill Company, Youngstown, Ohio. The company employs three full-time physicians, eleven nurses, and three clerks. The organization of the department includes a main hospital completely equipped, a "colored hospital/' central works and shop dispensaries, and a physical examina- tion department. Laboratory facilities are also provided. A complete clinical record of each employee is kept, and if this shows that the health of the particular employee is not 190 LABOR MAINTENANCE normal he is given a thorough examination and if it appears advisable, a change of work is recommended. The American Cast Iron Pipe Company The medical department of the American Cast Iron Pipe Company, Birmingham, Alabama, maintains two physicians, one surgeon, and several trained nurses as well as a staff of consulting specialists. There are operating and consultation rooms. One of the most successful features of the work is that done by the company dentist. There are two dental operating rooms and most of the work is done free. The services of the medical department are furnished to married men and their families for a fee of $i per month. There is a fee of 50 cents per month for single men. The British Government's Requirements The British government requires all blast furnaces, copper- mills, iron-mills, and foundries, and metal works employing 500 or more, to provide and maintain in good order what it calls an "ambulance room." This room must be a separate room used only for the purpose of treatment and rest. It must have a floor space of not less than 100 square feet and "smooth, hard, and impervious walls and floor, and shall be provided with ample means of natural and artificial lighting." This room must contain at least: 1. A glazed sink with hot and cold water always available. 2. A table with a smooth top. 3. Means for sterilizing instruments. 4. A supply of suitable dressings, bandages, and splints. 5. A couch. 6. A stretcher. Where ( persons of both sexes are employed, arrangements must be made for their separate treatment. CHAPTER XIV WORK OF THE PLANT HEALTH DEPARTMENT Physical Examinations With the establishment of the health department in indus- try has come the practice of giving a careful physical examina- tion to applicants for employment. Sometimes such an ex- amination is given even to persons who have been employed for some time, so that the management may be assured of their satisfactory physical condition. As a requirement for new employees, the examination is becoming rather general. The employer is responsible for taking into his business or manufacture only those persons who have the health and strength requisite for the particular work to be done. The efficiency of the worker is thus assured, and a full measure of production obtained. On the other hand, no harm is done to those whose physical condition keeps them out of a particular employment, for they may take measures for recuperation or physical develop- ment which otherwise they might never adopt. The physical examination is recognized as necessary not only for the good of the worker himself, but, to protect one's fellow-workers from any contagious disease or unpleasant physical ailment. An indication of how important this matter is may be gained from the fact that of the two and a half million men, between the ages of 21 and 30, who were examined for the National Army in 1917, 34 per cent were found physically unfit for military service and were rejected. It was estimated that over one-third of this number were suffering from remediable defects. 191 I9 2 LABOR MAINTENANCE Objections and Difficulties Difficulties of real importance sometimes arise in connec- tion with physical examinations of female employees. The best practice provides for a woman physician to do this work. If that is not feasible, a nurse or matron should be present when the examination is made and unnecessary exposure of the body should be avoided. There is little objection to the examination if its purpose is carefully explained. The medical examination of new employees should always be made before the applicant is engaged for employment. A number of employers have not followed this important rule, with the result that some workers who had given up positions in other concerns to enter the plants of the employers we have mentioned, found themselves without jobs after a short time because of failure to pass the physical examination. Such a procedure is unjust, and is good ground for dissatisfaction with the system. Much of the objection to physical examination has been owing to the fact that some employers have used the physical examination as a means of blacklisting workers who had tried to develop unionism among the workers of certain industrial communities. Another source of objection was the fear that if rejected because of physical defects in a particular concern which had an interchange of information with other concerns, a worker would have to move his family out of the district and find employment in some distant center. Western Electric Company The work of the Western Electric Company in this phase of employment management is an example of what the fore- most concerns are now attempting. The company's "sugges- tions to the examining physician" indicate the purpose and scope of the physical examination so well that they are in- cluded here, in part, in the following statements : WORK OF PLANT HEALTH DEPARTMENT 193 THE EXAMINING PHYSICIAN We require that each new employee submit to a physical examination for the purpose of securing such information with reference to the past and present health of the applicant as will enable us to evaluate correctly his ability to perform his duties without danger to his health or injury to himself. It is equally essential that the employment of the applicant does not subject his fellow-employees to undue risks. It is necessary for us to depend on you, as our examining physician, to inform us as to the risk we would be compelled to assume if the applicants whom you examine should be employed. Your duty towards us differs from that of an examining physician for an insurance company in this respect: To them you would -stand as adviser as to the expectancy of life, upon which advice would depend the pay- ment of losses; to us you are the adviser as to the expectancy of health, upon which information we must depend as to our risk from sickness or injury to our employees. The examination report which we use we believe covers only the information necessary to make a fair decision in each case, and it is essential that we have complete informa- tion as called for in these reports in order that we may have a well-defined picture of the ohysical condition of the applicant who is examined. As a result of your physical examination, applicants should be classified in one of the following classes, and this classification entered on the report under the heading "Remarks": First, those who should be classed "Accepted." Appli- cants whose physical and mental conditions are free from acute or chronic diseases and whose anatomical structures compare favorably with the normal, who are free from deformity or maiming of any kind, and whose expectancy of health is good at the time of examination. Second, those who should be classed "Physically Unfit." Applicants who at the time of examination show some evi- dence of disease, either acute or chronic; some injury or deformity; some substandard condition which might become aggravated, or which might influence the health of a fellow- 194 LABOR MAINTENANCE workman; but which condition, in your opinion, can be corrected and the applicant restored to a normal standard of health. Applicants of this class shall not be approved for employment but may be reconsidered for employment after the defective condition has been remedied. Third, those who should be classed "Rejected." Appli- cants who are afflicted with disease or injury, who are maimed or deformed, or who have defective vision to such an extent that these conditions cannot be sufficiently cor- rected to restore the applicants to a normal physical condi- tion. Applicants of this class shall not be reconsidered for employment. For the purpose of obtaining uniformity of results and to be of assistance to you in forming an idea of our require- ments we are listing below general descriptions of the in- formation required under the various headings on the ex- amination cards. The subjective part of the examination we do not consider of as much importance to us as the objective, for, while it often furnishes favorable information as to the past health, the real purpose of the examination is to determine the condition of applicants at the time they are employed. Although the final responsibility for accepting or rejecting applicants rests with us, with you, as examiner, rests the responsibility for the accuracy and completeness of the record of the physical examination of the applicant, and it is, therefore, upon your vigilance and judgment that we depend to deal justly and fairly with our applicants and to be suc- cessful in conducting that phase of our physical examination work with which you are associated. Avery Company Dr. C. G. Farnum, chief surgeon of the Avery Company, Peoria, Illinois, in a paper read before the American Public Health Association, at Rochester, New York, made some significant statements about physical examinations which are of especial interest at this point. Some of them, dealing with the number of physically perfect and handicapped men and WORK OF PLANT HEALTH DEPARTMENT 195 the special defects covered by examination at the Avery Com- pany, follow: Wherever routine physical examinations of large groups of men have been carried out it has been most strikingly . demonstrated that here in America the number of physically perfect men is extremely small so small that but a meager part of the work of the world could be carried on by them. The statistics on this point vary from less than I per cent to 12 per cent, depending on classification and the thorough- ness of the examinations. On the other hand, these same routine examinations reveal the equally interesting fact that the percentage of men whose defects render them unfit for any form of employment is likewise exceedingly small. Be- tween these two small groups that occupy the extremes in the scale, lies the incalculably huge army of workers who are doing their daily tasks under greater or less handicaps to their efficiency and progress, and whose accident hazard is increased to a corresponding degree. These groups of major defects are as follows: 1. Diseased hearts and circulatory apparatus. 2. Diseased kidneys and diabetes. 3. Defective vision. 4. Defective hearing. 5. Venereal diseases. 6. Hernia. 7. Diseases of the lungs. 8. Atrophies, ankylosis, amputations, impaired reflexes. We have omitted many things that might have been in- cluded and which are covered by our examinations, such as flat foot, varicose veins, constipation, overweight, under- weight, decayed teeth, diseased gums, infected tonsils, nasal defects, diseased external eyes, diseases of the nose and accessory sinuses, skin lesions, and hemorrhoids, all of which defects might be factors in the production of accidents. The conclusion of the whole matter is excellently stated by Dr. Farnum thus: 196 LABOR MAINTENANCE We care for our men when they are injured, advise them when they are sick, confer with them as to their health and habits, examine them periodically, and supervise them con- stantly; and whatever be the subject in hand, it is always made a matter of private personal conference. We deal but little with our men en masse. It is true we issue bulletins on safety, health, and general information, but at the Avery Company we look upon the individual man as the one essen- tial, basic element in the whole scheme of civilization. We believe in men. We consider them the most valuable things in all the world, and we think that they deserve to be dealt with individually for the solution of their individual problems and needs. No employer's time is so valuable that some of it cannot be profitably spent this way, for medical and safety supervision is not a charitable institution. It is an invest- ment, the dividends on which are efficiency and loyalty two of the most valuable assets any employer can possess. Other Methods At the Bourneville Works of Cadbury Brothers, the fa- mous English cocoa manufacturers, the hands of employees are examined periodically to prevent eczema and other skin troubles. When it is found that workers cannot, or ought not to perform a certain sort of work, they are transferred to another sort. Warmed and dry dressing-rooms are an im- portant adjunct to the health precautions taken at this progres- sive plant. The company employs two physicians, one a woman, and four trained nurses. A new development in the matter of physical examinations of employees, is the group diagnostic clinic. Plants which do not employ their own physician form themselves into a group, and designate some clinic as their examining agent. The clinic, being in the employ of the group, examines appli- cants for any plant within the group. The clinic in Toledo, Ohio, is the best example of this. It has offices in various parts of the city and reaches thousands of employees. In WORK OF PLANT HEALTH DEPARTMENT 197 Chicago this plan is being worked out in co-operation with Rush Medical College. Dental Service The amount of time lost by workers in industry through lack of care of the teeth is almost appalling. Loss of teeth by pyorrhea, neuralgia, and rheumatism are only the more glaring troubles that arise. The general health and efficiency of the worker may depend almost entirely on the condition of the teeth. Much lost time which never figures in accident or sickness reports because it amounts to only a day or two at a time, is owing to trouble with teeth. In recruiting men in the late war, the government had, first, to exclude those whose teeth were in such condition that normal health and strength could not be maintained by the mastication and assimilation of food; and second, to do extensive dental work for those accepted. Many of the men enlisting or drafted had never consulted a dentist. An examination of the total number of employees in a certain plant employing 7,000 men, showed 38 per cent having teeth so bad as to interfere seriously with their efficiency. Often it is found that foreign-born workers do not know what a tooth-brush is, and the industrial dentist must keep one on his desk for demonstration purposes. Operation of Dental Clinics Factories and industrial establishments throughout the world have established dental clinics in connection with their health departments. The condition of the teeth may be in- cluded in the physical examination. The clinic is usually in charge of an accredited dentist with such assistants or dental nurses as the size of a concern may warrant. It is kept open through the working hours of the day, or, for instance, from 198 LABOR MAINTENANCE 8:00 to 11:30 A.M., and from 12:30 to 4:00 P.M., on fixed days of the week. A record is kept of all operations performed in the dis- pensary and regular reports are made to the management. Lectures on the care of the teeth and other dental subjects are given by the dentist in charge, to groups of employees. The services are absolutely free to the employees of the company. No charge is made for material or labor. Service is first of all preventive, to safeguard the worker against more serious trouble or loss of time. After that it may extend to the treatment of more severe cases. Employees are not compelled to accept the services of the dental dispensary, but are generally urged to do so. Some firms employing women provide tooth-brushes and dentifrices free or at cost to employees. Other concerns send out special bulletins on the care of teeth, a typical example being the following sent out by a large mining corporation. HINTS ON CARE OF TEETH It is fast coming to be an accepted fact that good health depends largely on good teeth and a clean mouth. A well-known life insurance company recently issued a letter to its employees from which the following is an extract: "As the healthy and continued life of the whole body depends upon the air it breathes and the food it as- similates, and as both of these are directly affected by the conditions of the mouth, it is not an exaggeration to say that many of the ills of mankind will be banished as soon as the teeth and mouth receive the care and attention they require." Decay of the teeth is seldom Classed as a disease. It should be considered as such, as the decay from broken- down teeth is of a particularly virulent character, for it is connected with disease of the bone. This diseased bone being in the mouth is mixed with the food and swallowed every time the patient eats. If this pus matter and diseased WORK OF PLANT HEALTH DEPARTMENT 199 bone were outside of the mouth one would never willingly or knowingly eat it, yet that is what happens when people neglect their teeth. In the work of the dental division it has been found that 80 per cent of all children have decaying teeth. If a child has decayed teeth it cannot properly chew its food. Improperly chewed food and an unclean mouth cause bad digestion, and consequently poor general health. Parents can greatly aid the children by encouraging them to follow the instruction given in school by the dental nurse, and by seeing that they are kept supplied with clean and serviceable tooth-brushes. National Cash Register Company The National Cash Register Company has a well-equipped dental clinic that has proved of great service to the employees of the company, and thus to the company itself. A report of this clinic makes the statement that "keeping workers in good health by looking after their teeth is just as essential as keeping machinery in working order." The following is a summary of all operations performed in the clinic of the National Cash Register Company in the six months' oeriod from July i to December 31, 1918: Examinations of employees 503 Extractions 502 Amalgam fillings 31 Cement fillings 53 Gutta-percha fillings 20 Prophylactic 564 Abscess treatments 15 First-aid 386 Consultations 75 Gum treatments 83 Nerves removed I Miscellaneous treatments 288 Total treatments 2,521 200 LABOR MAINTENANCE Eye Treatment The health movement in employment has included the proper examination and care of the eyes of the workers. No feature of industrial safety has shown more satisfactory re- sults than industrial eye protection. Thousands of industrial workers whose occupations are hazardous are today enjoy- ing the continuation of perfect sight because of having worn goggles during working hours. Wherever there is danger to the eye from flying particles of metals or chemicals, or from dust, or from intense light or heat, goggles have been found to be the greatest protection. They have often pre- vented painful injury and loss of sight. Some firms compel their use; others furnish them if the workers desire them. It has been estimated that 80 per cent of all eye accidents which happened in the past were preventable. Among the firms which provide an oculist for their em- ployees may be mentioned the Wayne Knitting Mills, Fort Wayne, Indiana; Montgomery Ward Company, Chicago; Kaynee Company, New York ; Rowntree Brothers, York, Eng. The extensive dental and optical service now being in- troduced in the public schools will enable young people to enter employment with better health and sight, and will lessen the task now imposed upon industry through the former dis- regard of these matters on the part of the public. The Visiting Nurse Her Qualifications and Functions In order to lessen absence from work some employers have special nurses whose duty it is to investigate conditions and visit the homes of persons not reporting for duty. Illness is the most frequent cause of absence, and any means of hasten- ing recovery is desirable. The visiting nurse may also visit the patient who has been treated in the factory clinic and sent home or to a hospital for recuperation. In allowing the ordinary factory nurse to act as an investigator of absences, WORK OF PLANT HEALTH DEPARTMENT 2OI there is the obvious danger of jeopardizing the good-will of the employee toward the department. Armour and Com- pany avoid this danger by having nurses of the local district association attached to their industrial staff for this particular duty. Another concern in a small community supports a district nurse who, in addition to her general service to the public, attends ill employees of the company as well. "The appraisal of industrial nursing service, expressed in letters from companies of national and international reputa- tion," says Miss Ella P. Crandall, Executive Secretary of the National Organization for Public Health Nursing, "is very interesting and may be summarized as follows: "The employment of visiting nurses: 1. Avoids frequent changes. 2. Avoids serious infection. 3. Avoids long and frequent absences. 4. Avoids excessive physicians' bills. 5. Results in decreased number of deaths. 6. Results in decreased number of disabilities, both per- manent and partial. 7. Results in decreased number of accidents. 8. Helps to solve the difficulty (in some instances) of obtaining sufficient operators. 9. Offers an avenue to employees for reaching the com- pany. 10. Offers an avenue of friendly relationship and service. 11. Affords assistance in obtaining information regarding the extent and causes of accidents. 12. Has a distinct value in determining liability. 13. Increases efficiency of employees." A 1 recent list of industrial nursing activities shows that they are now established in 205 cities and towns in 36 states. There are 460 firms employing 567 nurses. These firms include 202 LABOR MAINTENANCE a very wide range of enterprises, from the building of ships to the building of typewriters, and from the manufacture of textiles to the making of matches. Eastman Kodak Company The work done in home-visiting by the Eastman Kodak Company and outlined below is of especial value and sig- nificance : Personnel : 1. A graduate nurse with social service training. 2. One clerical assistant, part-time. Scope and Character of Work: Indicated by attached daily and monthly report sheets. Miscellaneous calls are not classified. No bedside nursing is done. The visitor's work is chiefly advisory, educational and in other ways remedial. 1. Requests to call are received from: (a) Employment managers of the various plants to whom foremen and superintendents report cases of illness and other social problems among workmen and their families. (b) Managers of plants. (c) The intramural company nurses. (d) Company physicians. (e) Employees direct. (f) Other social agencies in the city, such as hospital dis- pensaries, the United Charities, etc., with whom close co-operation is practiced through the medium of the Confidential Exchange. 2. Reports on individual cases made by letter to persons referring case to visitor. Monthly reports to managers, statistical only. . . . Occasional narratives of "human interest" stories are sent to managers as supplementary to statistical reports. 3. Records of visitor consist of carbons of above letters, together with narrative records in the third person filed alpha- betically by plants. A day-book is kept by visitor for personal use and records, names, and addresses of persons called on by dates. WORK OF PLANT HEALTH DEPARTMENT 203 Method of Handling Cases. The visiting nurse does not regard it as her function to handle the cases by herself except in certain instances that is, when the problems involved are slight, temporary, or of a character for which no suitable agency exists in the city. For example, situations involving cruelty or neglect of children are referred to the Society for the Prevention of Cruelty to Children, which takes the lead and with which the visitor co-operates on request. In sickness (not accident cases) dispensaries or private physicians are advised. Sickness or accident resulting in unemploy- ment and consequent insufficient means of support are referred to the United Charities, or if eligible, to the Welfare Department of the Kodak Company for allowance or loan. Credit is sometimes arranged for with tradesmen, physicians, or hospitals, Training of Nurses The visiting nurse should have not only the regular nurse's training, but should be familiar also with the state laws re- lating to employment, the regulations of local boards of health, and the special work now being done in industry for the general welfare of employees. The visiting nurse, if she is to fulfil her mission, must have tact and good judgment. She must have the ability to gauge and understand the cause of absence of the worker she is visiting, and at the same time know what he needs in the way of treatment. Through her the employer comes in closest contact with the home. Restrooms for Women In connection with the health department, progressive firms are now providing restrooms for women and girls. The noise of the machinery and the stir and bustle of the modern industrial plant wear upon the nervous strength of women more than upon that of men. Continual standing at bench or table, moreover, is especially wearing for the female con- stitution. The great numbers of women employed in this and foreign countries in war times have accentuated these diffi- culties and caused employers everywhere to consider means 204 LABOR MAINTENANCE of remedying them. The attempt in some establishments, to have regular rest periods both forenoon and afternoon has not solved the problem of rest for those who suffer from temporary fatigue or sudden illness while in the factory. A room or several rooms set apart from departments of work and from the quarters usually reserved for men do provide the desired solution. The Packard Motor Car Company, because of the scarcity of male labor during the war, has largely increased the number of women employees in its factory, and has taken very progres- sive steps in the training and care of women. W. J. Ham- mond, superintendent of the vocational school established by the company, has the following to say about restrooms in his outline of work: The subject of the restrooms is of prime importance. The restroom is established for two purposes: as a place for a woman to change her clothes; and to provide a space for the woman who is suddenly overcome with illness, to rest in retirement. They are not intended as a general loafing space nor are women to be permitted to go out at any periodic time to the restroom for the purpose of loafing. If a woman is out of work she is to remain at her machine or in the department, being, of course, allowed to sit down if her work requires her to stand; but she is not to be rung out on idle time and sent to the restroom. It should be thoroughly understood that the restroom is provided for the ill only and if a woman does not recover within a reasonable length of time, the hospital is to be notified and the woman removed to her home. Lunching is not to be permitted in the restroom. The last remark of the quotation above, that lunching is not to be allowed in the restroom, is significant of the purpose and atmosphere of the room. There must be no disturbing element in it, nothing to distract or arouse the person who is trying to secure relaxation, and nothing to make conversa- WORK OF PLANT HEALTH DEPARTMENT 205 tion necessary. A nurse may be in attendance, but mainly to see that complete rest is secured. Couches or cot beds and easy chairs should be provided, with no superfluous article of any kind. The walls of the room should be of a neutral, restful tint. Ample light and air should be provided, with window shades to soften and lessen the light in case of need. It is scarcely necessary to add that the room must be so situated as to provide absolute quiet, or have sound-proof walls and doors if near the workrooms of the factory. The telephone companies throughout the country have at- tractively furnished restrooms which the employees may make use of during regular rest periods in the morning and after- noon. At the New York Edison Company the operators in the Contract and Inspection Department have 15 minutes be- tween 10 and ii A.M. and 3 and 4 P.M. for quiet recreation in the restroom. The Curtis Publishing Company has several beautiful rest- rooms for employees. This is also the case with the National Cash Register Company. Health Campaigns It is incumbent on all industrial establishments of magni- tude to see to it that all employees understand as much as possible of local health regulations, state factory legislation, and the general laws of hygiene. Employees must be made to know the value of personal cleanliness and the danger of the spread of disease when many people are crowded together through the working day. They must be conscious, while at work, of the special dangers incident to their employment. For these purposes definite campaigns need to be carried on in industrial plants or businesses which employ many per- sons. In these campaigns, lectures may be given to company employees by plant physicians, nurses, or by other persons secured for the purpose. Courses of reading may be sug- 206 LABOR MAINTENANCE gested or provided. Health bulletins and leaflets, which are of great value in giving important scientific facts in simple form, may be printed and circulated among employees. Training in First Aid "First aid," says Dr. Selby, "in the sense that temporary treatment is given by more or less trained fellow-workmen, is a thing of the past, unless circumstances are such that skilled attention is not readily available." The usual argument against first aid is that many workmen think that for the treatment of small injuries nothing more is necessary. Thus they incur the danger of infection by not having full treatment in a dispensary. Yet first aid is essential even in large estab- lishments, when some time must elapse before persons who receive accidental injuries or have sudden attacks of illness can be taken to the plant dispensary or local hospital. For instance, the Bethlehem Steel Company trains some of its workmen to apply protective dressings and transport injured men to dressing stations. The Westinghouse Electric and Manufacturing Company trains men to administer artificial respiration by the prone-pressure method. The nurses of Sears, Roebuck and Company, answer emergency calls and carry first-aid kits with them. Health lectures usually include instructions for action in first aid. Physical Training In establishments where employees do not get enough exercise, or the right kind of exercise, physical training is often provided. The White Company, Cleveland, requires all those em- ployed in responsible positions to take one hour of physical exercise daily in the company gymnasium on company time. Physical training is compulsory in some English factories where women are employed. WORK OF PLANT HEALTH DEPARTMENT 207 Trained instructors are usually secured. Where it is found too expensive to employ a person on full time to direct physical training in a plant, it would be a simple matter to make a co-operative arrangement with other concerns in the community for the services of an instructor. The work may be done in connection with the health department or with the general service or clubhouse work. Each employee should be examined by the plant physician, or by a competent medical advisor before entering on a course of training, so that his special physical needs may be met. Shower Baths Physical training necessitates the shower bath, which may be located either in the health clinic or in a separate clubhouse. Employees are taught its use and value. A large number of concerns supply these baths to employees, particularly where the work is hot and dusty. Co-operation with Community Organizations The employer must supplement the health activities of his community. He must also work in close co-operation with all local health organizations. He may secure their assistance in a factory health campaign by obtaining from them informa- tion and aid in establishing and outfitting his dispensary. CHAPTER XV THE WORKER AT PLAY THE NEED FOR RECREATION Efficiency Requires a Change of Occupation Recreation is something more than play. It is an effective change of occupation. Modern industry requires for full productive efficiency some regular provision for workers to give their bodies and minds a chance to re-create both spirit and energy. Good management has long recognized this need ; but the studies in recent years of engineers, industrial physi- cians, and production specialists have re-enforced from the scientific side the insights of observant managers. \?lay, then, and the larger function of recreation, may be said to have a real economic basis. The lack of it in any large organization of people reflects automatically in relation- ships and in output. Science has pointed out that the muscular system of the human body is the mainspring of health, con- tentment, happiness, and outlook. Behavior itself is largely a product in the average human being of the general physical functioning^ Need for Recreation Modern living conditions and the usual work operations, as contrasted with farm life and work in the open, require correctives to make up for occupations which call but few muscles into play, give heart and lungs but meager exercise, involve much sedentary employment, and offer hardly any opportunity for all-round physical activity. Recreation sup- plies not only the necessary physical correctives it does more. 208 THE WORKER AT PLAY THE NEED 209 It gives the social side of every person a chance for action. An adult requires that quite as much as does the child. CMoreover, when the social instinct is given organized ex- pression it has values other than physical. Teamwork is whole- some character building, and observing the "rules of the game" is an object lesson in honesty. Taking an active part in an interesting project does away with inertia and self-deceit. The best education in life always comes from doing things, not from reading about them ; and the best character training comes from co-operating with others in securing desirable results. So from the viewpoint of health, of good citizenship, and of industrial efficiency, organized recreation has a distinct place in sound management plans. ^ Recreation and Working Power Take the testimony as regards the relation of recreation to working power as given by one of the leading medical ex- perts of the country, Dr. Frederic S. Lee of Columbia Univer- sity: There is one feature of labor which I believe to be one of the most potent and most universal foes to efficiency. Natural working power varies infinitely in individuals, and yet no one will, I think, dispute the statement that few persons work up to their individual capacities. Professor William James, clear-sighted observer and keen thinker, once said: "As a rule, men habitually use only a small part of the powers which they actually possess and which they might use under appropriate conditions." This general human tendency is found also among industrial workers. It is even traditional with many and a thing to be encouraged, especially with those who have worked for years and have become accustomed to the traditional ways of labor. It is sometimes called, in this country, "soldiering," and in Great Britain, "ca'canny." It may be a conscious, wilful pro- cedure, or it may be partly or even wholly unconscious. Many honest workers will tell you that it is deliberate. It is sometimes ascribed to labor unions as a deliberate policy, 210 LABOR MAINTENANCE but it is found among non-union workers as well. The American investigators have found that it occurs very com- monly in the form of what they have called "stereotyping of output/' that is, a form of output in which the same individual or a group of individuals will turn out, day after day, and week after week, practically the same quantity of finished product. In one munition factory engaged in the manufacture of fuses, a large proportion of the force was thus working. In forming at a capstan lathe the large end of the fuse, one man finished exactly 1,000 pieces on each of 44 nights out of 45 that were observed; in gauging the fuses, 5 girls out of 6 that were studied for one week examined 1,315 fuses each day; in 99 cases of drilling cer- tain holes, out of 163 observations extending over 17 days, 1,300 fuses were drilled by each battery of two operatives in each spell, and 2,600 in each day; and in another drilling operation the output of each of 16 different workers, night after night, for one week was 3,600, no more and no less. If work were stopped for a brief period for reasons beyond the power of the work to control, such as the temporary crippling of a machine, the stoppage was likely to be followed by a spurt, and, without overworking his powers, the worker finished the day with the usual production to his credit. Some Primary Considerations There are a few practical considerations which must be dealt with before taking up a description of various types of workers' recreation activities. In the first place, there arises the question: Does industry have to concern itself with a matter such as this? Does not activity of this kind spell paternalism, something which all sensible managers certainly wish to avoid? To begin with the first question : Industry today is actually concerning itself with the recreation problems of the worker, as this chapter will show. Casting aside all theoretical objec- tions, plant after plant has undertaken a program of organized and well-supervised recreation with results that set all doubts at rest. THE WORKER AT PLAY THE NEED 211 Organized Play Is Sound Business Under ideal conditions of employment it is possible for a working force to finish the day's work and then proceed to some wholesome recreation center where proper opportunity is provided for play and recuperation. When such conditions become common, it may be that industrial plants will find less to do in this direction. But not even then will the problem have been solved. Experience has shown that a short period of rest, change of occupation, and diversion interspersed in the working day go a long way. The tension is eased up, a freshening of energy and of spirit manifests itself, and the common form of recreation within the plant is a binding influence unsurpassed by any outside activity supplied by the community at large. <^i 12 Figure 18. An Accident Prevention Score-Board Used at the Dodge Plant. Each day's absence bears a percentage charge in proportion to the total number of "men-days" per month per division. to men-days for each month, and using a multiplier of IO to raise the figures to a more workable and understandable basis. A division working 50 men for 25 days per month amounts to 1,250 men-days; dividing 1,000 by 1,250 and mul- 258 LABOR MAINTENANCE tiplying the result by 10 makes 8 points for each man off one day on account of accident in that division. Wide variations noticed in a year's competition in the different divisions should be the basis of an adjustment of this penalty charge, which adjustment should not have to be made during a month." This makes penalties equal in large and small divisions. As was stated above, minor accidents which do not mean much loss of time are not considered and there is no penalty for the day on which the accident occurred. The employees of the divisions, which score 1,000 at the end of 12 months, receive two days' extra wages or such portion of that amount as their time and employment bears to the full year. Should no department score 1,000, then the department ranking highest receives two days' extra pay, and the second highest extra pay for one day. General foremen of a division which earns these awards participate in the award, but may receive only one award if other divisions under them have a perfect score. Development of Self-Control The thing to bear in mind in the whole matter is that, as W. Atterbury of the Pennsylvania Railroad puts it, "The problem of safety is not altogether a question of rules and their enforcement, safety appliances and their application, but the development of inherent self-restraint and control." Acci- dent prevention is a matter of training and education, a matter of intelligent consciousness of dangers, and team play in their elimination. CHAPTER XVIII DEVELOPING A SUGGESTION SYSTEM A Suggestion System as an Investment There can be no question that a carefully devised plan for stimulating suggestions relating to safety, increased produc- tion, and improvement of equipment, is a most desirable asset in any organization. Experience has shown that some of the most profitable measures ever undertaken by a number of concerns were prompted by the initiative and resourcefulness of some employee. But of still greater importance is the fact that a working force that takes sufficient interest to give ideas to the management is a triumph in good relations. And yet the story of suggestion work throughout the country is not, excepting a few shining examples, one of much encouragement. Suggestion plans are started, live for a while, and die out. Oftentimes the very start is abortive. Does this argue that the plan is not workable or worth while? It would be a mistake to think so, despite the unfavorable results that have attended many a suggestion system. In the first place, let us face this question: Have the individuals that make up the personnel of an establishment any thoughts of their own, or are they merely automatons? No intelligent person would make or support the latter asser- tion. The history of inventions disproves any notion that a body of workers lacks the power, or that no individual in such body has the power, to make some worth-while contribu- tion. Even though a crowd may have what is called "average qualities," by the very law of averages it should be possible to draw from it something that will be a step forward. 259 260 LABOR MAINTENANCE The Influence of Managerial Attitude There are two kinds of management, viewed from the standpoint of interest in the employee: (i) the kind that expects nothing in the way of initiative from its employees, and therefore does nothing to make any contribution welcome or possible; (2) the other kind which believes fully in what may come from a number of people thrown together in a common task and charges itself with the responsibility of furnishing these people with incentives to use their wits and original gifts. In other words, the attitude of management is the im- portant fact in considering suggestion systems. Is the attitude one founded on faith in the men associated with them ? Then we may expect things to happen. Is the attitude one of lack of faith, disbelief in the mentality of the men? We may expect in this case a paralysis of initiative, a reluctance to say or do anything that will help the management of the enter- prise. Attitude is important right down the line, from the president to the sub-boss. "Selling" the Idea to Managers A suggestion system can be made to work if enough thought is given to its organization and maintenance. The very first step in undertaking it is to "sell" it to every man who holds any place of authority, however slight, in the organization. The object of selling it is to put an end to the obstruction to initiative that a wrong attitude always causes. The wrongness of the attitude does not necessarily consist in an active belittlement of the people and their capaci- ties. It seldom goes that far. More usually the wrong atti- tude is the result of the executive's lack of imagination. The fact is probably that he has never had his attention called to the possibilities of learning something from the man bebaw as well as from the man above. DEVELOPING A SUGGESTION SYSTEM 261 Many persons in authority need to be told something of the excellent ideas and devices that have come in the past from men at the bench, from men so frequently overlooked because they are shy, or hesitating, or timid. Creative minds are not always aggressive. Thinking is a silent process, and its expression often depends on the encouragement that it receives. It is very easy to freeze the workers' enthusiasm, initiative, and productive spirit of co-operation. Unpleasant experiences in the past with the wrong atti- tude have made many workers feel that any suggestions on their part, no matter how important to an organization, would only meet with rebuff, and possibly some kind of petty reprisal at the hands of their immediate superior. Such occurrences, unfortunately, have not been rare; indeed they are the tradi- tion of many a shop. Obviously there is need of building a new and better tradi- tion. It will take time, but it is worth all the time and effort it costs. One first duty of the management is to make known in the most effective way possible its confidence in the ideas that anyone connected with the organization feels like trans- mitting. No suggestion or communication from an employee should ever go unanswered. Even if the bulk of the com- munications should prove low-grade ore, the fact of having an interest aroused will carry the organization a long way forward. At the risk of triteness, it should be insisted that no one should ever be humiliated for having tried to be of help. There should always be a careful explanation given for the inability to accept a suggestion. The Right Foundation Back of any suggestion system, however, is the necessity of giving the people from whom suggestions may be expected some insight into the workings and the problems of the estab- 262 LABOR MAINTENANCE lishment which engages them. The trouble with many estab- lishments is that they literally pitchfork new employees into their departments. There is too little introductory work, work of initiation, work of "selling" the plant's standards and ideals to the newcomers. In order to think, men must have some- thing to think with and think about. So the second point in making a suggestion system success- ful is to build up in the minds of the employees a useful and stimulating conception of the work and organization they give their time to. Stimulating the Employee's Interest Finally, a suggestion system should be a co-operative affair. The employees should be active in carrying it on, they too should be in the place of judges so that they may view things from the angle of management. If, in the course of time, a large number of employees serve as members of suggestion and prize committees, the organization will find a good-sized nucleus of alert interest throughout. There might well be set up what might be called competitive committees on sugges- tions, with prizes for the committee which meets with the largest measure of response from the group or departments to which it may be assigned. This decentralizes suggestion work, as it really should be decentralized. While final judgment and awards may clear through one central body, the burden of the preliminaries should be dis- tributed throughout the organization. Dangers of Mechanical Management All that has been written in the foregoing is based on the assumption that suggestion systems may be made an important asset in management and its problems. It is written in the belief that there are unused resources of teamwork and con- tributions to progress in the average concern. These assump- DEVELOPING A SUGGESTION SYSTEM 263 tions coincide, fortunately, with the expressed desires of large numbers of people who wish to find a stimulus to thought in the work that they do. There is a marked reaction against a too mechanical scheme of management. This protest against rigid and unimaginative conduct of industry has bewildered many an executive. His confusion is due to his failure to see that men are asking for larger opportunities to be of service. So far from being a source of anxiety, this tendency is one of the most hopeful facts in industrial life today. The wise executive sees in these stirrings the hope of creating a more responsive organization. He knows that inertia holds back all prospect of sound growth. He regards it as his chief duty to sustain the spirit of co-operation, zeal, and inventive- ness that his associates in the shop can develop. Tapping a Reserve of Energy Veteran executives, and those endowed with human in- terests know that men in the shop are not the same men outside the shop. Many of these men are at their best outside the shop, and after working hours. They give rein to qualities that the organization they work for may be badly in need of. Why should men be less than their best during working hours ? Why should they reserve their most valuable capacities for usefulness outside the work day, why withhold their best energies from their industrial life? It is not because they are perverse. It is because the management has not on the whole done its full duty by them, and sought to deserve such best service. Observe one organization and you see a fine spirit at work. You know that human nature is giving a good account of itself there. Go to another, and you feel certain, after a few moments that no man will do a bit more than he absolutely has to, that his affections, loyalties, interests, and even his wits were checked at the factory gate when he 264 LABOR MAINTENANCE checked in that morning. Who is responsible for this con- dition ? In this connection, the experience of concerns with well- organized suggestions is well worth the attention of modern industrial managers. The Eastman Kodak Company's Plan One of the best plans is that of the Eastman Kodak Com- pany. Its practical aspects are described here for the benefit EASTMAN KODAK COMPANY-KODAK PARK WORKS Preliminary Suggestion Blank USE THIS FORM WHEN IDEA IS NOT COMPLETE OR FULLY WORKED OUT We welcome and will investigate carefully any euggestions which will beneBt the Company and its employees. An award will made (or all suggestions adopted according to thi'ir merit. Put sketches on a separate sheet. For complete information regarding use of Suggestion Blanks Bee directions printed on back of forma. I believe the above suggestion will result in (1) Improvement in Product ~ _,.. (2i Reduction in Costa, . (3) Improvement in Manufacturing Methods :.......- : ( 4) Reduction in Accident or Fire Haiarf. - <5> Conveniences^ , 1 am asking. assistance from "<* W 'H report in _ weeks. Signature of Foreman .._ _ _ Signed R <-8- No Dept Date 1 Employee's Coupon Preliminary Suggestion Blank I SUGGESTED: No- ~ .^ _ NOTE Be sure to keep this coupon for refer Figure 19. Preliminary Suggestion Blank. (Size 8x7^.) This blank is used when an employee desires credit for a suggestion which he has been unable to work out completely. No reduction for advice or help is made in the amount of the reward if the suggestion is adopted. of those who would adopt a similar scheme. Of course, modifications will have to be made to suit the conditions peculiar to each concern. At the Kodak Park works of the company at Rochester, two sets of blanks like those here reproduced (Figures 19 and 20) are left at various convenient points. The employee writes out his suggestion, describing DEVELOPING A SUGGESTION SYSTEM 265 his idea fully, seals it in an envelope marked "Manager's Office," and drops it in one of the locked mail-boxes which are provided for this purpose and from which daily collections are made and the contents delivered to the manager's office. As soon as the suggestion reaches the manager's office it is stamped with the date of the collection. The company found this necessary owing to the fact that often different employees would make suggestions regarding the same thing at practically the same time and the question of priority would EASTMAN KODAK COMPANY-KODAK PARK WORKS -j^ o 40045 Regular Suggestion Blank. EREIN" We welcome and wTO investigate carefully any suggestions which will benefit the Company and its employe*'.. An award will be made for all suggestions adopted according to thi'ir merit. Put sketches on a separate sheet. For complete information regarding use of Suggestion Blanks see directions printed on back of forms. I believe the above suggestion will Accident or Fire Hazard Employee's Coupon Regular Suggestion Blank IKCGGJS8X1D.- S? 48245 y. 1'p sure to fcwp this coupon fo Figure 20. Regular Suggestion Blank. (Size 8x 7^.) This form is used when the idea has been fully worked out. arise. A printed acknowledgment (see Figure 21) is sent to each person who has submitted a suggestion and a copy of the suggestion is filed (see Figure 22). A copy of the suggestion is sent to the superintendent of the department with which the suggestion is concerned and the superintendent studies the suggestion and returns it with his comment to the manager. Should the recommendation 266 LABOR MAINTENANCE of the superintendent (Figure 23) receive the indorsement of the manager, the superintendent will be instructed to carry out the suggestion and a report like that in Figure 24 stating EASTMAN KODAK COMPANY KODAK PARK WORKS SUGGESTION DEPARTMENT ACKNOWLEDGMENT OF SUGGESTION' KODAK PARK, To, We acknowledge the receipt of your suggestion number for which .we thank you. It has been referred to Mr. , for investigation. You may bring to his attention any further information that you may have concerning your idea. Very truly yours Figure 2 1. Acknowledgment of Suggestion Form. (Size 7^x4%.) Receipt of either the preliminary suggestion blank or the regular suggestion blank is acknow- edged on this form. that the idea has been accepted, is sent to the maker of the suggestion. A report is likewise sent if the idea fails of adoption. EASTMAN KODAK COMPANY-KODAK PARK WORKS SUGGESTION DEPARTMENT FILE COPY OF SUGGESTION No, Figure 22. Form Used for Filing Suggestions. (Size 8x 6^.) An important feature of the plan is that each suggestion as it passes through the several steps in the process of adop- tion or rejection is known only by number. This insures DEVELOPING A SUGGESTION SYSTEM 267 fairness in judgment and the idea stands or falls only on its merits. A list is made each month of all suggestions which are adopted and put into effect during the month, as well as a brief description of each suggestion and its advantages, and a copy is sent to each member of the suggestion committee, which consists of the superintendents of the various depart- ments. EASTMAN KODAK COMPANY-KODAK PARK SUGGESTION DEPARTMENT SUPERINTENDENT'S COPY OF SUGGESTION Msker conxiderp reggcrtion will rei!l in (1) Improvement in Product ... ... . LABOR MAINTENANCE 2. That for those employees whose duties are such as render it impracticable to measure or standardize their individual effort, but which require, in addition to faithfulness, an exercise of intelligent judgment, there should be some provision whereby they may participate, on an equitable basis, in the results of the business operations. 3. That for those employees whose duties can be measured with a reasonable degree of accuracy, there should be a standardization of their production, and a graded bonus for production in excess of such standard. Any plan of this nature should be so devised as to overcome the in- evitable tendency towards individual and group selfishness which, if existent, is certain to destroy co-operation. Subject to such modification as adaptation to the nature of dif- ferent businesses may render necessary in the method of application, we believe these three essentials constitute a practicable and equitable means of harmonizing the relations between employers and employees. PROFIT-AND-LOSS SHARING CONTRACT This article of agreement, made and entered into this day of , one thousand, nine hundred and , by and between THE A. W. BURRITT COMPANY, party of the first part, and the signers hereto, all employees of said company, party of the second part, Witnesseth as follows: First It is agreed that the party of the first part and the party of the second part shall share the profits and losses of the business of THE A. W. BURRITT COMPANY so long as they are both parties to this agreement. Second The profit shall be ascertained as follows: The in- ventory of the ist of February past shall be taken as the starting point, and an inventory shall be taken in the same form on February ist each year thereafter. From the gross results thus obtained, shall be taken all expenses of every kind, including depreciation of buildings, tools and machinery, and bad debts; and the results of the above shall be considered the net gain or loss, as the case may be. If the result thus shown shall be gain, the capital actually invested as shown by the inventory at the close of each year shall first draw six per cent (6%) interest (or in case there is less than that amount, shall draw what net gain there is, in liquidation of its FINANCIAL AIDS PROFIT-SHARING, ETC. claim) : the balance then remaining shall be divided between the party of the first part and the party of the second part in such proportions as the actual capital invested in the business bears to the total wages of the party of the second part for each current year. The total amount coming to the party of the second part shall be divided among its individual members as the year's earning of each bears to their total earnings. Third For each current year, one-tenth of the wages of each of the parties of the second part shall be withheld by the party of the first part weekly, and in case there has not been a net loss on the entire business of the year, this reserved money, together with his share in any accrued profit as figured above, shall be paid to each of the parties of the second part on or before March ist of each succeeding year. Fourth In case there should be a net loss made on the business of the year, without figuring any dividend for capital as above provided, this loss shall be divided between the party of the first part and the party of the second part in the same manner as described for dividing profit; but the party of the second part in no case shall become" responsible for losses greater than the amount reserved from his wages. Fifth Other employees of THE A. W. BURRITT COMPANY may become parties to this agreement after this day, on invitation of the party of the first part; but the computation of their share shall be figured only on wages earned after the date of their signature. Any party of the second part may withdraw, either from this contract or from the company's employ, at any time, but the party of the first part holds the right to retain his reserve until the expiration of the current year and if said reserve is held, its owner shall share in profits or losses unless his reserve has been retained until the end of the year, except as provided in article seventh. Sixth The party of the first part can at any time discharge any party of the second part from its employ and require him to withdraw from this contract, but, in such case, said party of the second part shall have the option to withdraw his full reserve or to leave it until the end of the "ear to share in results as above described. Seventh It is further agreed by the party of the first part that no party of the second part shall be temporarily retired from work, so long as the party of the first part has any work of the 382 LABOR MAINTENANCE kind said party of the second part is accustomed to do; but if there should be a shortage of work in the hands of the party of the first part, it shall reduce the hours of work and so divide the work between the parties of the second part. If at any time any party of the second part should become sick or incapacitated to perform his duties, and has the certificates of a reputable physician that he is so incapacitated, after two weeks' duration of said sickness, said party can draw on his reserve wages at a rate not greater than six dollars ($6) per week, without affecting his interests in the profits at the end of the year. Further, if any party of the second part should become injured on account of any accident while in the employ of the party of the first part, said party of the first part shall, at its own expense, provide him with a competent physician or surgeon, after application is made to it stating that such services are needed. Eighth If any of the parties of the second part wish to inquire into the accuracy of the annual report made to them by the party of the first part, the books of the party of the first part shall be opened for inspection by any reputable public accountant employed by the party of the second part, provided such accountant will agree to confine his report to the statement that the company's report was or was not correct, and if not correct, shall fully define its error. Ninth It is agreed that all differences and disputes resulting from operation of this contract shall be settled by arbitration. The Hall-Scott Company The Hall-Scott Motor Car Company, of Berkeley, Cali- fornia, has just instituted a profit-sharing plan whereby the employees of the company will share among themselves 25 per cent of the net profits of the concern. The net profits of the company will be determined at the close of each year and 25 per cent of the net earnings will be distributed in cash to the employees and not be turned into any benefit or trust fund, according to B. C. Scott, presi- dent of the corporation. The division of the profits will be based upon the wages of the men, some of whom receive FINANCIAL AIDS PROFIT-SHARING, ETC. 3 8 3 $5 and some $6 and some $7 a day. New employees will receive $4 a day, and at the end of three months if they are found to be competent they will be made permanent employees and come under the profit-sharing plan. During the war the plant of this company was devoted exclusively to the manufacture of the aeroplane engine known as the Liberty motor. Morris and Company Morris and Company, Chicago meat packers, recently an- nounced the adoption of a profit-sharing plan whereby em- ployees are enabled to purchase bonds of the company at below the market price and at double the usual rate of interest. Profit-sharing certificates are to be given to bond-holding employees, which permits them to share in 5 per cent of the company's profits, to be set aside for the purpose each year, to the extent of one-half their salary. An English Plan William Gray and Company, Limited, West Hartlepool, England, ship-engine builders, have inaugurated a system of profit-sharing between employer and employees which will give every man and woman employed there a direct interest in the company's undertakings. The agreement is for three years with provision for renewal, and provides that stock- holders shall receive 80, and employees who have been with the company twelve months or more, 20 per cent of net profits. The Endicott-Johnson Company The Endicott-Johnson Company, of Endicott, New York, the largest shoe manufacturers in the world, recently an- nounced a plan for the distribution of dividends among all employees. It is proposed to make annual distributions, per- LABOR MAINTENANCE mitting every employee a certain percentage of the company's net earnings on the basis of earnings during the year. The same company was one of the first large manufac- turing concerns in the United States to establish the 8-hour day as a definite principle. The only requisite in the profit-sharing plan is that the men must have been employed January I, 1919, and worked one year to share in the distribution on January I, 1920. The plan is that after 7 per cent has been deducted on the preferred stock and 10 per cent on the common stock the balance of the profits is to be divided equally between the laborers and the holders of the common stock. Any employee is at liberty to purchase any amount of preferred stock he desires and it will be sold to him on applica- tion. All the officers of the corporation will work this year without salary, that the amount may go to swell the fund to be paid the workmen. As to the sums to be distributed among the workers under the new arrangement, that is purely a matter of speculation. The total depends entirely on the year's profits. It was generally recognized, however, that in a good year several million dollars will be distributed in this way. The Solvay Process Company's Profit- Sharing Plan The profit-sharing plan of the Solvay Process Company is interesting as showing the results of long experience in a concern known for its progress in handling employment problems. The plan covers the executive group of workers only, as will appear below, but the company maintains an elaborate bonus system for other employees. The Solvay profit-sharing plan is outlined by the company as follows: The company since 1888 has had a system of participation in profits. The participation is based on the amount of cash FINANCIAL AIDS PROFIT-SHARING, ETC. 3 8 5 actually paid to the stockholders in the form of dividends, and the amount distributed to the individual varies as his salary. Participants are divided into 3 classes, called for con- venience, first, junior, and senior, and the proportion of profits depends upon the class to which the individual be- longs; the first receiving the smallest unit, the junior twice the first, and the senior three times the first. Membership in the participation classes extends from the chief executive officers to subforemen, and includes both the commercial and manufacturing departments. The nature of the work performed, length of service, and record as an employee are the qualifications which govern eligibility for membership in the participation classes. In the senior class are included only the chief executive officers and chief technical men; in the junior class, the chief technical assistants, the foremen of important depart- ments, and the more important office men; and in the first class, others to junior clerks and subforemen. The board of directors of the company elects the members of each partici- pation class. Each participant has a formal contract with the company which fixes the basis of the participation and the obliga- tions of both parties. Contracts are the same in form for all classes, except as to the rate of participation. Sears, Roebuck and Company Another notable plan which has unique features, is that of Sears, Roebuck and Company, who employ between 30,000 and 40,000 men and women. About 50 per cent of these workers are eligible to participation in the plan, and to date, about 90 per cent of those eligible have joined in the benefits. The company's announcement says: In order that employees may share in the profits of this business and to encourage the habit of saving, the firm decided to contribute annually a sum equal to 5 per cent of its net earnings (without deduction of dividends to stock- holders) as shown by the annual audit of its books, to an LABOR MAINTENANCE employee's savings and profit-sharing fund beginning July I, 1916. The plan is intended to furnish to those who remain in the employ of the company until they reach the age when they retire from active service, a sum sufficient to provide for them thereafter, and that even those who achieve a long service record, but who may not remain with the company all of their business life, will have accumulated a substantial sum. Every employee, regardless of position, is eligible after three years of service so long as he remains an employee. When the employee decides to participate he is required to deposit in the fund 5 per cent of his salary, but "no employee may deposit more than 5 per cent of his salary, and in no case more than $150 per annum; this limit being deemed advisable so that the higher salaried employees may not too largely participate in the fund." The contributions of the company are made annually and are credited pro rata to participating persons in the propor- tion which the amount deposited by each employee during the preceding year, for which the company has contributed, bears to the total amount deposited by all employees during such year. Withdrawals are provided for as follows : Depositors who have completed ten years of service are entitled to withdraw all money credited to their account, including the contribu- tions of the company. Those who have not completed this term of service may withdraw only the amount they have deposited, plus interest at 5 per cent per annum, compounded semiannually, and no more. Exception is made for a woman depositor who, after 5 years' service, leases to become mar- ried, in which case she will be entitled to her full share in the fund, including the portion contributed by the company. Another exception is made if a depositor dies while in the service of the company; in that event his estate is entitled FINANCIAL AIDS PROFIT-SHARING, ETC. 3 8 7 to the full amount credited, including the company's con- tributions. Depositors are required to withdraw upon leaving the employ of the company, or on failure to make deposits regularly. Once having withdrawn, a depositor cannot re- enter the fund. When a depositor who withdraws is entitled to share in the contributions of the company, he will receive the full amount to his credit as shown by the accounting for the preceding year, with interest at the rate of 5 per cent. The fund is managed by a board of five trustees, selected by the board of directors of the company three of whom are officers or directors of the company, and two who are not officers or directors. So far as practicable and advisable, the fund is invested in shares of stock of the company "to the end that the depositors may, in the largest measure possible, share in the earnings of the company." Discontinuance of the fund may take place at any time by announcement of the company, made at least six months before its final yearly contribution. After such announcement no new depositors will be eligible to join and the fund will be distributed amcng the depositors pro rata in proportion to their interests as ascertained by the board of trustees. An Exposition of the Plan's Working An interview with Julius Rosenwald, president of the company, published recently in the New York Times, brings out clearly how the plan will work out. Mr. Rosenwald said : A woman earning $20 a week, for example, for a period of 15 years, would pay $780 into the fund, and I believe that she will have to her credit at the expiration of that time approximately $4,200 as the result of an investment of $i a week. In the same manner an employee earning $3,000 a year would contribute to the fund $150 a year for, say, 388 LABOR MAINTENANCE 30 years, a total of $4,500, and would draw out approximately $41,000. These are conservative estimates based on the growth of our business in the last 5 years. N. O. Nelson Company A different form of profit-sharing and one which the company has continued since 1886 is that of the N. O. Nelson Manufacturing Company of St. Louis. The plan was begun with a notice placed in the pay-envelopes saying that the net profits of the business, after allowing the commercial rate of interest on the capital, would be divided by equal percentage between the shareholders and the employees of all grades who had worked six months within the year. Soon after, a meeting of employees was arranged and they elected an auditor to verify the figures as to the dividend. That year, on account of a railroad strike, the dividend was only 5 per cent. But the next year saw a dividend of 10 per cent on wages and the company announced that thereafter the dividend was to be paid in stock. After the panic of 1883 dividends were suspended for several years; but this was made up later by the company giving 4 per cent for these years. In 1905 the company took its customers into the scheme and based the shares of such customers upon the gross profits of their purchases. Capital then, as now, received 6 per cent; but no other share in the profits. The average yield of dividends to employees has been about 18 per cent, and they now own about one-third of the capital. 2 2 Among the concerns which have adopted profit-sharing are the following: American Rolling Mill Company, Middletown, Ohio; Baker Manufacturing Company, Evansville, Wis. ; Youngstown Sheet and Tube Company, Youngstown, Ohio; Spencer Wire Company, Worcester, Mass.; Lever Brothers, Ltd., Port Sunlight, England; Inter- lake Steamship Company, Cleveland, Ohio; Farr Alpaca Company, Holyoke, Mass.; Edison Electric Illuminating Company, Brooklyn, N. Y. ; Ballard and Ballard Company, Louisville, Ky. ; Wayne Knitting Mills, Fort Wayne, Ind.; Studebaker Corporation, South Bend, Ind.; Jacob Dold Packing Company, Buffalo, N. Y. ; National Carbon Company, Cleveland, Ohio; E. I. Du Pont de Nemours & Company, Wilmington, Del.; Cleveland Twist Drill Company, Cleveland, Ohio; Ford Motor Company, Detroit, Mich. FINANCIAL AIDS PROFIT-SHARING, ETC. 3 8 9 Summary As will be seen by the examples just given, there can be no blanket plan of profit-sharing for all concerns. Plans and methods in this field depend upon the nature of the con- cerns entering into it and upon the individual desires and experiences of employers. Each plant must work out its own individual method. The portion of profits to be divided must be large enough to give to each participant an amount suffi- cient to secure his hearty interest in it. Distribution must be made frequently enough so that there may be no cases of long-deferred payment, since 1 - the employee looks upon his share of the profit as a legitimate part of his pay when once the system has been adopted. The longest period for profit division, and the one now most common in the American industry, is one year. Philanthropy must not be a part of the system, although philanthropic employers were the first to adopt it in this country. Profit-sharing must stand upon its merits as good business. It must possess actual economic advantage for em- ployer and worker. Otherwise, it is bound to fail. The proportion of profit which the worker is to receive must be definite in its statement of rate or percentage and made clear as such to the employee. Profit-sharing implies an educa- tional campaign among a body of workers, which, rightly carried out, tends to make the worker more intelligent and more interested in his concern. Finally, profit-sharing as a means of promoting labor stability must rest upon sound em- ployment methods. CHAPTER XXVI LINKING UP WITH THE COMMUNITY The Community Idea The community idea means the extension of educational and social opportunities to those who are beyond school at- tendance. Only 10 per cent of our adult citizens have had a high school education, and only 50 per cent have completed the grammar school. It is clear, then, that one of our greatest national needs, if not the greatest, is continued education and opportunity throughout the years of employment. The com- munity center, in which community activities for the public welfare may be brought together, provides a partial solution, at least. The community center movement is based upon the fact that education is a lifelong process. Further, the greatest good of each member of society is the concern of all society. Community service may be called common interest work. It aims at the preservation of health, prosperity, and happiness of all persons. It begins in the home and shop and concerns itself with improved sanitation, better housing, better streets, better parks and playgrounds, and with every movement for the general good of the community. The Obligation of the Employer What, then, so deeply concerns the public at large must be of supreme importance to the world of industry. Those who are illiterate, those who lack opportunity, and those who may have but little incentive and encouragement, are found in almost every employment. The employer has, accord- ingly, a very high duty, to co-operate with every movement 390 LINKING UP WITH THE COMMUNITY 39 1 for community benefit. This involves more than con- tributing financial support to local activities. The em- ployer or corporation may work through officials and em- ployees in his co-operation with community service. He may, indeed, employ a special expert to represent him in his share of community service. Kinds of Industrial Communities There are two kinds of industrial communities: one estab- lished and practically owned by a corporation or local industry, and the other the ordinary town or city community in which an industry has grown up. Examples of the first kind are Gary, Indiana, and the shipyard towns entire communities with every necessary facility recently constructed by the national government. In such communities, industry naturally guides activities for the public welfare. It may, of course, secure help and co-operation from outside sources. The ques- tion becomes one mainly of what shall be done. On the other hand, an industry planted in an old community must assume its part in community activities. Community Organization The first step in the undertaking of linking up with the community is a recognition of the nature of the problem. Those who have the launching of organization for community service must study carefully into the community's history and activities. They should know what has been done in cities and towns throughout this country and in other countries. The second step should be a determination of the boundaries of the locality to be served. An industrial plant that owns a town or determines its activities will have its local boundaries already made clear. A plant which co-operates with other agencies in community activities is likely to interest itself as widely as the homes of its employees are scattered. The 39 2 LABOR MAINTENANCE third step in organization, from the standpoint of an industrial concern, is to determine what agencies and individuals may be called in to assist or join in co-operation. When these basic kinds of information are established the nature of the work to be done, the area to be served, and the co-workers in service then definite steps for a formal organization may take place. Primary meetings may be held for the benefit of those who are to share in the work. With formal organiza- tions a constitution is usually adopted defining the purposes and methods of the undertaking. The usual officers of com- mittees are appointed. The Community Secretary The executive officer is usually called the community secre- tary. He is chosen by ballot by the entire organization, as his function is recognized to be the most important function in community activity. His is a new profession. He must have all the training of the schools and practical experience in social and civic work. There may be a number of com- munity secretaries for an organization whose territory is so large that it must be cared for in divisions. Frequently when community activity calls for considerable physical development in a town, such as the laying out of streets and parks, the proper arrangement of new buildings for public use or private dwelling, and sanitation, an expert engineer, town- or city-planner, or landscape architect may be employed for a shorter or longer time. Here again our subject verges into housing. The Civic Center The community or civic center, that is to say the place of meeting (for the meeting must ever be the prelude to any community activity), is more often a school building than LINKING UP WITH THE COMMUNITY 393 a building of any other kind. The school is the natural meet- ing place of old and young. It is usually free from political or sectarian influences. In it people may meet in common interests and with united endeavor to carry out all that is embodied in the modern community idea. The primary objects of organization, as was pointed out at the beginning of this chapter, are the promotion of educa- tional opportunity and social benefit. The kinds of activity the organization is to maintain have been indicated. There may be subsidiary or associate bodies in the work or forms of work, such as the home and school league, the local agricul- tural association, and the community forum. An Example of Community Building and Improvement The United States Steel Corporation has accomplished so much in community service in recent years that it seems well to present some of its work at this point. There are two general types of the new Steel Corporation towns. The first type is that of the towns which are created to serve only a temporary function, such as may be found at some of the coal and iron mines. These towns are little more than camps. In such places the Steel Corporation assumes all the responsibilities of government and general welfare. The second and higher type of Steel Corporation town is that in which permanency is expected. In these towns the most modern living conditions are provided and future betterment is planned for. The corporation does not attempt to dominate the whole enterprise, and a new town quickly assumes a character of its own. It chooses its own administrative officers, and conducts its affairs according to the wishes of the ma- jority of the citizens. The community idea, however, develops more rapidly and effectively in such towns than in most of our older, conservative, industrial communities. 394 LABOR MAINTENANCE Two Examples of Steel Corporation Towns Gary, Indiana, and Fairfield, Alabama, are the most strik- ing examples of what the Steel Corporation has accomplished in recent years in the creation of industrial communities. Gary was planned and built by the Gary Land Company, a subsidiary company of the Steel Corporation. Fairfield was developed in co-operation with the Steel Corporation by a private corporation, the Gemison Real Estate and Insurance Company, of Birmingham, Alabama. In these enterprises, as in others of a similar nature, two purposes are paramount to provide good housing, and to establish the idea of civic unity, as will appear in the following paragraphs from an article by C. J. Stark, associate editor of the Iron Trade Review: Fairfield is the latest and probably best example of city- building from a Steel Corporation standpoint. It surpasses even Gary in the extent of its public works and in the general provision for the workman of modest income. It represents another step forward in the approach toward the perfect mill community. The lessons gained from Gary and other steel towns have been utilized to good purpose in the newer city. The new city of Fairfield lies southwest of Birmingham and between that city and Bessemer. It is 6 miles from the center of Birmingham, 6 l / 2 miles from Bessemer, and I mile from Ensley. It adjoins a tract of more than 2,000 acres of land acquired by the Steel Corporation several years ago for the future development of its southern resources. The town site is served by four southern trunk lines : the Bir- mingham Southern, the Southern, the Louisville and Nash- ville, and the 'Frisco system. Its topography is favorable to the development of attractive residential surroundings. On a portion of the site are wooded hills which have contributed much toward the landscape beauty of the town. The manu- facturing units of the Steel Corporation recently completed or now under construction, are the plants of the American Steel and Wire Company, to cost $4,000,000, and a by-product LINKING UP WITH THE COMMUNITY 395 coke plant of the Tennessee Coal, Iron and Railroad Com- pany, of an estimated cost of $3,500,000. These works are so located that they directly face Fairfield. . . . The town of Fairfield has been laid out and planned with minute attention to every feature of importance in a modern city, where workmen are to make up the great portion of its population. The scheme of the town revolves about a central park area, where are located a civic center, the plaza, and the park. About the civic center are being grouped in a quadrangle, with an open parade within, the public build- ings of the town, all of which, it is provided, will harmonize architecturally. These public buildings include a town hall, library, Y. M. C. A., public bath, and a training school. The civic group is approached by a wide plaza, which is flanked by business buildings. These structures conform in style to those of the civic group. The plaza is 247 feet long by 150 feet wide and is paralleled by two business streets, which run from Gary Avenue, the principal business thor- oughfare, to Carnegie Avenue and the civic center. Gary Avenue passes through the town to an entrance to the Ameri- can Steel and Wire Company's plant. Near the center of the town, a second important business thoroughfare, Craw- ford Street, intersects with it. Crawford Street leads to the main entrance of the coke plant of the Tennessee Coal, Iron and Railroad Company, and to the plant of the Harbison- Walker Refractories Company. The junction of these two streets forms the business center of the town. The park area about the civic center will be developed as the town grows, and requires more recreative space. There has been established or provisions made in this section for wading- pools, athletic fields, outdoor gymnasium, and other open- air pastimes. The Four Bases of Community Welfare The National Cash Register Company bases its community activities upon the following four fundamental principles: i. Neighborhood improvement increases the value of property. 396 LABOR MAINTENANCE 2. The whole community benefits by what is done in one section. 3. The employee who is happy at his work is naturally interested in the well-being of the community. He, therefore, takes an interest in civic affairs. 4. What one factory does for its employees affects the community, because these same thoughts are carried from the factory to neighborhood meetings. The Hills and Dales Club, a community club, conducted by this company, is open to anyone living in Dayton or vicinity. The membership dues are $i a year. Camps located in Hills and Dales Park, are attractively fitted out, and are used by large numbers annually. Community Festivals and Mutual Enterprises Among the activities in which industry may co-operate with the community are public festivals, celebrations, and enterprises for the common good. Agricultural fairs in rural districts are among the best known means of community expression. In all cases where such a fair is held we find industrial establishments co-operating with local committees and agricultural leaders in the management of the fair, and contributing to its support by taking advertising space in its circulars, and by exhibiting articles of manufacture. The celebration of the Fourth of July throughout the country owes its success largely to industry and community co-operation. Other local celebrations often succeed best under the same conditions. The opening of a new athletic field in a town or city is usually made an occasion for a general celebration. When such an observance does not come upon a public holiday, industrial plants usually shut down for the day or half -day, so that their workers may join in the activities and pleasures of the public event. It is well known that in the countries LINKING UP WITH THE COMMUNITY 397 of the old world the celebration of the religious and public holidays has become a serious detriment to industrial produc- tion. We have not yet reached that stage, however, in America. Strictly Community Festivals Frequently a concern conducts a rally day or field day, planned to develop company spirit and enjoyment. At such times athletic contests and other events in which many persons take part are provided. Prizes are offered by the company, and the event usually comes to- have all the interest and sig- nificance of an annual celebration. Folk Festival of Norton Grinding Company Among the most conspicuous of recent community activi- ties are folk festivals and pageants. The folk festival is a celebration in which the usual activities of business and indus- try are put aside and young and old join in a program of pleasure. In a small town the festival usually includes all the people who can join in it; and in the large town or city such a portion of the people as have common interests and associations, as for instance the employees of a large concern, with their families. An excellent example of a folk festival is that conducted by the Norton Grinding Company of Wor- cester, Massachusetts. .One of these has been described in the Norton Spirit, a plant magazine of the company: It is not necessary to tell those who were with us last year what a Norton Folk Fest is like. It is one round of social enjoyment and interesting excitement lasting an entire afternoon. It is a day for the girls and boys, as well as their fathers and mothers, and the man who forgets or neglects to invite every member of the family to this year's Folk Fest ought to be subjected to severe punishment to suit the occasion. This is a Norton family day and each member of every Norton family is invited and welcome. 398 LABOR MAINTENANCE A large committee is at work making plans for the after- noon. The big stunt, as in past years, will be the Folk Fest parade. In all probability the parade this year will be larger and fully as interesting as last year. It will form at 2:15 o'clock on New Bond Street. At the head of the parade will be our general manager, Charles L. Allen, as Chief Marshal; and inasmuch as J. C. Spence of Norton Grinding Company, is again the organizer and manager of the parade, we are assured of a spectacular pageant with many stunts, clownish performances, and plenty of noise. The parade will disband on the baseball field where the entire crowd will be entertained for an hour or more. Not the least interesting part of the entertainment will be a delightful band concert by The American Band of Provi- dence, formerly Reeves Band an organization of 40 musi- cians that is considered one of the best in the East. While the entire program cannot be revealed at this time, it is certain that there will be a horse show and we know we are to be entertained with a performance and concert by the Norton clowns and the famous Whetstone Band led by Si Pikestone, the better known as Tom Marshall. After the concert all visitors are extended a cordial invitation to visit Indian Hill Village. Some of the attrac- tive Indian Hill houses will be open for inspection and possibly especially furnished for the occasion. There will be ice-cream and soft-drink stands at different points on the hill, as well as on the baseball field. The entertainment is to close with a grand display of daylight fireworks. The program, arranged especially for the occasion by the International Fireworks Company, of Jersey City, New Jersey, consists of more than 40 pieces, great bomb shells which make terrific reports and release various objects in the air. Reference to the program shows that not only will there be a grand salute to the American flag and such objects as Japanese umbrellas, floating fish, flocks of birds, but the children will recognize in the air their old friends Mutt and Jeff, Happy Hooligan, and the Merry Widow. There will be floating elephants, racing boats, pigeons, Uncle Sam, aerial band, balloons and confetti, and the American Eagle; and exhibition of the national LINKING UP WITH THE COMMUNITY 399 colors, floating serpents, aeroplanes, dogs, and other animals. This is only a hint as to what the full program of the display contains. A dance platform will be located at the corner of Indian Hill and Ponken Roads, where ex-President Roosevelt planted the oak tree on September i, the spot now known as Roosevelt Place. The exhibition of garden products and flowers will be of more interest this year than ever before. The Agricultural Fair is to be held in the New General Department Building near the baseball field. The building is just being completed and all visitors to the Folk Fest will enjoy inspecting this building, even though they rnight not be interested in the fair. Don't fail to visit the exhibit before you leave the vicinity of the baseball field. Pageant of Merchant Shipbuilding Company The Merchant Shipbuilding Corporation of Harriman, Pennsylvania, on Labor Day, 1918, conducted an elaborate pageant of employees Who represented twenty-six nationalities. The affair was called a "Pageant of Nations" and over 9,000 took part. Part of the program consisted of a cable from the participants to General Pershing pledging their best effort in helping him defeat our enemies. The cablegram read: Shipworkers of Merchant Plant, Harriman, representing twenty-six nationalities, by a united pageant on this signifi- cant day, pledge to you sixteen ships this year, and our devotion to our common cause until victory is assured. Other features of the program were the dedication of two new buildings the Y. M. C. A. and the Service Building. Minor Community Activities There are numerous smaller activities in community service in which industrial establishments generally take part. These relate to the home, school, church, settlement house, play- 400 LABOR MAINTENANCE ground, and other interests of general concern. Connected with the home life are.the planting of gardens, vegetables, and flowers, the care of lawns, the canning of fruits, the teaching of household arts, and similar duties, all of which may be encouraged in the home and taught in the community center. Gardening The planting of war gardens has given a great impetus to gardening, which results in increased production in town and village, new habits of industry and economy, and added health and enjoyment of outdoor life among workers. In many cases manufacturing concerns have provided plots of land for free use by employers, with all needed help and advice. The United States Steel Corporation, whose plants are situated in extensive country districts, has been especially generous in this respect. One of its subsidiary companies, the H. C. Frick Coke Company, may be taken as an example. The following information relative to gardening prizes, etc., for the year 1914, gives a good idea of the interest the em- ployees of the H. C. Frick Coke Company are taking in plant- ing gardens: Cultivated or growing vegetable and flower gardens 6,923 Lots sown in grass and oats 43 Lots where tenants have changed during year 20 Lots converted into chicken yards, tenants sick, etc 27 Indifferent tenants (not desiring gardens) 87 Vacant property 183 Total lots available for cultivation 7, 2 &3 Percentage cultivated 95 Number tenants whose lots are not fenced 149 Total tenants 7,477 Percentage of tenants raising gardens 92 The awarding of prizes was begun during the season of IQIO and the following season the company began to issue LINKING UP WITH THE COMMUNITY 4 O1 certificates in connection with the prizes. At all plants having 300 ovens or more, three prizes of $10, $5, and $3 are awarded for best vegetable gardens, and three prizes of $5, $3, and $i for the best flower gardens. At plants having less than 3 ovens, two prizes each of $6 and $3 for vegetables, and $4 and $2 for flower gardens are awarded, $1,277.25 being ex- pended in prizes for the year 1914. The superintendent at each plant selects three judges as a committee to inspect the gardens each year, these judges being neighboring farmers or business people. Playgrounds and Kindergartens The playgrounds provided by the United States Steel Cor- poration for children in the communities in which the sub- sidiary companies are located are an important part of the community service of this corporation. There are over 137 such playgrounds. In most cases the company's unused land is utilized for the purpose and the equipment and the labor in putting the ground in shape are provided by the company. The grounds are placed in the hands of capable instructors who are paid by the company. At some of the playgrounds instruction is provided in sewing, basketry, and handicraft. At night, parents and children are invited to see motion pic- tures. The daily average attendance in the summer is around 18,000. It is not difficult to see what a good influence on the children such opportunity offers and experience has borne this out. Kindergartens have been an important work of Joseph Bancroft and Sons Company, Wilmington, Delaware, one of the oldest bleaching and dyeing establishments in the country, in their villages of Rockford and Kentmere. The Rockford Kindergarten was opened in 1890 and has been in charge of an experienced leader. The Kentmere Kindergarten was started in 1896. 402 LABOR MAINTENANCE Education Industry may do much with educational work in a com- munity, in connection with the public school or civic center. It may advise in courses of study for adults as well as for youths, provide and train vocational teachers, and aid in super- vising industrial classes. Theindustry may provide the labora- tory for the industrial student, as is so frequently the case in part-time education. Building Citizens Industry may be especially serviceable in training for citizenship. The example of the National Cash Register Com- pany is especially inspiring. One of the most interesting features of the service work carried on by this company is among the children of the city. The way so-called bad boys of Dayton were converted to good citizenship by the "N. C. R." would make an in- teresting story. John H. Patterson, president of the company, long ago realized that it was necessary to have a firm foundation for any permanent good. As the boy is said to be the father of the man, so the efforts of this great organization were directed toward the youngsters of the community, as well as toward their elders, in a campaign for good citizenship. The boys and girls of Dayton are being instructed in the things that are worth while. Boys' gardens, girls' gardens, community playgrounds, and the boys' box furniture company are but a few of the steps. One of the most effective methods of developing the minds of the young and preparing them for future good citizenship, has been found through the medium of enter- tainments which are both educational and interesting. These entertainments are held each Saturday morning in the N. C. R. Schoolhouse and at the N. C. R. City Club. LINKING UP WITH THE COMMUNITY 43 All the boys and girls in Dayton are invited to come to these meetings, which are free to everybody. The program usually starts with the singing of illustrated patriotic songs by the boys and girls. Then the company physician, Dr. F. G. Barr, gives a short talk on health, presenting his subject in such a way that the children will understand and appreciate it. Stereopticon views help bring home forceful points. At times other speakers talk to the youngsters on matters of common good, which will benefit, and at the same time interest them. A statement from the company continues : 1. After this, educational and entertaining moving pictures are shown. The doings of the screen actors make the chil- dren tremendously happy, and it is a treat to see those beam- ing little faces and hear their joyous laughter. Following the pictures is the chief event of the morning when refresh- ments are served to the hundreds of little guests. The at- tendance of the two meetings is usually about 1,000. The time of the meetings is arranged so that one speaker can talk to both audiences the same morning. The meetings last about two hours. It should hardly be necessary to say that these meetings are very popular with the boys and girls, as well as with their parents. The children receive the right kind of knowledge, presented in an attractive manner. The com- munity gains valuable citizens and greater force for right and justice. Athletics In many industrial plants athletic teams are organized, often becoming members of local leagues. The fact that such activities are conducted in the name of the company and under the incentive of company spirit tends to raise the tone of athletics among .those who participate. The worth of this kind of employee activity has already been discussed in a previous chapter. 404 LABOR MAINTENANCE Community Singing One of the most valuable results of the world war has been community singing, in which industrial concerns are taking a leading part. Community singing and orchestral work by the employees in mercantile and industrial plants are spreading throughout the land. "Welcome Home" events for the service men and the national week of song, so widely observed, were in many places the occasion for inaugurating the movement. The much talked of song exercises in the Philadelphia shipyards and in meat-packing plants in Chicago, which were organized under the stress of the war, and which proved so valuable in keeping morale and efficiency up to pitch, have since been reproduced in scores of towns and cities in times of peace. It is estimated that there are at present more than 1,000 such industrial musical organizations in the United States. A Development of the Community Idea The recent development of the community idea in the fac- tory town of Walpole, Massachusetts, is an excellent example of what may be accomplished by united effort and organization in an industrial locality. The Walpole Town Planning Com- mittee issued a report upon its work in a volume entitled "Town Planning for Small Communities," in 1917. We can- not better close this chapter than by quoting from this report in the following paragraphs: As civilization is slowly equalizing conditions in the countries throughout the world, the necessity of healthy community develop- ment, for national strength and security, is steadily becoming estab- lished as a national concern of the utmost importance. It is being realized that the community is the nation's foundation, and that the strength and greatness of a nation is dependent upon the united character of the separate communities upon which it is built. . . . First, what we want in the state we must start in the schools. LINKING UP WITH THE COMMUNITY 45 The times demand that our educational system should be changed. We need to educate not only the intellect of children, but also their heart and soul and body. We need to teach the principles of self- government, to awaken the sense of civic responsibilities and citizenship alive to the obligation to service, necessary for community strength and progress, and continued national security. Patriotism begins at home. . . . Second, we need community organization. Municipal research bureaus, civic leagues, boards of trade, and similar organizations have been an important factor in community development; but no organiza- tion which includes only one group of citizens is a complete com- munity organization. What we need is a democratic federation of community forces, including in its plan not only the organizations of men, but of the women of the community. . . . This committee was appointed by vote of the citizens of Walpole in March, 1913, with instructions to study the condition and needs of the town, and report as to what should be done to advance town interests. Our first step was to consult with the officers and com- mittees of the town for the purpose of securing all available ideas and suggestions that would be of value to us in outlining our work. The second step was to engage the services of Mr. John Nolen to prepare development plans and to make a report to the town. The plans which were prepared by Mr. Nolen, covering the development of town lands, were submitted to the administrative officers of the town, and, upon approval, were placed on file in the office of the selectmen. In the spring of 1914, a bulletin was prepared and a copy presented to each citizen in town as a preliminary report of the committee. At the annual town meeting, March 14, 1914, the general plan upon which we have based our recommendations for physical develop- ment was accepted by the citizens as the official town plan to be followed as a guide in all future development. At this same meeting the following article was passed: "That the voters of the town instruct the selectmen to refer to the Town Planning Committee for approval or dis- approval all plans for the location, erection, or alteration of public buildings in town and all plans for the laying out of new streets or alterations in widths, grades or extensions 406 LABOR MAINTENANCE of existing streets, and instruct the selectmen, when any plans are disapproved by the Town Planning Committee, to refer said plans to the voters for action at a town meeting before executing such plans." In 1914, this committee presented to the Street Committee of the town a definite suggestion that an engineer be engaged to make a detailed study of the roads and ways in town with a view to determining future development. This suggestion was adopted and the report of the engineer was included in the annual report of the Street Committee. . . . The Walpole Town Planning Committee, in its relation to the administration of town affairs, enjoys neither executive nor adminis- trative authority. It is created to serve as an advisory committee in all matters having to do with future town needs. As town officers and committees are necessarily occupied with immediate administrative work, it is impossible for them to give sufficient time .10 adequate planning for the future growth of the town. It is this function of planning which the Town Planning Committee exercises. All plans prepared by the Town Planning Committee must be submitted to the town authorities for approval; but, by vote of the town, no action can be taken that would vitally affect the future development of the town, before referring such proposed action to this committee. In 1913, the Massachusetts Homestead Commission secured the passage of the following act: "Every city of the Commonwealth, and every town hav- ing a population of more than 10,000 at the last preceding national or state census, is hereby authorized and directed to create a board, to be known as the planning board, whose duty it shall be to make careful studies of the resources, possibilities, and needs of the city or town, particularly with respect to conditions which may be in- jurious to the public health or otherwise injurious in and about dwellings, and to make plans for the development of the municipality with special reference to the proper housing of its people. In cities the said shall be appointed by the mayor, subject to confirmation by the council, and in cities under the commission form of government, so called, the LINKING UP WITH THE COMMUNITY members of the board shall be appointed by the governing body of the city. In towns, the members of the board shall be elected by the voters at the annual town meeting. . . ." A community organization is the vital force that will prevent a town, as it grows, from becoming ugly and unhealthy. A reason- ably safe and social program, consistently carried on from year to year, will accomplish wonderful results. It is expected that the Walpole Community Federation will be an effective force in com- munity building. . . . The Town Planning Committee is responsible for the plan for the future needs of the town. The Community Federation should be responsible for outlining the town program of action. This committee is ready at any time to meet any citizen wishing information upon town planning, or discuss any details of the work of the committee. It is eager to receive suggestions from anyone regarding town needs. In our annual report to the town we recommend that six specific tasks be accomplished this year: 1. Establish the width of Washington Street and Main Street and establish widths and grades on other streets. 2. Make additional appropriation to continue work of street survey. 3. Take up the gradual development of the park at the center with a view to its complete development at the end of ten years. 4. Establish a town forest. An appropriation should be made to enable the town to take advantage of offer of land for site. Plans for development have been prepared. 5. Begin development of civic center. 6. Organize a co-operative real estate association. Committee of the board of trade has this matter under consideration and should push plans for organization. Already much has been done toward carrying out these recom- mendations. It is hoped that they may be completed before the end of the year. As a specific program for the ensuing year, we believe that something should be done toward carrying out each item in the following program. 408 LABOR MAINTENANCE i. Prepare district plan showing industrial, commercial, and resi- dential sections to prevent haphazard development, and out- line a program to stimulate material growth. 2. Get one new industry for Walpole. 3. Bring about some good housing development under the direc- tion of the Co-operative Real Estate Association. 4. Equip playgrounds and establish playground instruction as part of educational system. 5. Adopt model charter for new form of government. 6. Carry out annual program of street development and de- finitely establish width and building lines of required number of streets to carry out this program. 7. Especially establish 6o-foot width on Washington Street through East Walpole Center. 8. Start movement toward advancing agricultural interests of the town, assisted by the Norfolk County Agricultural School, which, largely through the efforts of the board of trade, is to be located in Walpole. COMMUNITY Accomplished in whole, or in part 1. Agreement on the part of the directors of the Improvement Federation to need for reorganization of present Improve- ment Federation to community organization. 2. Published bulletin: "Walpole Plan Today for Tomorrow." 3. Acceptance of town plan. 4. Organized 1920 Better Walpole Campaign under Federation. 5. Publish preliminary report on town manager form of govern- ment. 6. Organization of Choral Society under Federation. 7. Appointment of Pageant Committee to consider yearly town entertainment, under Federation. 8. Assistance to Boy Scout organization. 9. System of exercises, planting of first acre of town forest by children of the town. RECOMMENDATIONS i. Establish town Federation and community organization along suggestions included in last chapter of this report. LINKING UP WITH THE COMMUNITY 49 2. Establish community house. 3. Make wider use of school buildings. 4. Make industrial survey. 5. Make social survey. 6. Promote co-operative societies. 7. Establish trade center. 8. Develop rural activities. 9. Develop truck farming. 10. Develop intensive farming. 11. Establish packing and canning industry. 12. Accept law providing for agricultural school in Norfolk County. 13. Establish town orchestra. 14. Establish annual festival day.,. 15. Promote clean amusement enterprise, motion picture, etc. 16. Install gymnasium apparatus in schools. 17. Start playground organization under school department. 18. Promote folk dancing and play picnics. 19. Individuals donate use of land for gardens. 20. Secure filter beds and install sewer system. 21. Co-operate with the state board of health. 22. Establish milk regulations. 23. Extend school inspection. 24. Combine duties of school nurse and supervisor of attendance and appoint competent person. 25. Extend visiting nurse service. 26. Establish dental clinic. 27. Improve sanitary inspection. 28. Develop residential growth of the town. 29. Make housing survey. 30. Encourage co-partnership housing plans. 31. Enforce building regulations. APPENDIX A FORM OF RECORDING LABOR TURNOVER 1 MEASURING THE STABILITY OF THE WORKING FORCE Getting at the Basic Factors Employment managers and others engaged in the work are still finding difficulty in arriving at a standard practice whereby they can measure the stability of labor in particular plants, so that the results may be comparable with those of other concerns. There is a difference of opinion about the factors that should be considered in computing the percentage of labor turnover. While there is some agreement as to the formula to be used in arriving at this percentage, much discussion centers around such questions as whether computation should be made on the basis of new workers hired, or upon the number of terminations from employment. Attempt at a workable formula has brought forth theories which have only served to befog the issues. Lack of a simple terminology has also added to the con- fusion. When use is made of such terms as "Hires," "Hir- ings," "Leavings," "Quits," "Firings" when charts are made so complicated that only the expert who created them can explain them it is no wonder that many an executive has shown his impatience with efforts to make a mystery of a simple proposition. The problem is not an academic one to be solved by researches in the field of higher mathematics. J See Chapter I. 410 FORM OF RECORDING LABOR TURNOVER 41 1 What those who shape the labor policies of a concern want to know is the facts, and they want a simple, practical, easily understood method of getting those facts, presented in the simplest possible form. They want a method which enables them to compare their facts with those of executives in other plants, so that when percentages or other figures are discussed all will know that the results are arrived at in the same way in each case. Some Basic Factors Now what are some of the -basic factors in the measure- ment of labor stability? Labor turnover is the condition in industry represented by the engagement, loss, and replace- ment of workers. It represents the leakage or waste of man- power in terms of shifts in the working force. A high turnover indicates several things. It may mean that the conditions of employment are unsatisfactory, that the management is inefficient, that the methods of the manage- ment are wrong, that insufficient attention is being given to the human factors which govern the relations between the management and the workers (see Chapter XXI), that workers are not carefully selected, that they are not properly placed, that no incentives toward the best effort of the workers are offered, that man-power is being wasted. There may be other causes for a high turnover of labor beyond the control of the management; but careful analysis of its labor losses by a concern will readily show where the trouble lies. It is important that accurate records of changes in personnel should be kept. Each worker who terminates his employment should be interviewed to learn why he leaves, if he leaves of his own accord. It has been the general ex- perience of industrial plants throughout this country that it is much easier to control the conditions of discharge of workers 4 12 APPENDIX so that their number may be reduced than it is to control the voluntary termination of employment Means for Recording Turnover The author has devised a special form for recording in- formation as to the stability of labor and making the results easily available. (See Fgure 28.) Those who wish to use this form or to arrange one themselves will find the following explanation of the terms helpful: In the following explanation, the numbers used correspond to the numbers of the columns on the blank. The terms used at the head of columns I to 12 are self-explanatory. The term "Wages" (13) will include resignations owing to inadequate wages, failure to adjust rates to the satisfaction of the worker, deductions for lost time which often result in a worker losing his interest in the job, failure to pay wages promised, or other reasons of this nature. "Better Job Elsewhere" (14) will include such reasons as more opportunity for advancement or promotion, finding another Job more suited to the training or experience of the employee, possible better treatment in a new job by superiors or fellow- workers. "Housing Conditions" (15) may mean inadequate housing accom- modations, rents that are too high ; poor condition of company houses if such are used by the employees, or that the employee lives too far from his work. "Industrial Accidents" (16) includes accidents occurring in the course of employment. Often workers will leave because they are under the impression that there are too many accidents in the plant and nothing can convince them that they are wrong. "Work Conditions" (17) will include unsanitary toilet conditions, inadequate washroom facilities, dangerous conditions around the plant, poor drinking water, inadequate tools, work that is too .heavy ; work that is dangerous to health, inadequate protection from weather, or where the employee is exposed too much to bad weather conditions. Columns 18, 19, 20 are left blank for entering reasons for resigna- tion peculiar to the concern or for other special reasons. "Reason Unascertained" (21) will cover those who are auto- matically dropped for prolonged absence, where there was no inter- FORM OF RECORDING LABOR TURNOVER 413 LABOR STABILITY REPORT Plant Summary Month,, Name of Firm.. Total Number of Employees let of month . '* " " end of " Net Increase or Decrease Labor Turnover . Turnover previous month .. Female .or ENTRANCES 1 Empl< 2r- Re-employed Male Female Percent TRANSFERS I Promoted 2 Another trial TERMINATIONS 1 Resignations (voluntary) 2 Discharges ., . 3-Uy-ofls 4 Unavoidable * Male Female Total, EXPLANATION LABOR TURNOVER is the condition in industry represented by the engagement, loss, and replacement of workers. It represents the leakage or waste of man power and is a fair index of the efficiency of management methods and conditions of employment. FORMULA FOR COMPUTING LABOR TURNOVER T = Turnover; A = Average* number actually at work daily for period computed; L=Losa; M Trans- fers from department to department; U Unavoidable losses (death, disease, etc.) For the Plant L (M+U) _ A For a Department t_L U_ ? WHEN INCREASING THE FORCE = Snb tract the Ii the amount of loss or value of L. Then use the to WHEN DECREASING THE FORCE Add the numb period to obtain the number leaving or value of L The following formula la recommended br U. 8. Deoi. of Labor and National Lmplorment Managers' {onieltnoe. Kocbeater. N. T.. 19V&. T" T icrease from the number hired during the period. This will give nmila. er represented by the decrease to the number hired during the Then ue the formula. Tb average ihould be obtained br adding tbe dailr totals of worker, implored and dl'idlnc the mult br the number of average, br taktn tbe dallr toUli of worker, eraplojed and diridlof br the number of weeks. To obtain the annual the monthlr figure br 12. or (be weeklr Ben re br M. srs dw,: tumo vei wek ultic 5 Figure 28. (a) Form for Recording Labor Turnover (first page) (Size8 5 /ixioV4.) 414 APPENDIX O It It deairvd to obta n a dally turnover record for a particu oed to advantage after writing in the dates of the month in the ar department this sheet can b* SSsSLS^Sr. LABOR TURNOVE \ B ENTRANCES DKHARTMENT RB-EMPLOYED TERMINATIONS 10 11 12 13 14 15 16 17 18 19 20 21 | C 1 I i 5 2 UNSKILLED 1 1 I 1 ft ? 1 UNSKILLED 1 !I 11 il !i il | l! TOTALS PER CENT NOTE: * Srfrt I'M'^MKiJi'or'oM.** 01 ' divl>i011 IDW ** All riht reserved. Dute) Bloomeli ' Figure 28. (b) Form for Recording Labor Turnover (second page) FORM OF RECORDING LABOR TURNOVER 415 DEPARTMENTS TERMINATIONS . . _,..... ,9 DISCHARGES LAID OFF UNAVOIDABLE TJtAfSrfKS TOTALS 1 I 2 EE II I 1 I s S 1 1 S ii 1 I 1 a ANOTHER TKIAL | > I 1 y I | JBetoon St.. BoMnn. Mus. CopiM of thlt blank mj be nbuined from tb utbor. Figure 28, (c) Form for Recording Labor Turnover (third page) 416 APPENDIX TERMINATIONS TURNOVER ACCORDING TO PERIOI TOTAL Employed 2 weeks or let* . .- = - " 2-4 weeks . .' , . - 13 months .' . . = ' 8 6 months' . .. -. = " 6 9 months .. , . = '' 912 months , . .- =. -.- ) OF SERVICE i. *: : **' 2 8 yean ^~i- ^.. - " 8 4 y*an ^ . < =- - M 46 yean . ,. - " 6 10 yean = * < < " 1016 yean . , . =^ -'* - TURNOVER BY NATIONALITIES TOTAL American . - . . ** English . , . . t * " Italian ' < -* - Polish ! t -a French .' .,'... Austrian -* EMPLOYMENT MANAGES Figure 28. (d) Form for Recording Labor Turnover (fourth page) FORM OF RECORDING LABOR TURNOVER 4 1 ? view with the employee, where the employee refused to give a reason for leaving, where it was not possible to ascertain the reason. "Incompetent" (22) includes those who are discharged owing to inexperience, because they are slow workers, for poor work, or for lack of knowledge of the work for which they were engaged. "Careless" (23) covers discharges for laziness, for disregard of safety regulations, for lack of interest in the work, for unreliability. "Frequent Absence" (24) and "Lateness" (25) need no explana- tion. "Misconduct" (26) includes discharges for being under the in- fluence of liquor, causing discontent and unnecessary trouble, viola- tion of company rules, destruction of company property, fighting on the company premises, and other like causes. "Insubordinate" (27) includes refusal to obey orders, use of im- proper language to superiors, disloyalty to superiors and the company. Computing Labor Turnover Now in using such a form, or a form of any sort, the next step will be the question of what formula to adopt in arriving at the percentage of labor turnover. And here we enter the field of controversy. In the definition of labor turn- over adopted by the United States Bureau of Labor Statistics, and the National Employment Managers' Association at their convention in Rochester, New York, May, 1918, it was agreed that "labor turnover for any period consists of the number of separations from service during that period/' and that, "separations" include all "quits, discharges, and lay-offs for any reason whatsoever." The method advanced for comput- ing the percentage of labor turnover for any period is to "find the total separations for the period considered and divide by the average of the number actually working each day throughout the period. Then multiply by the proper factor to reduce to a yearly basis." The following example is given to illustrate this: If the number employed by a plant or department of a plant decreases because it is the deliberate policy of the plant 418 APPENDIX management to reduce permanently its working force, this fact should be explicitly stated and the reasons for the reduc- tion in force given. METHOD OF COMPUTING PERCENTAGE OF LALJR TURNOVER FOR ONE WEEK Daily force reports (workers actually on the job) : Monday 1,020 Tuesday 1,065 Wednesday 1,070 Thursday 1,035 Friday 1,040 Saturday 990 Total Number of Separations During Week 300 Average for Week 1,037 Percentage labor turnover 300 =1,504 per cent 1*037 This is the method of computing the percentage of labor turnover in general use by employment managers throughout the country. There are, however, some slight variations, such as the following: A good many firms do not use the figure for "the average of the number actually working each day" but use the average of the number on the pay-roll each day, on the theory that those on the pay-roll (if the latter is kept free from names of workers whose employment has terminated) are an actual expense to the concern whether they are absent temporarily or not; and that a figure based on daily attendance would often be miskading. Another varia- tion is with reference to the use of "separations" rather than "replacements" as a basis of determining the turnover per- centage. When the matter is one of increasing the force of workers it is generally agreed that the number of "separations" FORM OF RECORDING LABOR TURNOVER 4 J 9 or those terminated from employment, will constitute the labor turnover. But when the working force is being de- creased, it is claimed by some that the number of workers newly hired should be the determining factor rather than the number of terminated workers, and that if a concern decreases its force without hiring new men there is no turnover as such. Few will agree with this view. METHOD OF COMPUTING PERCENTAGE OF LABOR TURNOVER FOR ONE YEAR (Assuming that records of daily attendance are averaged for each month) January : 2,250 February 2,170 March 2,230 April 2,400 May 2,040 June 2,100 July 2,000 August 1,980 September 2,200 October 2,220 November 2,280 December 2,240 Total number of separations during year 5,020 Average for year 2,176 Average number working each month as determined from the force reports or daily attendance records: 5,020 Percentage labor turnover, =231 per cent A Practical Formula It would seem then that, until some better method is evolved, the most practical formula for arriving at the per- centage of labor turnover of a plant would be the following : 420 APPENDIX The values are: L=Losses or the number of workers terminated A= Average number on the pay-roll for the period to be computed T Percentage of labor turnover In other words, the figure representing the number of employees terminated should be divided by the figure repre- senting the average number on the pay-roll for the period, whether that period is a week, a month, or a year. When it is desired to obtain the turnover percentage for a given month, one should add the figures on the pay-roll for each day and divide the total by the number of working days in that month. This will give the value of A for use in the formula. Where it is inconvenient to obtain the number of workers on the pay-roll each day, the figures On the pay- roll each week should be added up, and the result divided by the number of weeks in that particular month. The above-mentioned formula includes terminations for any reason ; but in the opinion of tfrfe author the final turnover figure should be analyzed to show what proportion of the turnover percentage is owing to unavoidable causes, such as death, serious illness, accident, or other causes beyond the control of the management. Better still, the figure represent- ing unavoidable losses should be deducted from the value of L before using the formula so that if U represents unavoidable terminations our formula would read: If this were done, the turnover figure would be a more accurate index of losses in man-power. APPENDIX B ESTIMATING EMPLOYMENT COSTS CLASSIFICA- TION OF PERSONS EMPLOYED 1 How Some Estimates of Costs Are Made Realizing the importance of arriving at some general under- standing of the costs involved in the turnover of labor, the author recently conducted a symposium on the subject. 2 One of the contributions to this symposium, made by Dr. William A. Sawyer of the American Pulley Company, offers some suggestions of value. Starting with the assumption that in the particular business under discussion, three months gives the average man ample time to reach full productiveness, Dr. Sawyer divides his costs to cover four general groups, namely: 1. Those who remain for a period of less than three weeks. 2. Those who remain for a period between three weeks and three months. 3. Those remaining for a period over three months. 4. Those engaged but not reporting. Employees are then subdivided into general groups cover- ing the class of labor employed and costs determined as follows : Group i. Those Remaining Less Than Three Weeks New employees during this period are figured to cost a 1 See Chapter I 2 See Industrial Management, March, 1919, pages 239-245, reprinted in the author's "Handbook on Employment Management," H. W. Wilson Company, New York. 421 422 APPENDIX proportion of the daily wage of one other employee who spends time in instructing him. This figure, though arbitrary, is based on the best estimate that can be made of the earnings of the employee whose time is consumed. "To this is added an estimated figure representing the reduced productiveness of the new employee over what is normal for the older employees in the department." The sum of these two figures is classed as lost productive labor and to it is added the average overhead. The total represents the estimated cost a day. The figures of the company show that the average employee who leaves within three weeks from the time he was started, works eight days, hence the cost for the three-week period is eight times the daily estimate. An example in the case of press hands is given: New man consumes directly a proportion of another man's time daily estimated at $ .75 Reduced speed of production for new man .75 Lost productive labor $1.50 Estimated overhead on productive labor 1.50 Total (daily) $3.00 Group 2. Those Remaining from Three Weeks to Three Months In this group it is generally found that while the produc- tiveness of an employee increases, the percentage of improve- ment varies with the particular group to which he is assigned. The method here is to "multiply the daily cost by 16^2 (three weeks of y/z days per week) to ascertain the cost at the end of three weeks, and to this add the daily cost (now reduced owing to increased skill on part of new worker) for the rest of the period during which the worker remains. The total represents the estimated cost for the period." ESTIMATING EMPLOYMENT COSTS 423 Group 3. Those Remaining Over Three Months For those who remain over three months, the above out- lined plan is followed, adding to the full cost for three months the estimated cost for the average additional period. Group 4. Those Engaged but Not Reporting In this case Dr. Sawyer estimates the delay to cost the company a figure represented by the overhead on the amount the worker would receive for one day's productive labor; where labor is non-productive, the figure would be represented by one day's wages of the individual. This method of arriving at the approximate costs of the shifting of personnel is an attempt in the right direction. What is important is to be sure of the factors that enter into the problem. When the person who has charge of personnel has these factors clearly in mind, he will find that a con- ference with one of the members of the auditing or accounting department of the concern will clear the path towards some simple method of estimating the costs regularly. Nothing dramatizes the evils of reckless employment methods, whether in a particular department of a concern or in the entire estab- lishment, so much as the results expressed in dollars and cents. Percentages mean little ; but translate a condition in terms of cash and the significance is clearly evident. Standard cost accounting methods have yet to be applied to the technique of employment management; but the da)) is not far off when some uniform procedure will be the general practice in all progressive business and industrial enterprises. In the meantime all possible sources of loss must be checked up and effort made through such activities as are described in this book, to promote the stability of the working force. Such effort requires the best thought of management, and, to be successful, must manifest itself in action that indicates a sincere desire to give the worker a square deal. APPENDIX C SANITARY STANDARDS FOR FACTORIES AND SHOPS 1 ADOPTED BY THE COMMITTEE ON SHOP AND INDUSTRIAL SANITATION OF THE COUNCIL OF NATIONAL DEFENSE Dr. Geo. M. Price, Chairman of Subcommittee 2 [These sanitary standards are applicable only to factories and shops where the workers do not handle industrial poisons, it being understood that special provisions for such processes and workers are to be made under other standards.] I DRINKING WATER 1. General Provision There shall be provided in every factory for the use of employees a sufficient supply of wholesome, cool, drinking water. 2. Location Drinking-water facilities should be provided on every floor of factory buildings in accessible places. 3. Fountains Wherever practicable drinking water should be provided through bubble fountains or inverted spigots, so constructed that a person may drink from the stream or jet of water without touching his lips or mouth to the metal part of the fountain. 4. Receptacles Whenever drinking water is placed in receptacles these shall be constructed of metal or glazed earthenware and provided with cocks and spouts and properly covered so as to prevent contamination ; also cleaned at frequent intervals. ^ee Chapter XII. 2 Approved by the advisory committee of the National Tuberculosis Association as shop standards for tuberculous workers. 424 SANITARY STANDARDS FOR FACTORIES 5. Drinking Cups No common drinking cups or glasses should be permitted. Paper cups or individual glasses should be used. II WASHING FACILITIES 1. General Provision In every factory there shall be provided and maintained for use of the employee suitable and convenient washing facilities, separate for each sex, provided with running water and consisting of single or trough sinks without plugs, or stationary basins, of a material easily cleansable and maintained in good condition. 2. Location Washing facilities shall be conveniently located in accessible places. 3. Number There shall be provided at least one sink or stationary basin with hot and cold water, for every 10 employees, or at least 2 feet of trough sinks for every 10 employees, or a perforated pipe with a continuous flow. 4. Floors The floors under the basins and sinks shall be kept in good repair and in good condition. 5. Towels The use of roller towels or any towel in common is prohibited. Paper or individual towels should be used. 6. Receptacles for Soiled Towels Whenever paper towels are provided, receptacles for such towels shall be provided. Ill TOILET FACILITIES i. General Provisions Toilet facilities shall be provided in accordance with the following standards : 426 APPENDIX 2. Apartment (a) Location. All toilets shall be located conveniently to and easily accessible from, all places where persons are employed. (&) Separation. Toilet rooms for each sex shall be maintained separate and apart from each other and from all workrooms and passageways. Such rooms shall be marked so as to designate plainly and distinctly for which sex they are intended. (c) Screening. If the water-closet 's not located within a separate screened compartment in the toilet room, the entrance to all toilet rooms shall be provided with a screen to insure privacy. This screen shall be at least 6 feet in height, and shall extend to within at least 4 feet of the floor, and, if the space permits, shall be not less than 2 feet wider than the door leading into such toilet room. (d) Distance. All toilet rooms not having sewer connections and maintained outside of buildings, where people are employed, shall be at least 25 feet from such buildings, and in all factories where the workers are exposed to excessive heat, humidity, or fatigue from physical exertion, there shall be a covered passageway connecting said building with toilet or toilets. (e) Construction. The outside partitions of all toilet rooms shall be of solid construction, and made opaque or translucent, but not transparent, and shall extend from floor to ceiling, or such rooms shall be independently ceiled over. All partitions separating toilet rooms provided for the different sexes shall be at least 2 inches in thickness and constructed of such materials as are not transparent or translucent, and they shall be sound proof and no openings in such partitions shall be permitted. Where more than one water- closet is provided in one toilet room each water-closet shall be in a separate compartment provided with a door. The partitions and the door shall be composed of material that is opaque or translucent, but not transparent. The tops of the doors and of the partitions shall be carried either to the ceiling or to a height of 7 feet from the floor; the bottoms of the doors and the partitions shall not be more than 4 inches from the floor. (/) Floors. The floors of all toilet rooms shall be tight, smooth, and constructed of a substance that shall be impervious to moisture. (g) Walls. The walls of all toilet rooms shall be tight and of a substance that cart be readily cleaned and kept clean. (/&) Ceilings. The ceilings of all toilet rooms shall be tight and of a substance that can be readily cleaned and kept clean. SANITARY STANDARDS FOR FACTORIES (i) Light. All toilet rooms and water-closet compartments shall be adequately illuminated by natural or artificial light. (;') Ventilation. All toilet rooms not lighted by windows that open easily shall be adequately ventilated to the outside air by artificial means. Every water-closet compartment entirely separated from the remainder of the toilet room by partitions extending from the floor to the ceiling and not provided with a window opening easily shall be adequately ventilated to the outside air by artificial means. Every toilet room or every water-closet or urinal compartment shall have a window opening directly to the outside air. No such window shall be less than; i foot wide nor have an area of less than 6 square feet, measured between stop heads, for one water- closet or urinal. For every additional such fixture the area of such window shall be increased at least i square foot. A skylight shall be deemed the equivalent of a window, provided that it has fixed or movable louvers with openings of the not openable area prescribed for such window. Every such window shall be open upon a street or upon a yard or open space, uncovered at the top, which in its least horizontal dimension shall be at least one-tenth the height of the highest abutting wall, but in no case less than 6 feet. (k) Heating. All toilet rooms and water-closet compartments shall be adequately heated at all times. (/) Cleanliness. The occupier shall be responsible for the main- tenance of all toilet rooms or water-closet compartments in a clean and sanitary condition. 3. Fixtures (o) Kind. The use of any form of trough water-closet or latrine or school sink is prohibited; individual closets shall be provided. The bowls of all water-closets shall be smooth, impervious material. Pan, plunger, wash-out, faucet, and long hopper closets are not permissible. The seat shall be finished with a smooth, impervious, waterproof substance. (&) Connections. The disposal of all contents of toilets and urinals shall be in accordance with the laws, rules, and regulations of the state and municipal health authorities of the locality in which they exist. Privies shall not be permitted except in cases outside of the sewer zone, and where cesspool or septic tank can not be used privies 428 APPENDIX not connected with the sewerage system shall be built in accordance with the standards recommended by the United States Public Health Service. Provisions shall be made for the adequate flushing of every water- closet. (c) Number and ratio. Water-closets shall be provided in ac- cordance with the following table: Number of Persons Number of Closets i to 20 i 21 tO 4O 41 to 60 2 7 61 to 80 4 81 to 100 101 to 150 5 6 For each additional 30 persons, at least one additional water-closet shall be provided. 4. Urinals (a) Kind. Urinals provided shall be either individual urinals or slab urinals. At least 2 feet of slab urinal shall be considered the equivalent of one individual urinal. (b) Construction. Urinals shall be composed of smooth material impervious to moisture. (c) Connections. All urinals shall be connected by waste pipes to sewers or cesspools, which sewers or cesspools shall be constructed in accordance with the laws, rules, and regulations of the State and municipal health authorities of the locality in which they exist. Unless water runs continuously over the walls of the urinal each urinal shall be provided with an adequate water flush. When in- dividual tanks are used, the flushing shall be accomplished by pedal action. (d) Number and ratio. Where more than 10 males are employed at any one time, urinals shall be supplied according to the following table: SANITARY STANDARDS FOR FACTORIES 429 Number of Men Number of Urinals Or Feet of Slab Urinal 10 to 50 i 2 31 to 60 2 For each additional 50 men employed at least one additional urinal or 2 additional feet of slab urinal shall be supplied. The above standards shall apply in all cases except where federal, state, or municipal laws, rules, or regulations of more restrictive character are applicable; in such instances, the more restrictive laws, rules, or regulations shall apply. APPENDIX D PLAN FOR SHOP SAFETY ORGANIZATION 1 Following is the plan for shop safety organizations, worked out by the Bureau of Statistics and Information of the State Industrial Commission (New York). INTRODUCTION VALUE OF SHOP SAFETY ORGANIZATION The indispensable function of accident prevention and main- tenance of cleanliness and orderliness is carried on haphazardly in most manufacturing plants. Instead of centralizing the work in the care of one person, it is generally divided up and parts are added to the other duties of several of the managerial staff. As the man- agement and its subordinates are mostly preoccupied with the more pressing responsibilities of production and marketing, shop safety, sanitation, and health usually receive but incidental and unsystematic attention. Even where the management assigns a person to supervise this work, its failure to realize the significance of this phase of shop management often leads it to choose one who can be spared rather than one best qualified for this highly important task. Yet these matters vitally affect the compensation insurance premium as well as plant output. Practical business men, who have resorted to this form of shop activity, testify enthusiastically that a safe and sanitary shop not only means fewer accidents but a more efficient working force. Since it is good business to prevent accidents and maintain orderliness and' cleanliness in the factory, supervision of the work is assigned to a competent person, who can give to it whatever time is required in accordance with the size of the working force and the hazard of the industry. Notwithstanding that a large percentage of the accidents can be prevented only by the good-will and co-operation of the employees, the average employer has done little to enlist their aid. He relies upon safeguards alone, whereas, a cursory study of his accickat 430 PLAN FOR SHOP SAFETY ORGANIZATION 43 1 records would indicate that a large proportion of accidents cannot be prevented by them. Those employers who are aware of this fact arrive at the hasty conclusion that the worker is "careless." This opinion, if voiced publicly, instead of imbuing the workers with cautiousness and a desire to co-operate with the management actually stirs up "bad blood." Very few employees are deliberately careless. The ordinary employee generally subjects himself and fellow-workers to danger because it has not occurred to him that he is going about his work in an unsafe manner. The same can be said with reference to maintaining cleanliness and orderliness in the shop. The remedy is to educate and interest the worker in "safe and sanitary practices." But signs and posters alone are inadequate. Success in such matters can best be attained with the co-operation of the employees. Hearty co-operation has been secured in those plants where the workers have been made responsible for their share of plant accident preven- tion and maintenance of cleanliness and orderliness. To interest the workers, they must be given definite responsibilities and duties. Human beings learn by doing and sharing in responsibilities. Wherever this principle has been adopted and properly applied the workers have responded most enthusiastically. Manufacturers who have a cohesive shop safety, sanitation and health organization, guided by a competent person, point to the following as some of the more obvious benefits of such an organiza- tion: It relieves the management and its subordinates from attending to the numerous details connected with maintaining orderliness, clean- liness, and safety in the shop. It provides a medium through which these matters, so vital to the successful and economical operation of the plant, will receive the consideration they merit without encroaching upon the time required for other business problems. It enlists the co-operation of all employees from the superintendent to the rank and file worker by introducing collective responsibility. It furnishes a means of interesting the rank and file whose co- operation is absolutely necessary in the successful conduct of a shop safety sanitation and health organization. It systematizes the work so that maximum results ensue from the time devoted to this phase of shop activity. Nothing is more wasteful and ineffective than haphazard methods. It provides a check on the efficiency of safety work. 43 2 APPENDIX It makes possible the accumulation and exchange of knowledge and experience in shop safety, sanitation, and health work. It makes possible the creation and perpetuation of an enthusiasm and "safety first" spirit without which the best intentions are but vain dreams. PART I PURPOSE AND ORGANIZATION Purpose Prevention of accidents and the promotion of the general good order, hygiene, and sanitation of a manufacturing plant can be most successfully accomplished when there is a hearty co-operation between the management and its employees. It is to their mutual interest to work harmoniously in such matters. While the company loses financially whenever an accident occurs or a worker is obliged to lay off because of sickness, the employee is the greater sufferer in such cases. He must bear the pain, and, regardless of the amount of financial compensation awarded to an employee, it does not equal his earnings. With this consideration in view a shop safety, sanitation and health organization is instituted to establish standards for the reason- able and adequate protection of the lives, health, and safety of all persons employed by the (insert name of firm). The (insert name of firm) and those in its employ obligate themselves to maintain such standards to the best of their ability and to the full extent of their power. Organization The shop safety, sanitation and health organization shall consist of the following divisions: Executives' committee, foremen's com- mittee, workers' committee, and safety supervisor. Executives' Committee This committee shall be composed of at least three persons from the executive authorities representing the general management and operating or production branch of the plant. The functions of this committee shall be as follows: i. Have general charge 'of and supervision over all matters affecl- ing the safety and health of the employees. PLAN FOR SHOP SAFETY ORGANIZATION 433 2. Pass upon reports and recommendations made by the foremen's and workers' committees, and the safety supervisor. 3. Pass upon general plans for the conduct of accident prevention and health conservation work. 4. Review comparative data as to accident frequency and severity in the plant. 5. This division shall (should) furnish satisfactory reason to the other divisions whenever it vetoes or modifies recommendations sub- mitted for its consideration. 6. This division shall (should) submit new policies or proposed deviations from established policies to the consideration of the other divisions comprising this organisation. 7. This division may delegate as much of its authority as it chooses to other divisions comprising this organization, provided due notice of such action shall be given in writing to all divisions. 8. This division shall meet at least quarterly. (Monthly meetings are preferred by many.) Foremen's Committee This committee shall be composed of not less than five foremen and subforemen (in some plants membership of all foremen is con- sidered desirable) chosen as follows: (a) By the executives' committee, or (b) By the foremen and subforemen This division shall choose its chairman from among its member- ship. Rotation in membership by periodic changes in personnel may be provided for. The functions of this committee shall b^ as follows: 1. Make quarterly inspections for the purpose of standardizing the safety, sanitation, and health work throughout the plant. (In some plants monthly inspections are considered desirable.) 2. So far as possible investigate at time of occurrence all serious accidents and report thereon. 3. Discuss accidents or near accidents in the pfant, determine responsibility and attempt to devise means of preventing recurrence. 4. Consider ways and means of furthering safety, sanitation, and health work in the plant. 434 APPENDIX 5. Formulate rules for instructing workers in "safe and sanitary practices." 6. Consider communications from executives' committee. 7. Consider recommendations and reports of the workers' com- mittee. 8. Consider recommendations and reports of the safety supervisor. 9. Receive reports from individual committee members on personal activity in the furthering of shop safety, sanitation, and health work. 10. Receive information from safety supervisor on accidents, sanitation, and health. 11. This divison shall meet at least once a month. Workers' Committee This committee shall be composed of not less than five wage workers from the rank and file of the employees and representing the major departments or occupations. (Workers holding a position of even minor authority, such as "working boss," or "subforeman," are not eligible to serve on this committee.) Members of this committee may be chosen according to any of the following methods: i. The wage workers of each department or occupation to elect their representative (this method of choosing the workers' com- mittee is the best means of securing the right co-operation), or 2. The executives' committee to elect the initial workers' com- mittee, and the wage workers of each department or occupation to fill future vacancies by election, or 3. The executives' committee to select the initial workers' com- mittee, and the members of the latter body to designate from time to time their successors, or 4. By the executives' committee, upon consultation with the fore- men. Rotation in membership by periodic changes in personnel may be provided for. This division shall choose its chairman from among its member- ship. The division may upon occasion invite the executives or foremen to its meetings. Members of this division doing piece, task, bonus, or premium work shall be compensated on the basis of their average hourly PLAN FOR SHOP SAFETY ORGANIZATION 435 earnings when attending committee meetings or making inspections during working hours. Members paid by the hour, day, or week shall receive the usual pay while attending committee meetings or making inspections during working hours. Members of this division shall be compensated on the basis of the regular rate of pay when attending committee meetings or making inspections outside of working hours. The functions of this committee shall be as follows: 1. Make at least monthly (preferably semimonthly) inspections of the plant collectively where practicable. If this is not practicable individual committee members may inspec the departments they represent, or that portion of the plant most familiar to them. At least a quarterly inspection of the whole plant shall be made col- lectively by the committee. A report of every inspection should be prepared and signed by the entire committee. 2. So far as possible investigate at time of occurrence all serious accidents and report thereon. 3. Discuss accidents or near accidents in the plant; determine responsibility and attempt to devise means of preventing recur- rence. 4. Consider ways and means of improving safety, sanitation, and health conditions in the plant. 5. Make recommendations for elimination of unsafe and unsanitary conditions in the plant. 6. Consider communications from the executives' committee. 7. Consider recommendations and reports of the foremen's com- mittee. 8. Consider recommendations and reports of the safety supervisor. 9. Consider recommendations and reports of individual committee members, or any other wage workers. 10. Receive reports from individual committee members on per- sonal activity in furthering "safety first" ideas among fellow workers. 11. Receive information from safety supervisor on accidents, sani- tation, and health. 12. This division shall meet at least monthly (preferably semi- monthly). The duties of individual members of this committee shall be as follows : i. Committee members shall interest fellow workers in the "safety first" idea. 43 6 APPENDIX 2. Committee members shall caution fellow workers whenever they resort to unsafe and unsanitary practices. 3. Committee members shall present safety, sanitation, and health suggestions of fellow workers to the workers' committee for action. Safety Supervisor The safety supervisor shall be appointed by and be responsible to the management. (The management should authorize the safety supervisor to expend reasonable sums of money in furtherance of the safety sanitation and health work, and to give orders necessary to the carrying out of his duties, his actions to be reviewable only by the general manager or general superintendent. His standing should be at least equal to that of head of a department or foreman, and in large plants he should receive clerical and other assistance necessary to relieve him from the routine work.) The duties of the safety supervisor shall include the following: Inspection and Investigation 1. Become thoroughly familiar with the structural and other physical conditions of the buildings, and the layout of the equipment and premises. 2. With a view to eliminating unsafe, unsanitary, and unhealthful conditions inspect plant constantly for: (a) Need of safeguards. (b) Maintenance of old guards, general order and cleanliness. (c) Arrangement of materials, tools, and equipment (d) Lighting, ventilation, and physical condition of buildings. (e) Conditions on premises. 3. Look after fire conditions, extinguishers, filling of fire pails, keeping exits clear and exit signs in good condition. 4. See that first aid equipment is properly stocked and kept in proper place. 5. See that approved recommendations are carried out and report thereon to respective committees. 6. Investigate all accidents or near accidents, fix responsibility, and make recommendations to prevent their possible recurrence. 7. See that drawings and specifications for new machinery cover guarding of hazardous parts, and inspect new machinery before it PLAN FOR SHOP SAFETY ORGANIZATION 437 is permanently installed to see that the necessary safeguards have been provided. 8. See that drawings and specifications for alterations, extensions, and additions to plant have proper safety, sanitation, and health provisions. Supervision 1. Administer first aid, or supervise those assigned to administer it. 2. Keep in touch with injured persons requiring medical treatment while at work, as well as with those whose injuries necessitate their absence from work. Information and Education 1. Keep himself informed of latest developments in the "safety first" movement through literature, attending conferences, conven- tions, lectures, exhibits, visting other plants, and so on. 2. Maintain "safety first" library for reference and use of every one in the plant. 3. Supply committee members, foremen, and rank and file wage workers with readable "safety" literature. 4. Make brief reports at committee meetings on topics of interest appearing in current "safety" literature, or which have otherwise come to his attention. 5. Report at committee meetings on activities of other divisions of this organization. 6. Supervise and conduct educational work on safety, hygiene, and sanitation through committees, bulletins, lectures, etc. 7. Stimulate interest in safety, sanitation, and hygiene among foremen and rank and file wage workers through personal contact. 8. Prepare, post, and maintain danger signs, bulletins, and bulletin boards. 9. Co-operate with foremen concerned in giving advice and in- struction to new employees as well as with old employees who do not fully understand the safe method of performing their work. 10. Caution backward employees against unsafe and unsanitary practices. Records and Accident Statistics i. Keep records and statistics of accidents and sickness, and make monthly and special comparative reports to the executives' 43** APPENDIX committee. Copies of such reports are also to be furnished the other committees. 2. Attend all regular or special meetings of all committees, and act as secretary and custodian of minutes and other records. 3. Supply copies of reports and recommendations of each division to the other divisions for their consideration. 4. Act as intermediary for the various divisions. PART II SPECIAL RULES GOVERNING ORGANIZATION AND EMPLOYEES Joint Meetings 1. Regular joint meetings of the shop safety, sanitation and health organization should be held at least quarterly to consider: (a) Preventive ideas. (b) Suggestions for general safety, sanitation and health. (c) Special recommendations made by any division involving an unusually large expenditure. (d) Means of safeguarding new machinery or equipment, OU new additions to plant. 2. Special joint meetings of the shop safety, sanitation and health organization should be called by the safety supervisor promptly after the occurrence of a serious accident of exceptional character in order to fix responsibility and consider measures to prevent its recurrence. 3. Special joint meetings of the shop safety, sanitation, and health organization should be called by the safety supervisor whenever all divisions cannot agree on recommendations, deviations from all policies, or proposed new policies. 4. Either committee may at any time call a special joint meeting to consider matters of vital importance. Amendments i. Amendments to the shop safety, sanitation and health organiza- tion plan may be initiated by any of the divisions composing the organization, provided they shall become effective, (a) After submission to the foremen's committee, and when PLAN FOR SHOP SAFETY ORGANIZATION 439 favorably passed upon by the executives' and workers' committees (this is the most desirable method), or (b) After consideration and report by the foremen's and workers' committees, and approval by the executives' committee, or (c) When favorably passed upon by the executives', foremen's and workers' committees. 2. Agreeable to the executives' and workers' committees, amend- ments to the shop safety, sanitation and health organization plan that would alter it materially may be submitted to a vote of the rank and file of the wage workers, provided the amendments are first submitted to the foremen's committee for consideration and report. 3. Amendments to the shop safety, sanitation and health rules may be initiated by any of the divisions composing this organization, provided they shall become enforceable, (a) After submission to the foremen's committee, and when favor- ably passed upon by the executives' and workers' com- mittees (this is the most desirable method), or (b) After consideration and report by the foremen's and workers' committees, and approval by the executives' committee, or (c) When favorably passed upon by the executives', foremen's and workers' committees. VIOLATIONS OF SHOP RULES I. Penalties for violations by wage workers of shop safety, sanita- tion and health rules may be imposed. (a) By the workers' committee, subject to approval by the fore- men's and executives' committees (this is the most de- sirable method), or (b) By the safety supervisor, subject to approval by the execu- tives', foremen's and workers' committees, or (c) By the safety supervisor, subject to approval by the general manager, or r (d) By the foreman, subject to approval by the general superin- tendent. Foremen's Duties i. Foremen and sub foremen are morally bound to give special and constant attention to the proper instruction and observation of 440 APPENDIX new employees so as to protect them against accidents. Old employees when placed on new work should also be instructed as to the hazards of that work. 2. Foremen and subforemen should study and guard against con- ditions and practices in the plant that are apt to endanger the life, limb, and health of the workers. Workers' Duties 1. Each employee should regard himself in honor bound to co- operate with the management to reduce accidents and to maintain orderliness and cleanliness in the plant by observing the shop safety, sanitation and health rules. 2. The employees of this plant regard it a reflection upon their honor for an injured worker to feign incapacity to work, or attempt to artificially prolong such incapacity. PART III RULES FOR GUIDANCE OF MEMBERS ON FOREMEN'S AND WORKERS' COMMITTEES, AND THE SAFETY SUPERVISOR How to Inspect 1. In making inspections the one question which should be asked is: Can an accident occur? Not: Has an accident occurred at this particular point? 2. Remember, it has been conclusively demonstrated that prac- tically every point of danger around machinery or the buildings can be sufficiently guarded without interfering with the work. 3. Follow the oiler. Remember he must oil every bearing in the shop. Visit each bearing and satisfy yourself on one question: Can the oiler reach it in safety? If not, correction should be made at once. 4. Make it a point to inspect out-of-the-way places as well as more obvious hazards. It is surprising how many persons are injured in places where it has been said, "Nobody ever goes." 5. Conditions in yards and on roadways and passageways are always changing. They should be frequently inspected to find dangerous piles, defective floors, protruding nails and objects over which a man may stumble and fall. PLAN FOR SHOP SAFETY ORGANIZATION 44 1 Look Out for Unsafe Practices and Conditions 1. Keep a sharp lookout for all kinds of unsafe practices and conditions. Remember a large proportion of accidents are directly attributable to ignorance of the safe way of doing the work, or unsafe plant conditions not easily detected. 2. A good guard out of place is a poor guard. See that guards are kept in use. Particularly watch adjustable guards on such machines as saws, joiners, shapers, emery wheels, and punch presses. 3. Watch for loose sleeves, flapping blouses, and flying neckties anything which may get caught in the machinery and* draw the man or woman in. 4. Bear in mind that the following are among the main causes of accidents: The manner in which a worker handles himself or performs his work. Fall of workers from elevations; into openings; or on level by slipping, stumbling, etc. Falling objects from elevations or on level because improperly piled, stacked, etc. Handling of tools or objects. 5. Try to detect slight cuts, scratches, bruises, and burns which are not being properly cared for. They may cause infection and blood poisoning. Remember that the great majority of all infections are the direct result of neglecting small injuries. Guarding of Machinery 1. Become familiar with all the requirements of the Labor Law and Industrial Code as to guarding of machinery and see that none of these are overlooked. For information as to these requirements, write to the Bureau of Inspection, State Industrial Commission, Capitol, Albany, N. Y., or 230 Fifth avenue, New York City. 2. Become familiar also with the safety standards of the Com- pensation Inspection Rating Board, 135 William street, New York City. This is a semiofficial body in which all compensation insurance carriers are represented. The "Hand Book of Industrial Safety Standards," issued by this board, and which will be furnished free upon request, reflects the requirements of compensation insurance carriers with reference to guarding of machinery. 44 2 APPENDIX What to Study Machinery and Plant Layout 1. Study the present arrangement and guarding of machinery and suggest better safety appliances to prevent accidents. 2. Study the general layout of the plant with a view to detecting faulty .engineering: (a) In construction of the buildings (b) In installation of the equipment (c) In the arrangement of the premises Often serious accidents are charged to these defects. 3. Study the present method of storing and handling of materials and objects, and help prevent unsafe conditions and practices by watching daily and suggesting better methods. Also help prevent overloading of floors. 4. Study how to reduce unnecessary sounds, vibrations, and noises. 5. Study the best kind of clothing to be worn to guard against danger. Lighting, Ventilation, and Sanitation 1. Study the present lighting arrangements. Help eliminate all dark and unsafe spots by suggesting a better arrangement, so that all parts of the factory may be properly and adequately lighted. 2. Study the present ventilating system and suggest possible im- provements. 3. Study how to keep workrooms, washrooms, and toilet rooms clean and sanitary and free from obscene pictures and writing. 4. Study and suggest methods of guarding against diseases. 5. See that the supply of drinking water is always kept clean and pure and that the pipes, etc., are in working order. 6. Help prevent the accumulation of waste materials and rubbish. Fire Hazards 1. Study the best methods to guard against and minimize fire hazards. 2. Discourage smoking in prohibited places and urge the use of safety matches. Report Blanks In order to properly record and preserve the findings and recom- mendations of the safety supervisor and the workers' committee, PLAN FOR SHOP SAFETY ORGANIZATION 443 uniform report blanks should be supplied for this purpose. Nothing is more convincing of the importance and seriousness of the duties of this kind of an organization than systematic maintenance of records. Supplying the blanks in pad form would make them handier for use when on an inspection tour. Compensation insurance carriers furnish blanks for reports of safety organizations in plants of their policyholders. Aside from these the following are suggested as forms which are proving highly satisfactory to a firm with plants distributed throughout the state of New York and the United States. They have been modified to meet the general needs of most medium and large-sized manufacturing plants : Name of firm Regular Report of Workers* Committee Date of Report , 192. . . Date of last report , 192. . . A. The following departments have been inspected since last report: B. The following unsafe practices in our opinion exist (give loca- tion) : C. The following unsafe conditions were found (this refers to conditions, not individuals) : D. The following recommendations are made (use back of report or attach letter if necessary) : Date of last meeting of committee, , 192. . Chairman Members Copy of this report delivered to executives' committee, Name of firm Regular Report of Safety Supervisor Date , 192.. Date of previous report , 192.. Inspections since last report include following departments: A. Defects including lack of or improper guards and location of same: B. Wrong conditions are as follows: C. Unsafe or dangerous practices are as follows: 444 APPENDIX D. Defects, wrong conditions, unsafe or dangerous practices reported which have been corrected: E. Items previously reported which have not been corrected, be- cause of: F. Recommendations (use back of report or attach letter when necessary) : Copy of this report delivered to executives' committee. Supervisor. Copy of last workers' committee report, dated , 192. . Date of last meeting of workers' committee , 192. . Date of last meeting of foremen's committee , 192. . PART IV SHOP SAFETY, SANITATION, AND HEALTH RULES Statement Only a certain proportion of the accidents occurring daily can be prevented by mechanical safeguards. Many accidents not pre- ventable by safeguards are caused by "unsafe practices," that is, by the worker performing his work or conducting himself in the shop so as to subject others or himself to danger. Similarly, many of the problems of shop sanitation and hygiene which vitally affect the comfort and health of the worker cannot be solved by mechanical devices. This statement is not intended to absolve the employer from responsibility in such matters, nor to charge the employee with deliberate, unsafe practices or neglect of shop sanitation and hygiene. These dangerous and unwholesome methods are practiced because neither the worker nor employer realize that they often result dis- astrously frequently to innocent fellow-workers. The following rules are, therefore, intended to call attention to the most common, unsafe, and unhygienic practices. By a strict observance of these rules it should be possible to practically eliminate the accidents and discomforts due to unsafe and unhygienic practices. Employees should also be on guard against other less common unsafe and unhygienic practices that might lead to serious conse- quences. PLAN FOR SHOP SAFETY ORGANIZATION 445 Remember: A careful man is the best safeguard. 1. Be cautious and alert at all times, and under all circumstances. 2. Conduct yourself at all times in an orderly and careful manner. Scuffling, playful wrestling, or any other kind of horse play is dangerous. 3. Never disregard a warning sign. 4. Do not go across dangerous places, nor through them, merely to save a few steps or a few seconds of time. 5. Be careful in going up or down stairs. 6. Do not throw articles of any kind out of windows. 7. Do not spit upon the floors, passageways, walks, or in corners. 8. Never fail to use a safeguard provided, and under no condition remove a safeguard unless you are authorized to do so. 9. Never repair or clean machinery when in motion. 10. Do not wear loose or torn clothing, loose neckties, dangling sleeves, aprons, gloves, loose suspender straps, unbuttoned jumpers, or pants with cuffs when working around the moving parts of machinery. 11. Goggles must be worn in all operations by workers doing any work where there is danger of flying particles, such as chipping of concrete or any kind of metals, handling of molten metal, using unprotected grinding wheels, etc. 12. Never use an elevator without permission from those in authority. Never attempt to step or jump on or off a moving elevator. 13. Examine all tools before using them. 'No tools should be used, or issued, having "burred" or "mushroom" heads, defective or loose handles. 14. Tools, appliances, materials, or equipment must not be left in aisles or passageways. 15. Broken, weak, or rickety ladders should never be used. Lad- ders should always rest upon a level surface, and special care should be taken so as to prevent them from slipping at the foot or at the top. 1 6. In piling up materials, be careful to stow them so that they cannot fall over. Also guard against the overloading of floors or or racks. 17. If a nail is protruding from a board, knock it down or bend it over. 1 8. Washrooms and toilet rooms must always be kept clean and sanitary. APPENDIX 19. Maintain your self-respect and that of your fellow- workers by neither drawing obscene pictures nor writing obscene matter on walls, doors, etc. If you do not practice such indecencies, do not countenance them from others. 20. Never play or tamper with any fire fighting apparatus. If it is not ready for use when needed, it may contribute to serious injury to yourself or fellow-workers. 21. It is the duty of every employee to report every unsafe or dangerous condition or practice he sees either to his foreman, repre- sentative on the safety committee, or safety supervisor. 22. Call attention of your foreman when there is insufficient light about machinery or passageways. 23. Call attention of your foreman to any lack of proper ventila- tion. 24. If you are injured, no matter how slightly, report it to your foreman at once. 25. Be careful in everything you do. Take no chances. Remember that small neglects and oversights often cause serious accidents. Warn other men when you see them in danger, and try to get them to do things in a safe way. Look out for new workers and see that they do not meet with accidents, nor expose others to danger. Talk freely about safety with other employees, and remember that safety and sanitation suggestions are always welcome. 26. Watch carefully for new rules that may be adopted from time to time. PART V SAFETY LITERATURE AND INFORMATION The movement for prevention of accidents and conservation of health of wage workers, like all human movements, depends for its success on the proper mental attitude of those affected by it. This fact assumes greater significance in this phase of industrial betterment, since the best results are attained only when mechanical safeguards and devices are supplemented by the good-will and hearty co-operation of the personnel connected with the plant. Current literature treating all phases of this movement is indispensable. The proper psychology cannot be maintained without constant contact with the movement. The safety supervisor can hardly be expected PLAN FOR SHOP SAFETY ORGANIZATION 447 to imbue others with the "safety first" idea unless he has a continuous source of inspiration which will stimulate his intellect and emotions. A minimum of literature required to successfully keep alive the "safety first" spirit is listed below: Government Publications 1. Have Bureau of Statistics and Information of the New York State Industrial Commission, Capitol, Albany, place firm on permanent mailing list for (a) Proceedings of the Annual State Industrial Safety Congress. (b) Monthly Bulletin. (c) Bulletin No. 77, and other literature issued from time to time on safety, sanitation, health, and general employee relations problems. 2. Request United States Bureau of Labor Statistics, Washington, D. C., to place name of firm on permanent mailing list for Monthly Labor Review. For current literature dealing with safety, sanitation, health and general employee relation problems, consult "Publications Relating to Labor" in each issue of the Review. Publications issued by the U. S. Bureau of Labor Statistics will be mailed free upon request, if still in print. 3. Request Surgeon General, United States Public Health Service, Washington, D. C., to place name of firm on permanent mailing list for reprints from weekly Public Health Reports and supplements on the health of industrial workers. Additional Literature and Bibliographic Information 1. The State Industrial Commission also places the Bureau of Statistics and Information, Capitol, Albany, at the service of anyone interested in any safety, sanitation, health, and general employee relations problems literature through loan of printed matter from its library or through bibliographic information. 2. There are a few periodicals published which give attention to material on industrial safety and are designed for both technical and popular reading., Upon specific request the Bureau of Statistics and Information will gladly supply the names of such periodicals as will meet the needs of the individual firms for use of the foremen, workers and safety supervisor. APPENDIX Co-operative Safety Associations 1. The American Museum of Safety, 14 West Twenty-fourth street, New York City, renders service to engineers, inspectors, and industrial firms. It has maintained for a number of years a permanent exhibit of approved safety and sanitary appliances. The museum's resources include an inquiry and research service, a highly specialized library, inspection service, lectures, and traveling exhibits illustrating various phases of accident prevention and health conservation, as well as a monthly bulletin, Safety, a technical non-commercial publication, free to members. To non-members the subscription price of the bulletin is $i per year. 2. The National Safety Council, 208 La Salle St., Chicago, 111., renders a safety service which consists of a weekly bulletin service, special publications and a consultation safety service. Membership dues are based on the nature of service rendered and the number of employees on the pay-roll. PART VI APPENDICES Announcement of the Plan for Shop Safety Organization The imperativeness of giving proper publicity to the new organiza- tion cannot be overemphasized. Unless the rank and file workers know that such an organization is in existence, are fairly conversant with its purpose, and feel that it has the management's unqualified approval, it will be difficult to secure their co-operation. Indeed there is danger that the whole undertaking may turn out to be a farce. The most effective method of publicity is to call a mass meeting of the workers, wherever possible, at which the purpose of the organization and its functions should be explained by someone high in authority. Should this not be practicable, a printed announcement is a fair substitute. (Manufacturers will find it worth while to use both methods.) The following statement, signed by the firm, is suggested as a sample for a poster or dodger to be distributed or inserted in the pay envelope when the organization is launched. The membership of the workers' committee and the occupation or department that each member represents might be incorporated in the statement: PLAN FOR SHOP SAFETY ORGANIZATION 449 Announcing the Formation of a Safety, Sanitation and Health Organization of the (Insert firm name.) The (insert firm name) has always been solicitous for the com- fort and safety of its employees. In pursuance of this policy it has done everything practicable to safeguard the life, limb, and health of the workers. The New York State Industrial Commission has brought to our attention a method of systematizing plant safety, sanitation, and health work so that it will be placed on as business- like a basis as any other phase of plant management. The plan which they recommend is being used by many progressive manufac- turing firms in the state, and is bringing excellent results. Its chief merit is that it enlists the mutual co-operation of everyone in the plant, from the superintendent to the rank and file worker. We particularly appeal to the rank and file workers in our plant to assist us in this worthy endeavor. You spend the best part of each day in the plant, and some unsafe and unsanitary conditions and practices come to your attention that we may overlook. We want to remedy these shortcomings and invite suggestions from everyone. The organization will consist of three committees one repre- senting the management, one the foremen and one the workers in the plant. (Indicate here how the workers' committee will be chosen, and, if possible, the members of the first committee, also give the name of the safety supervisor.) The workers' committee has been chosen to work for you. The duty of this committee is to study ways of protecting you, of promoting your comfort and safeguarding your health while you are in this building. In some cases changes suggested by this committee have to do with machines or equipment. In other cases the com- mittee finds that certain practices among the people in the various departments are not for the best interests of all. If through thought- lessness or ignorance anyone in the building is doing something that endangers your health or safety or comfort, it is the duty of the committee to see that this practice is stopped. If the committee fails to do this, they fail to protect your interests. In other words, the committee points out certain unsafe and un- sanitary practices and conditions that endanger you, and recommends certain improvements that should be made in your interest. Don't 45 APPENDIX , you think that the committee in their work for you should have your help and co-operation? Promotion of Safety Sentiment If the shop safety, sanitation and health organization plan is issued in pamphlet form, space on the cover or elsewhere might be used for brief matter to promote the safety sentiment. The follow- ing is an example of such matter found in safety literature: The "Safety First" Ideal "And the end is that the workman shall live to enjoy the fruits of his labor; that his mother shall have the comfort of his arm in her age; that his wife shall not be untimely a widow; that his children shall have a father; and that cripples and hopeless wrecks who were once strong men, shall no longer be a by-product of in- dustry/' P. B. JUHNKE. APPENDIX E TERMS OF APPRENTICESHIP AGREEMENT 1 1. Applicants for apprenticeship must be not less than sixteen years of age. They must be physically sound, of good moral char- acter, and have received an education equivalent to that required for graduation from the public grammar school or better. 2. Application must be made in person. If accepted, the applicant's name will be registered and due notice will be given when he will be required to commence work. 3. The first 576 hours shall constitute a term of trial. If the apprentice shall during this period prove satisfactory and shall before the expiration thereof execute together with some other responsible party an agreement in the form hereto annexed, then his apprentice- ship shall date from the beginning of the term of trial and shall continue for the full term unless sooner terminated, as hereinafter stated. 4. During his training the apprentice will be loaned the necessary shop tools and classroom materials. At graduation the set of shop tools shall thereupon become the property of the apprentice. 5. Apprentices will be required to serve for a term of four years, each to consist of 2,400 hours, including about 200 hours in the school- room per year. 6. Apprentices shall make up lost time at the expiration of each year, at the rate of wages paid during said year; and no year of service shall commence until the apprentice shall have fully made up all the time lost in the preceding year. 7. The company reserves the right whenever the state of business demands it, to shorten the hours of labor or whenever for any reason it shall stop the working, or suspend wholly or in part; and the making up of lost time in this way shall be at the discretion of the company. 8. The apprentices will be required to perform their duties with 'See Chapter VII. 451 45 2 APPENDIX punctuality, fidelity, and diligence; and to conform to the rules and regulations which are, or may be, adopted from time to time for the good government of the shop; and the company reserves the right to itself, at its sole discretion to terminate an agreement, and dis- charge the apprentice from further service for any non-conformity with rules and regulations, want of diligence to his business, or improper conduct in or out of the shop. 9. In case of discharge, or in the event that said apprentice shall abandon his apprenticeship before the expiration thereof, without the consent of said company, the apprentice shall forfeit all wages then earned and unpaid. 10. Apprentices will be paid for each hour of actual service including the time spent in the classroom. For the first year, includ- ing the trial period, he will receive 12.5 cents per hour, for the second year 18 cents per hour, for the third year 22 cents per hour, and the fourth year 26 cents per hour. 11. Apprentices will be allowed to increase the above-mentioned rates of wages on the piece-rate system wherever the latter may be found practicable. APPRENTICE AGREEMENT This Agreement is made this day of 19 between THE REMINGTON ARMS, UNION METALLIC CARTRIDGE COMPANY, INCORPORATED, doing business in BRIDGEPORT, CONNECTICUT, hereinafter known as "Company" and of hereinafter known as "Apprentice," and of hereinafter known as "Guardian," whose relationship to the Apprentice is that of For the purpose of acquiring the Art or Trade of MACHINIST AND TOOLMAKER said hereby becomes an Apprentice to the Company and the Company hereby accepts him subject to the terms herein stated. The Apprentice and his Guardian hereby promise that the Apprentice shall conform to and abide by all the provisions of this agreement, and shall faithfully serve the Company during the full period of time named in this agreement. The Apprentice agrees during the period of his apprenticeship to do all in his power to learn said art or trade and earnestly and loyally to promote the interests of the Company. He also agrees to pursue classroom studies when they are required and arranged for by the Com- pany and in that case to do a reasonable amount of home-study in preparation thereof. fERMS OF APPRENTICESHIP AGREEMENT 453 It is agreed by the Apprentice and his Guardian that the Company shall have the right at any time to discharge the Apprentice for lack of diligence, indifference to business, inability for the works, disobedience of rules and regulations of the Company, or improper conduct in or out of working hours and to suspend him if the state of business should demand it. In consideration of the agreements on the part of the Company herein contained the said Apprentice agrees that he will pay the Company the sum of $25 said sum to be paid by said Apprentice at the expiration of the term of trial referred to in said "Terms of Apprenticeship," this to be returned to the Apprentice upon graduation. The Company agrees to train and instruct the Apprentice in said art or trade and to pay him compensation as specified in this agreement for his services as Apprentice. The Company also agrees that if the Apprentice shall remain in its service for the full period of his Appren- ticeship, including whatever period is required to make up lost time, and shall in every way comply with the terms of this agreement, to present to the Apprentice at the termination of his apprenticeship a bonus of ONE HUNDRED AND FIFTY DOLLARS -($150) and a Certificate of Appren- ticeship signed by an officer of this Company. This agreement shall cover a period of FOUR years including a trial period of 576 working hours. Each year shall consist of 2,400 working hours. The Apprentice shall receive from the Company during the period of apprenticeship the following compensation, to wit: . /2 cents per hour for the first year 18 " " " " " second " 22 " " " " " third " 26 " " " " " fourth " THE REMINGTON ARMS UNION METALLIC CARTRIDGE COMPANY, INC. APPRENTICE PER GUARDIAN Signature must be written in full and with ink APPENDIX F BY-LAWS DODGE MUTUAL RELIEF ASSOCIATION 1 ARTICLE I Section i. The name of the association shall be Dodge Mutual Relief Association, and may be designated by the initials D. M. R. A. Section 2. Its headquarters shall be at Mishawaka, St. Joseph County, Indiana. ARTICLE II OBJECT Section i. The object of this association shall be to secure, at a minimum cost, the mutual relief of members in cases arising from accident, sickness, quarantine, and death among employees of the Dodge Manufacturing Company, and its subsidiary companies, and to enable them to avoid the necessity of appealing for charity; also to promote the general welfare of its members. ARTICLE III MEMBERSHIP Section i. Anyone while an employee of the Dodge Manufac- turing Company, or its subsidiary companies, is eligible for member- ship, provided he or she is between the ages of 16 and 60 years and of sound mental and bodily health and of good moral character; subject to the by-laws which are now or later may be adopted. Section 2. Each new employee shall receive from the secretary as soon as possible after employment, a letter reading as follows: Dodge Mutual Relief Association Mr Check No You are cordially invited to join the Dodge Mutual Relief Association, managed by your fellow-employees for their mutual benefit as you will see from the enclosed copy of by-laws. See Chapter XXIII. 454 BY-LAWS DODGE RELIEF ASSOCIATION 455 It is taken for granted that you desire to avail yourself of the privileges of this organization. If you join within 30 days you save $1.40, half of the membership fee, so for that reason I have filed with the Directors an application for membership for you. In this way you get the full benefit of prompt action and if this is not in accordance with your wishes please let me know at once. Yours for self -protection, Secretary D. M. R. A. Section 3. The secretary shall also fill out part of the following application blank, inserting the employee's name in the blank at top and such other information as he may have available. Application for Membership Dodge Mutual Relief Association To the Board of Directors of Dodge Mutual Relief Association : No Date 19.... I, am an employee of the at My check number is and I hereby apply for membership in Dodge Mutual Relief Association for benefits of $ at death and $ per day temporary disability. I have carefully read the by-laws and agree to comply with and be bound by them. I reside at No St. in the city of County of State of I am married and wish $ benefits in the event of my wife's death. My wife was born on the day of in the year in the City of State of 45^ APPENDIX I was born on the day of I in the city of County of State of I have .children under 16 years of age as follows for whom I would claim benefits in case of the death of any of them. First Middle Last Born on Amount of Name Name Name Day Month Year Benefits Desired I certify that I .am temperate in my habits, and to the best of my knowledge and belief, there is no injury or disease, constitutional or otherwise, which will tend to shorten the life of either myself, my wife, or any of my children, except as stated below: I agree that any untrue or fraudulent statement, made to the medical examiner, or any wilful concealment of facts in this application or elsewhere, will forfeit my membership in the said association and all rights, benefits, and equities arising therefrom. I was last attended by a physician on for I hereby instruct said association, in case of my death, to pay the death benefit to related to me as or i f I should survive and neglect to notify the secretary of some other beneficiary, payment to then be made at the discretion of the board of directors. BY-LAWS DODGE RELIEF ASSOCIATION 457 I wish to have the benefit of the privileges of the club- rooms at 5 cents per week. I hereby authorize the Dodge Manufacturing Company or any of its subsidiaries for whom I may be working, to withhold from any wages due me, the dues of the association as provided by the by-laws, and pay same to the secretary of the association, the paymasters of the company thus acting as my attorneys. Sign here Recommended by | Members of f D.M. R.A. Application approved 19 by the Board of Directors. v . Secy. Section 4. The application may be acted upon by the board either before or after being signed by the employee but before he can become a member it must be duly signed by him. Section 5. In the event that members desire to avail themselves of additional benefits, they may do so subject to the provisions of the by-laws, upon notice to the secretary. Section 6. Connection with the Association shall terminate when the member ceases to be employed by the Dodge Manufacturing Company or its subsidiaries, or when suspended or expelled by order of the directors, in accordance with the by-laws, or upon resignation filed with the secretary, except that where a member shall be tem- porarily laid off by the Dodge Manufacturing Company or its sub- sidiaries, such action shall be held subject to the discretion of the directors not to terminate the membership until twenty-six weeks have elapsed, provided dues are handed regularly to the secretary without solicitation and the member continues to reside in the county. Section 7. Any employee who involuntarily withdraws from the association, may be reinstated at the discretion of the directors, but will be required to be again examined by the physician, and pay all old accounts against him unless excused by the consent of the board of directors. Section 8. Any employee voluntarily leaving the association, is again eligible for membership on the same basis as any other employee, but must pay up any old accounts against him unless excused by the directors. 45 8 APPENDIX Section 9. Membership shall date from the time of deducting the first dues from the wages of applicants and shall terminate with the expiration of the time covered by the last dues paid. Section 10. In case that it shall be found that an applicant, his wife (or dependent husband), or a child, has a chronic or other ailment which would decrease the desirability of the applicant as a member, the applicant may, by a majority vote of the board of directors, be admitted to membership by exempting the association from liability for such ailments or from liability due to ailments for which such conditions shall be responsible. Section n. Whenever an applicant is admitted to membership in accordance with section 8, the action of the board of directors shall be recorded on the membership record and in the minutes. Section 12. All applications will be first acted upon by the board of directors and applicants favorably received will take a medical examination at the expense of the association, and under the direction of the board, unless excused by the board. Section 13. Admission to membership will depend upon the deci- sion of the board following the medical examination, if any. Section 14. The board of directors have the right to reject or withhold decision on any applications which appear to them liable to work contrary to the interests of the association. Section 15. Membership shall consist of benefits for temporary disability and death of member together with such other benefits as may be selected by the member. Section 16. Dues of all members are to be deducted bi-weekly or pro rata semimonthly by the regular paymasters of the Dodge Manufacturing Company or its subsidiaries and turned over to the secretary. This provision is possible through the courtesy of the Dodge Manufacturing Company. Section 17. Membership shall cease when for any reason dues are not paid as provided in the by-laws, unless by the consent of the board of directors. Section 18. If it shall be known that a member becomes habitually intoxicated, or is subject to any disability, brought on by his own neglect, misconduct, or vice, or if it shall be known that he has falsified in his application for membership, or has endeavored to defraud or injure the association in any way, he shall be deprived of benefits as the nature of the case may warrant, and shall be suspended or expelled, unless excused by the directors. BY-LAWS DODGE RELIEF ASSOCIATION 459 Section 19. Members conducting themselves in a way to retard recovery or health, shall forfeit all benefits from disability so affected. This includes drinking intoxicants, frequenting questionable places, or any conduct which has a bad effect on health. Section 20. Members taking additional benefits will be required to take additional medical examinations unless excused by the board of directors. Section 21. For convenience in compiling statistics and ad- ministering the affairs of the association, the members may be grouped into divisions as the directors may decide. Section 22. All claims or rights to an interest in any surplus or other property shall cease with termination of membership. Section 23. Employees not eligible for membership owing to age or other restrictions may be accepted as club members paying regular club dues but not benefit dues. ARTICLE IV MEETINGS Section I. The annual meeting of the association shall be held on the second Monday of January each year at 8 P.M. Section 2. Twenty members shall constitute a quorum for the transaction of business. Section 3. Special meetings are to be called by the president when requested by either twenty members or five directors, or in case he deems it desirable. Only the special business announced for a special meeting may be transacted at that meeting. Section 4. Notice of any meeting of the association with a state- ment of the business to be transacted, must be posted by the secretary in conspicuous places at least ten days prior to the meeting. In the case of subsidiary companies, the notice to be sent by the secretary to the proper representative to be posted. Section 5. The board of directors shall meet at least once a week on regular dates as they may agree, and also when called by the order of the president. Section 6. Five directors shall constitute a quorum at any directors' meeting. ARTICLE V OFFICERS AND How ELECTED Section I. The management of the association shall be vested in a president, vice-president, secretary, treasurer, actuary, and six directors. 460 APPENDIX Section 2. At least two weeks prior to the annual meeting", notice shall be given to the various departments and subsidiaries stating the officers to be elected to fill the vacancies due to expiring terms. Section 3. The president, vice-president, and treasurer shall be elected by popular vote and hold office for one year or until their successors are elected and qualify. The secretary shall be selected by the board of directors from among the employees of the main plant of the Dodge Manufacturing Company where he can have convenient access to the complete lists of employees. Section 4. Each of the six directors shall serve three years, two being elected each year by popular vote. Section 5. In event of any vacancy occurring in any office for any reason, the board will elect some member in good standing to fill the unexpired term until the next general election. Section 6. The board of directors may, if in its judgment it is desirable, select any necessary assistant secretaries, from the members in good standing or from their own number. Section 7. The board of directors shall elect an actuary who shall become a member of the board while filling that office. Section 8. In the event that the actuary or secretary is chosen from the members of the board, another member shall be selected by the directors to bring the membership of the board up to the required eleven members. ARTICLE VI DUTIES OF OFFICERS Board of Directors Section i. The board of directors and officers shall supervise all matters pertaining to, and have general control of the business of the association. Section 2. This includes power to suspend or expel members, or discharge any officer found unworthy of the confidence reposed in him, after due investigation and hearing. Section 3. The board may fill vacancies occurring in offices and decide questions not covered by the by-laws, but appeal must be taken to the membership, whenever twenty or more members de- mand it. Section 4. The board may levy not to exceed two assessments BY-LAWS DODGE RELIEF ASSOCIATION per year, of not more than twenty-five cents each, per membership, collectible as dues, when the losses due to sickness, accident, quaran- tine, or death have depleted the reserve to a critical point; all other assessments must be referred to regular or special meetings of the association. Section 5. The board may demand a physician's certificate, or arrange for physical examination by a physician, at the expense of the association, whenever it seems desirable, and in case of any doubts about allowance of benefits, may similarly engage a physician for an investigation. Section 6. The board must pass upon all benefits before they are allowed, and may send flowers, at the expense of the association, not to exceed once in two weeks, in cases of confinement to bed exceeding one week, and in case of - death. President Section 7. The president shall preside at all meetings of the association and the directors, and perform such other duties, as may be enjoined upon him by the association or directors. Section 8. He shall call regular or special meetings, sign all minutes, and decide questions of order, subject to appeal to the association. Section 9. He shall sign all orders drawn on the treasurer, and have the custody of all bonds of the officers. Section 10. He shall appoint all committees not otherwise pro- vided for, and fill vacancies therein. Vice-President Section n. The vice-president shall assist the president, and shall assume the duties of that officer, in the event of his absence or refusal. Section 12. He shall serve as chairman of the investigating and visiting committees. Actuary Section 13. The duty of the actuary shall be to keep informed on all actuarial matters of interest to the association, and exchange actuarial information with similar officers of other associations for the general good of this association. APPENDIX Section 14. He shall give advice to the directors on the safe conduct of the financial affairs of the association, and to members, covering such information as he may have or be able to secure, referring to any insurance or financial matters submitted to him. Secretary Section 15. The secretary shall attend all meetings of the directors, the association, or any committees of which he is a member, take minutes and attend to the correspondence. Section 16. At annual meetings, ateo quarterly and on retiring from office, he shall give a written report of the progress and the present state of the association, and deliver to his successor, all books and papers pertinent to the office. Section 17. Each week he shall post on the association bulletin board, a list of the members drawing benefits. Section 18. He shall keep an accurate account with each member, and compile statistical information, as outlined by the board. Section 19. He shall notify the members through their attorneys, i.e. the paymasters of the company, of all amounts due the association for dues, assessments, etc., receive and record the money thus or otherwise collected, and pay it promptly to the treasurer. Section 20. He shall make and attest, all orders drawn on the treasurer, and deduct dues from benefits, when necessary, to prevent members from becoming delinquent while disabled. Section 21. He shall certify as to the correctness of all bills and shall permit the auditing committee or any officer of the association, to examine his books at any time. Section 22. He shall notify members of their appointment on committees, and give the chairman of each, a complete list of the committee. Section 23. He shall notify the chairman of the investigating committee of all applications for membership, and the chairman of the visiting committee, of all cases liable to lead to claims for benefits. Section 24. He shall give bond in the sum of $2,000, at the expense of the association, and for faithful performance of duties he shall, while serving, receive $10 per year. Treasurer Section 25. The treasurer shall receive all moneys from the secre- tary, keep an accurate account of all receipts and disbursements, as BY-LAWS DODGE RELIEF ASSOCIATION 4^3 outlined by the board, and allow to the auditing committee of the association free access to his books. Section 26. All monies received are to be promptly deposited in a place designated and approved by the directors as follows: A checking account not to exceed three hundred dollars in some bank believed to be safe; the balance to be deposited in savings banks, or put out at interest in some conservative way at the dis- cretion of the directors. All deposits must be made in the name of the association. Section 27. He shall, within twenty-four hours, pay any orders drawn on him, when properly signed by the president and attested by the secretary, and only when so signed and attested, provided sufficient funds are available. Section 28. He shall not withdraw any money from the savings account without the approval of the board. Section 29. He shall furnish bond in the sum of $2,000 at the expense of the association and shall receive a salary of $i per year while serving. Section 30. At annual meetings and when retiring from office, he shall give a written report of the finances of the association, and deliver to his successor all books and papers pertinent to the office. Physician and Surgeon Section 31. The directors may regularly engage a physician and surgeon under suitable regulations, when in their judgment the association has grown to such proportions as to make it possible to increase the service to members without increasing the dues. Section 32. The physician shall be subject to the instructions of the directors, expressed through the president, when this office is filled, and the following laws shall apply: Section 33. He shall examine all candidates and aim by advice at the time, to improve their state of health, whether they become members or not. Section 34. He shall be a counselor of the visiting committee, and shall recommend that members be declared either on or off the disability list whenever, in his judgment, the general good of the members and the association require it. Section 35. His general function shall be to keep the members 464 APPENDIX well as far as practical, rather than merely to minister to the sick and injured, and shall prescribe and furnish medicines free at the expense of the association to members when they may need it. Section 36. He shall minister in all cases of accident and sickness of members residing within the city limits of Mishawaka, and supply all medicines and dressings from written notice of the disability from the secretary, unless requested not to do so by the member. Section 37. Members residing outside of Mishawaka may avail themselves of the services of the physician, by arranging with the secretary, for compensation covering extra expense due to the greater distance. Section 38. His signature and recommendations shall be appended to all reports for settlements. Section 39. Any medical attention secured by the members aside from that herein provided, shall be at their own expense. Section 40. When able to do so, members drawing disability benefits, must go to the office of the physician. Section 41. The physician or physicians' association shall receive as compensation for his or their services, the sum of fifty cents per member per year payable monthly, and, in addition, a bonus dependent upon the average amount of temporary disability benefits, paid by the association per member per each half-year as shown in the following table: When Average Temporary Disability Benefit per Member per Half-year is: Bonus to be Paid to Physician at End of Half-year Over Not More Than Per Member $1.00 .70 5o .20 $1.25 I.OO .70 50 .20 $.12 25 35 50 65 Section 42. The directors may enter into any agreement with the local physicians or their association which will secure service of physicians on any basis in harmony with these by-laws. BY-LAWS DODGE RELIEF ASSOCIATION Investigating Committee Section 43. The vice-president shall serve as chairman o this committee, which may be combined with the visiting committee, if the directors deem it wise. Section 44. This committee shall be. divided into sub-committees for different plants of the company. Section 45. The president shall each month appoint one or more members from each plant to serve three months, or until their successors are appointed and qualify. Section 46. The chairman shall each month designate the various chairmen of the sub-committees. Section 47. Each applicant must be investigated by at least two members of the committee who shall affix their signatures to the report which must be made to the directors through the secretary. Section 48. The committee, if in doubt, shall so report with definite reasons for hesitating and any recommendations they can make. Section 49. The committee may be reimbursed for any necessary expense incurred in making investigations. Visiting Committee Section 50. The vice-president shall serve as chairman of this committee, and shall designate each month, a chairman of a sub- committee, for each of the various plants of the company. Section 51. The president shall each month appoint one or more members from each plant to serve three months or until their suc- cessors are appointed and qualify. Section 52. Each person drawing disability benefits, shall be visited once each week, by at least one member of this committee, unless otherwise ordered by the directors or prevented by quarantine regulations. Section 53. Separate weekly reports of each case, on regular form shall be made by the members making the visits and endorsed by the sub-chairman and chairman. These reports shall be handed to the secretary for his files and the scrutiny of the directors. They shall include any violations of either the letter or the spirit of the by-laws or any tendency to increase the risk of the association which may be noticed, and any recommendations of any kind for the general good of the members of the association. 466 APPENDIX Section 54. This committee may be reimbursed for any necessary expense incurred in making visits or in prosecuting their prescribed duties. Section 55. If in doubt at any time, the committee shall so report with definite reasons for hesitating and any recommendations they can make. Auditing Committee Section 56. Each year, as soon as possible after election, the president shall appoint one member of an auditing committee to serve three years, or until his successor is appointed and qualifies. Section 57. The senior member of this committee shall act as chairman. Section 58. The committee shall audit the books of secretary, treasurer, entertainment committee, and any others handling the monies of the association, and approve the secretary's report quarterly and report at the annual meeting of the association. Section 59. Any irregularities shall be reported to the directors as soon as discovered. Club Committee Section 60. The club committee shall consist of three or more members of which the chairman shall be chosen from the directors. Section 61. They shall provide or arrange for entertainments which may be for the good of the members or the association either financially or socially. Section 62. They shall have general supervision of the clubrooms, playgrounds, and other social activities of the association with such subcommittees as may be found necessary. Section 63. The chairman of each subcommittee should be either a director, or a member of the club committee if practicable. Section 64. The secretary shall be a member and secretary of the club committee. Section 65. All bills incurred by the club committee or its subcommittees shall be properly approved, and handed to the secre- tary for payment by the association from the club fund. Section 66. All money or other revenue received, shall likewise be promptly turned over to the secretary with full information as to its source. BY-LAWS DODGE RELIEF ASSOCIATION 4 6 7 Section 67. The committee will make a report to the annual meeting of the association, and have its records open to the auditing committee and other officers at all times. Section 68. Any member refusing to serve or failing to faithfully perform the duties of any committee to which he may be appointed, shall be fined 50 cents for the first offense, and $i for any subsequent offense, unless excused bv the directors. ARTICLE VII FUNDS Section i. At least two funds shall be maintained, made up from fees, dues, and other revenue known as the Benefit and Club Funds. Section 2. The benefit fund shall be used only to cover benefits provided for in the by-laws, together with attendant expenses, and shall receive all revenue collected as dues for benefits. The protection of this fund being the first consideration. Section 3. The club fund shall be used for conduct of the club, as provided for in the by-laws. Section 4. Separate records of each fund must be kept by both secretary and treasurer, and also they must be kept in separate banks. Section 5. Dividends shall be declared, or dues be remitted, when- ever, in the judgment of the directors, it is safe to do so. ARTICLE VIII DUES AND BENEFITS Section I. The dues of the association, shall be payable every other week, or semimonthly pro rata on pay days, by being deducted from wages by the paymasters of the company acting as attorneys for the members. Section 2. In lieu of a membership fee, the dues of each member for the first fourteen weeks after joining shall be 40 cents in addition to the regular dues, except that applications received from employees within one month after employment begins, or within one month after the adoption of these by-laws shall entitle them to special dues for the first fourteen weeks of 20 cents, in addition to the regular dues. Section 3. The regular dues each two weeks or half month pro rata shall be determined by the benefits which the member elects to take as follows : 468 APPENDIX i Unit 2 Units 3 Units 4 Units A. Temporary Disability Benefits for not to exceed thirteen weeks for one disability, nor more than twenty-six weeks in any one calendar year. Benefit for each week-day after the first 3 days $o ^o $ I OO $1 CO Amount of dues per week for this benefit (X IO 17 r 2 ? B. Death of Member Benefit to be paid at death of Member ^o oo IOO OO 150 oo *J 2QO OO Weekly dues for this Benefit OI Z 02 C O A Z 06 C. Death of wife of Member pro- vided she lived in the United States at time of her death Weekly dues for this Benefit . . 50.00 .03 100.00 ex ***o 150.00 OO 2OO . 00 12 D. Death of dependent child over 2 years and under 16 years of age Benefits in excess of $50 may not be taken for children under 6 years of age. Benefit to be paid for each child at death . 2 "? OO ro OO 7 ^ OO IOO OO Weekly dues for each child . . . .02 .04 .06 08 E. Club Benefits, including use of club rooms and such privileges as go with them, ^^eekly dues for club privileges f\g W 5 Section 4. Members of this association may each take the various benefits at the corresponding rates of dues, provided that no member shall receive from all sources temporary disability benefits in excess of 90 per cent of his average wages for the three months preceding disability. Section 5. When no wages are due a member from the company, dues must be paid when due, without solicitation from the secretary in order to retain membership, except that in event of a member otherwise eligible for membership being temporarily laid off by the company, the directors, upon request and satisfactory assurance of credit responsibility, may arrange to extend the membership for a period not to exceed thirteen weeks, when the amount in the BY-LAWS DODGE RELIEF ASSOCIATION 4^9 treasury will warrant it, and on condition that all such accrued dues are to be deducted from any benefits paid until the accrued dues are paid up. Section 6. When members have been laid off temporarily, and then resume work after having had the advantages of protection as covered in section 5, whether receiving benefits or not, their dues shall be doubled until all indebtedness to association has been paid. Section 7. The provisions of sections 5 and 6, are available only to members who continue to reside in the same county, and do not take up any occupation, which, in the opinion of the directors, should enable them to pay their dues, or should warrant the association in canceling the membership. Section 8. Any person who is a member of the Dodge Manu- facturing Company Mutual Relief Association at the time and at least one month prior to the reorganization and adoption of these by-laws, may continue to pay the same dues as formerly, and receive the benefits as provided for special members thus enrolled. Section 9. Special members provided for in section 8 shall pay 5 cents per week for former class B and 10 cents for former class A members. Section 10. Special members, or those paying special dues, as elsewhere provided for will receive benefits as follows: Eighty cents per day for former class A, and 40 cents per day for former class B members, instead of disability benefits as provided for regular members; and death benefit of $50 for former class A, and $25 for former class B members. Section u. Members who join the association after they are 45 years old, shall receive benefits as follows: Age at Time of Joining 46 to 50 Benefits will be 10% less than regular schedules 5i to 55 " " " 20 - 56 to 60 " " "30 Section 12. Nothing in section n of this article shall affect the benefits due under any membership taken before member reached the age of 46 years and kept continuously in force thereafter. Section 13. Members shall be eligible for sick and death benefits after thirty days from the date of their becoming members. In the ^event of a member later taking additional benefits, such additional 47 APPENDIX benefits become effective at the expiration of thirty days from the date of collecting the increased dues. Section 14. Benefits shall be paid as promptly as possible after the required proofs of claims, but the directors shall have power to stop or withhold benefits in the cases of members who are able to work or are otherwise found to be imposing on the association. Section 15. Members desiring to leave the county while drawing disability benefits, must arrange satisfactorily with the directors for further and sufficient proof of disablement, or surrender all rights to further benefits. Section 16. The fact that a member drawing disability benefits, frequents saloons or engages in any work either personal or other- wise, shall be evidence of his ability to work, and benefits shall cease, unless sufficient excuse is furnished satisfactory to the physician and directors. Section 17. No benefits shall be paid for disability resulting from ailments existing prior to joining the association, unless specifically accepted by the directors at time of joining. Section 18. Disability arising through intoxication, immorality, or wilful misconduct, shall not be subject to disability benefits except by the consent of the directors. Section 19. Disability benefits shall begin on the fourth day but not earlier than the day on which the secretary receives notice of disability, except by consent of the directors. In as much as the first great care is to keep members well, it is the duty of each member to notify the secretary immediately of any threatened disability of his or herself or any other member. Section 20. Should a member be discharged by the company while drawing disability benefits, he shall not forfeit his rights to such benefits unless the directors learn that the discharge was for mis- conduct, when the benefits shall cease not later than the expiration of one month from his discharge, subject to the judgment of the directors. Section 21. A member having been reinstated after suspension or expulsion, cannot participate in benefits until three months after reinstatement, except by consent of directors. Section 22. Any conscientious efforts on the part of disabled members to return to work, which may actually result in relapse, causing two or more short periods of disability instead of one longer one, shall not deprive them of the benefits they would have received, BY-LAWS DODGE RELIEF ASSOCIATION 471 had they remained away from work. They shall not however, be paid benefits for the days on which they work, Section 23. Convalescent members able to work part time, may receive partial benefits in keeping with the facts at the discretion of the directors. Section 24. Benefits are meant for the relief of members and their families and cannot be paid to loan sharks or anyone holding unjust or usurious claims against members or their families or to pay gambling debts. ARTICLE IX PERIODS OF BENEFITS Section I. Temporary disability benefits shall be payable for a period not to exceed thirteen weeks for any one disability, nor more than twenty-six weeks in any one calendar year. Section 2. In computing these benefits, Sundays shall not count. Section 3. A member must remain at work at least four weeks after receiving a full term benefit of thirteen weeks, before he is eligible for another temporary disability benefit for sickness. Section 4. Only one benefit, not to exceed thirteen weeks, shall be paid for one disability or for any one chronic disease or recurring disability. Section 5. Disability beginning less than four weeks after a previous disability shall be considered as part of the former disability unless there is positive evidence to the contrary. ARTICLE X DISSOLUTION Section I. This association shall not be dissolved as long as ten members in good standing desire to continue it, but its by-laws or method of doing business may be altered at the will of the association. Section 2. In case of dissolution, the funds, except as provided in section 3 of this article, shall either be turned over to a succeeding organization, or divided among the members who have been in good standing for at least six months prior to dissolution, pro rata accord- ing to the number of months each has been in good standing since joining, or turned over to some charitable enterprise. Section 3. Any property or money loaned or donated by the Dodge Manufacturing Company or its subsidiaries, or donations received with specific stipulations, shall not be divided among mem- bers but shall be disposed of as may be determined by the donors. 47 2 APPENDIX ARTICLE XI Section i. At all meetings of the association the following order of business shall be observed, except that by unanimous consent of those present it may be changed: Reading and approval of minutes Report of secretary Report of treasurer Report of auditing committee Report of actuary Reports of committees Communications, correspondence and bills Unfinished business New business Section 2. Each member of the association shall be furnished a copy of these by-laws. Section 3. Cushing's Manual shall be followed in all rules of order not covered in these by-laws. Section 4. These by-laws may be amended at any meeting of the association, provided the proposed amendments are posted at least two weeks before action is taken. All by-laws or amendments to be effective immediately after passage, unless otherwise provided. SPECIAL MEMBERSHIP Those who for at least 30 days prior to the time of adopting these by-laws are members of the existing Dodge Manufacturing Company Mutual Relief Association, in either class "A" or "B" are not compelled to change to the new forms of membership, but under the title of "Special Members" may continue to pay the same dues as formerly and receive the same benefits as before. No addi- tional members will be taken under this provision. Dues are collected through the paymasters; thus the association has no expensive system for collecting dues. No salaries are paid the officers and all the money goes for the benefit of members. Hence the liberal benefits when compared with insurance companies paying 25 per cent commission for selling and 25 per cent for expenses, leaving only half their receipts for benefits. Don't take chances with your health any more than you would in accident prevention. Caution the other fellow if he is careless. APPENDIX G BY-LAWS AND FORMS, CHENEY BROTHERS BENEFIT ASSOCIATION AND PENSION REGULATIONS 1 CONSTITUTION ARTICLE I NAME Section i. This association shall be known as the Benefit Associa- tion of Cheney Brothers. ARTICLE II OBJECTS Section I. The objects of this association are to provide its members with a certain income when sick or when disabled by accident; to provide for families or beneficiaries of members a definite sum in the event of death; and to maintain a fund to be used to aid in the support of members in their old age and in certain contingencies of family life. ARTICLE III MEMBERSHIP Section I. Membership in the association shall be limited to the employees of Cheney Brothers and of any company owned, operated, or controlled by Cheney Brothers. Section 2. Eligibility to vote on any matters arising under this constitution or the by-laws of the association shall be limited to members subject to a liability for contributions. ARTICLE IV ORGANIZATION Section i. This constitution having been accepted by Cheney Brothers and by applicants for membership, in accordance with the See Chapter XXV. 473 474 APPENDIX original proposal of Cheney Brothers to the applicants for member- ship, is a binding contract upon Cheney Brothers and upon the members of the association, according to the terms- herein contained subject to the limitations of article VII. ARTICLE V ADMINISTRATION Section i. The officers of the association shall be a president, a vice-president, a treasurer, a superintendent, an assistant superin- tendent, a medical director, and a board consisting of eleven trustees, to be known as the board of trustees. Section 2. The president and vice-president shall be selected by the board from among its own members on the nomination of the trustees representing the members. The treasurer of Cheney Brothers shall be the treasurer of the association and shall also be ex officio a member of the board of trustees. The superintendent, assistant superintendent, and medical director shall be appointed by the board of trustees on the nomination of the trustees representing the com- pany. The superintendent shall be ex officio the secretary of the board of trustees and of the association. The members of the associa- tion shall appoint annually one trustee in the method prescribed in the by-laws, and the directors of Cheney Brothers shall also appoint annually one member of the board of trustees. The officers shall hold office during the pleasure of the board. All trustees shall serve for five years and until their successors are selected and qualified. A vacancy caused by the death or resignation of a trustee representing the members shall be filled by the trustees representing the members. A vacancy caused by the death or resignation of a trustee representing Cheney Brothers shall be filled by the directors of Cheney Brothers. Six trustees shall constitute a quorum for the transaction of business. Section 3. The board of trustees shall annually at their regular meeting in April, organize by the election of a president, a vice- president, a superintendent, an assistant superintendent, a medical director, an operating committee, a finance committee, and an auditing committee. The operating committee shall consist of three members, one to be chosen by the trustees representing the company; one to be chosen by the trustees representing the members; and the third shall be the superintendent. The finance committee shall consist of three members, one of whom shall be the treasurer of the association; one shall be chosen by the trustees representing the company from BENEFIT ASSOCIATION CHENEY BROTHERS 475 the trustees representing the members; and the third shall be chosen by the board on the nomination of the trustees representing the mem- bers. The auditing committee shall consist of two persons, not trustees, one of whom shall be chosen by the trustees representing the members and the other shall be chosen by the directors of Cheney Brothers. ARTICLE VI DUTIES OF OFFICERS AND COMMITTEES Section I. The president shall preside at all meetings of the association and of the board of trustees. He shall enforce all the rules of the association and perform such other duties as may be required by the board of trustees. Section 2. The vice-president shall perform the duties of the president in the absence of the latter. Section 3. The treasurer shall receive and hold the current funds of the association, depositing the same at his discretion with Cheney Brothers to the credit of the association ; or in bank or banks approved by the finance committee. He shall deposit the surplus funds and securities of the association in a bank or safe deposit company approved by the finance committee, under such restrictions as to access to the same as the board of trustees may from time to time establish. He shall disburse money for the payments of claims or the investigation thereof only upon the order of the operating committee, and for other accounts or investments only upon the order of the finance committee, except as provided in section 7 of this article. In case of the absence of the treasurer, or when he is unable to act, either the president or vice-president of Cheney Brothers may perform all of his duties and act in his place and stead. Section 4. The superintendent shall keep and preserve all records of the association and of the board of trustees; keep the accounts of the association, under the direction of the treasurer, and shall perform such other duties as may be required of him by the operating and finance committees. He shall examine and subject to the approval of the operating committee accept or reject all applications for membership. He shall make a quarterly report to the board of trustees of the activities of the association and such other reports as the trustees may from time to time require. He shall also, keep a detailed record of all payments for compensation under paragraph 476 APPENDIX (e) of section I of article VII, and of all receipts from Cheney Brothers on account thereof. Section 5. The assistant superintendent shall perform the duties of the superintendent in the absence of the latter, and such other duties as may be required of him by the operating committee, or the board of trustees. Section 6. The medical director shall make a physical examina- tion of applicants for membership, if required by the superintendent. He shall supervise the care and treatment of all persons injured in the service of the company, and shall make reports to the operating committee from time to time of the condition of such injured persons, and perform such other duties as may be required of him by the operating committee, or the board of trustees. Section 7. The operating committee, shall approve all claims before they are passed to the treasurer for payment and the treasurer shall pay no claims without the approval of the committee, except when directed by a vote of two-thirds of the board of trustees. This committee shall appoint and fix the remuneration of all visiting committees, employ inspectors and take whatever steps may be neces- sary to fully investigate the validity of claims against the association. It shall supervise the collection of all contributions not taken out of the wages of members and the receipting therefor; shall approve disbursements of every kind before they are paid by the treasurer; and may also investigate and recommend precautions to be taken in every department of the company to prevent accidents and illness. In the case of payments which are to be made by Cheney Brothers the committee shall examine and approve the accounts and claims and transmit them to the auditing department of Cheney Brothers for audit and payment. The committee shall perform such other duties as may be assigned to it from time to time by the board of trustees. In case of the absence of a member of the operating committee, or when he is unable to act, any trustee representing the same interest as the absent or incapacitated member may act in his place and stead. Section 8. The finance committee of the association shall invest the funds of the association in accordance with the laws of the state of Connecticut governing the investments of life insurance companies, and shall make a report of such funds and investments to the trus- tees at each regular meeting of the board. At the end of every third fiscal year the committee shall estimate the amount of contribu- BENEFIT ASSOCIATION CHENEY BROTHERS 477 tions to be required of the members for the following period of three fiscal years and shall report the same to the board of trustees for approval. The committee shall also recommend to the board of trustees from time to time such changes in the scale of benefits to be paid by the association as to the committee shall seem proper. Section 9. The auditing committee shall before each annual meet- ing of the board of trustees audit the books, accounts, and vouchers of the treasurer and superintendent and shall certify audit to the board of trustees. This committee may, with the approval of the board of trustees, employ expert assistants. Section 10. The board of trustees shall, at the end of each fiscal year, make a report to the members of the business and financial transactions of the association; and shall have the general control and management of the affairs of the association. ARTICLE VII CONTRACT WITH CHENEY BROTHERS Section i. Cheney Brothers and the association having joined in the furtherance of the objects set forth in article II of this constitution for the good which will accrue to both ; Cheney Brothers (having been duly authorized thereunto by the vote of the stock- holders and directors to enter into the agreement in this article contained), upon the formation of this association and the adoption of this constitution and the by-laws of the association herein referred to, hereby agree to and with the association as follows: (a) To take charge of such funds and securities of the associa- tion as may be entrusted to it by the treasurer and to be responsible for their safe-keeping. (b) To guarantee the payment of all sick and accident benefits and death claims approved in accordance with this constitution and the by-laws of the association, provided that any payments made by Cheney Brothers to make up for any deficiency in the funds of the association during a period of thrte*fiscal years shall be repaid to the company out of any surplus funds which shall be accumulated during the same three-year period. (c) To pay in each fiscal year in monthly instalments into the Employees', Benefit Fund an amount equal to 25 per cent of the sum of all of the contributions made by members during such fiscal year. (d) To supply the necessary facilities and room for conducting APPENDIX the business of the association and to pay the operating expenses, including the salaries of officers and assistants. (e) To pay to all employees such compensation for personal injury arising out of and received in the course of employment, or on account of death resulting from an injury so sustained, and provide such medical, surgical, and hospital service and burial ex- penses, as may be required by law. (f) To pay accident benefits as provided in the by-laws to full and limited members during such portion of any terms of total and continuous incapacity to perform work of any character for which compensation is not payable by law, provided that such incapacity results from bodily injuries affected through external, violent, and accidental means independently of all other causes and sustained while performing duty in the service of the company and not due to the member's own wilful or gross carelessness or intoxication or to disobedience of rules reasonably designed for the protection of employees. (g) Provided, however, that Cheney Brothers shall have the right and power to appoint and remove all employees of the association whose appointment is not specially provided for in the constitution of the association. And provided further that the enactment of legislation which will materially alter the laws which now regulate the relations between Cheney Brothers and their employees, or which shall establish a scheme of compulsory compensation to employees, shall give to Cheney Brothers the right forthwith to terminate this contract. And provided further that all moneys paid to a member of the association for benefits for personal injuries sustained by an employee, arising out of or in the course of employment, or to beneficiaries for death resulting from injuries so sustained, in ac- cordance with the laws governing the compensation of such injuries, of any state, or amendments thereto, shall be taken to be, to the extent thereof, in lieu of the benefits provided by this constitution, and shall be deducted from the benefits payable to such member or beneficiaries under the provisions of this constitution and the by-laws of the association. The acceptance by Cheney Brothers of the obligations imposed by the aforesaid acts and of any amendments thereto shall not affect the right of Cheney Brothers to terminate this contract as provided in this paragraph, but such right may be exercised at any time hereafter or upon any amendment to the aforesaid acts. BENEFIT ASSOCIATION CHENEY BROTHERS 479 ARTICLE VIII ELIGIBILITY TO BENEFITS AND LIABILITY FOR CONTRIBUTIONS Section i. Every person under contract of service or hire, written or spoken with Cheney Brothers, or with any company owned, operated or controlled by Cheney Brothers, becomes by reason of entering such service, and during such extent of his term of service as he is eligible to legal compensation for any class of personal disabilities, a member of the benefit association and is entitled to whatever benefits the law provides, subject to such restrictions as may govern by law the relations of employer and employee. Section 2. Any member of the benefit association may decline to become eligible, in whole or in part, for any benefits which require a contribution by him, unless such contribution is established by law. Section 3. The benefit association may decline because of physical defects to accept a liability to any member for any benefits in whole or in part except such as are established by law and may regulate the voluntary contributions in proportion to the liability accepted. Nothing herein contained shall give the association, except as pro- vided in article VII, during the continuance of contributions of any member, the right to withdraw from a liability to him as a full or limited member which it has once accepted without his consent, unless such acceptance was induced by fraudulent or untrue state- ments or by concealing any facts as to the existence of physical defects. Section 4. Eligibility to any benefits over and above those estab- lished by law shall be based upon this constitution and the by-laws of the association and the issuing of a certificate of full or limited membership. Such certificate shall be in such form as the operating committee, from time to time, shall prescribe with the approval of the board of trustees. ARTICLE IX DEFINITIONS Section I. The terms "Cheney Brothers" or "The Company" as used in this constitution or the by-laws of the association shall include any company owned, operated, or controlled by Cheney Brothers. Masculine terms include males, females, and legal per- sons. "Employee" shall be taken to mean any person who has entered into or works under any contract of service or hire, for pay, written or spoken, with the company. APPENDIX ARTICLE X AMENDMENTS Section I. The board of trustees may propose amendments to the constitution. Such amendments shall not become effective until they shall have been accepted by the board of directors of Cheney Brothers and approved by a majority of the members of the associa- tion, who are eligible to vote under article III. NOTICE OF MEMBERSHIP South Manchester, Conn., M ............................. . .......................... You are hereby notified that from the date of your entering the employment of Cheney Brothers you have been enrolled as a statutory member of the Benefit Association of Cheney Brothers and are thereby eligible to any compensation provided by law. You are hereby further notified that you are eligible for full ................. limited ............. membership in class ......... of such association, entitled to the benefits thereof and subject to the conditions of the constitution and by-laws of the association, a copy of which is enclosed herewith. Unless written notice of your wish not to accept such membership is received before ............................................ you will be enrolled as a full .................. limited ................. member of class ................. dating from ................... , a full certificate of full ................ limited ........... membership will be issued to you and a deduction of ..................... ($) Dollars per week will be made from your wages thereafter. Signed : Superintendent Benefit Asso. Note: Forms for the rejection of membership may be obtained from the superintendent of the benefit association at the main office of Cheney Brothers. BENEFIT ASSOCIATION CHENEY BROTHERS TERMS OF MEMBERSHIP Membership is accepted by the person named in this certificate upon the following terms: (a) That he shall be bound by the constitution and by-laws of the association and by all amendments thereto, and all rules and regulations in force during the term of their membership. (b) That his habits of life are correct and temperate; that he is in sound condition, mentally and physically, except as set forth in the statement made by him to the superintendent or his agent. (Article VIII, section 13 of the by-laws.) (c) That unless a member shall otherwise designate in writing, with the approval of the superintendent of the association, the death benefits in excess of those required by law under article VII, and death benefits from sickness under articles V and VI of members whose membership commenced after September I, 1915, shall be paid to the dependents of the deceased, if any, in accordance to the relative degrees of their dependency existing at the time or times of payment, as determined by the trustees, whose decision shall be final as to all questions of dependency. That unless a member shall otherwise designate in writing with the approval of the superintendent of the association death benefits described in the above paragraph in case there are no dependents, and death benefits arising from sickness under articles V and VI on account of the death of members whose membership commenced prior to September I, 1915, shall be payable as follows and in the following order: (i) to the widow (husband), if surviving; or (2) if there be no widow (husband) to the surviving children and the children of any deceased child or children, the children of a deceased child to take the parent's share; or (3) if there shall be no child of said member, or child or children of a deceased child or children, to the surviving parents or parent; or (4) if there be no surviving parent, then to the next of kin, payment in behalf of such kin to be made to the executor or administrator; or (5) if there be no next of kin, or if claim shall not be made by the person or persons entitled thereto within two years from the date of the member's death, the amount of the death benefit shall be paid into and become a part of the reserve fund of the association. (Article VIII, section n of the by-laws.) (d) That if any statement made by the member to the superin- APPENDIX tendent or his agent shall be untrue or fraudulent or if he shall have concealed any facts or shall have resigned from or left volun- tarily or otherwise the service of Cheney Brothers or any company owned, operated, or controlled by it, all his rights and privileges to full or limited membership in the association and claims to benefits arising therefrom shall terminate, except his right to the amounts contributed to the annuities specified in article IX of the by-laws and except that the termination of employment shall not, in the absence of any other causes of termination of membership, deprive him of benefits to which he may be entitled by reason of disability beginning and reported before and continuing after the termination of employment. (Article I, section 6. article VIII, section 13 of the by-laws.) (e) That Cheney Brothers by its proper agent may during the continuance of his membership apply as a voluntary contribution from any wages earned by him in their employment such contributions as the trustees may establish for the purpose of securing the benefits provided in the by-laws for a member of this association. (Article III, section 2 of the by-laws.) FORM OF CERTIFICATE OF MEMBERSHIP No Date THIS CERTIFIES that of in the state of Connecticut, is a (full) (limited) member of the Benefit Association of Cheney Brothers, entitled to the benefits and privileges of membership and subject to the obligations thereof in accordance with the constitution and by-laws of the association and the conditions on the reverse side of this certificate. Membership shall be in effect from the day of 19 Signed by Superintendent of the Benefit Association of Cheney Brothers. BENEFIT ASSOCIATION CHENEY BROTHERS 4^3 BY-LAWS ARTICLE I MEMBERSHIP ELIGIBILITY Section i. The membership of the association shall be composed of full, limited, and statutory members. (a) Every person not over forty-five years of age, in the employ of the company, shall be eligible for full membership, subject to the approval of the operating committee. Full members are eligible to statutory, accident, sick, annuity, and death benefits, as prescribed by these by-laws. (b) Any person in the employ of the company, over forty-five years of age, or any employee not eligible to full membership, may be eligible to limited membership subject to the approval of the operating committee. Limited members are eligible to statutory, accident, and sick benefits only, as provided by these by-laws. (c) Every person under any contract of service or hire, written or spoken with the company shall be a statutory member during such part of his term of service as he is not enrolled as a full or limited member, and is eligible to legal compensation for any class of disabilities. Statutory members shall be entitled to only such benefits or compensation as is established by law, and shall be subject to no contributions except such as may be prescribed by law. Section 2. The operating committee may reject any employee of the company for full or limited membership because of physical defects; but any person rejected for full membership may, with the approval of the operating committee, be accepted as a limited member, provided he will agree to waive his right to benefits because of disability due to the specific physical defects which would otherwise operate to exclude him. Section 3. Any employee may decline to accept, or having ac- cepted, to continue in any class of membership. Section 4. Within two weeks -of the date on which a person enters the employ of the company, the operating committee will notify him, if eligible, of the grade and class of membership other than statutory which will afford the greatest amount of benefits to which the person is eligible and acceptable. If written notice of declination to accept such membership is not received within two weeks from the date of the notice, the person will thereupon be enrolled as a full or limited member and will become subject to the APPENDIX contributions fixed for the grade and class of membership to which he is assigned, unless he shall request an earlier enrolment. Section 5. A physical examination by the medical director may be required of any person before he is accepted for full or limited membership, if deemed necessary by the superintendent. Section 6. When a member shall leave the service of Cheney Brothers, voluntarily or otherwise, his membership in the association shall end on the hour of the termination of his employment, and he shall not thereafter be entitled to any benefits except because of disability beginning and reported theretofore, and continuing there- after without interruption, and for his contribution towards purchase of an annuity as specified in article IX of these by-laws. ARTICLE II CLASSIFICATION OF MEMBERSHIP Section i. Members shall be divided into five classes, according to average weekly wages, reduced to a fifty-hour week basis. The classes shall be as follows: Class A. Members receiving not more than $7.50 weekly. Class B. Members receiving more than $7.50 and not more than $12.50 weekly. Class C. Members receiving more than $12.50 and not more than $17.50 weekly. Class D. Members receiving more than $17.50 and not more than $22.50 weekly. Class E. Members receiving more than $22.50 weekly. Section 2. Applicants for membership, already in the service of the company, shall be assigned by the superintendent to the class which includes their average weekly wages for the last completed pay period of thirteen weeks. Those who shall have been employed less than thirteen weeks shall be assigned to the class which includes the average weekly wages for the weeks actually employed. All averages of weekly wages shall be ascertained by dividing the amount received by the hours worked and multiplying the quotient by fifty. Section 3. A new employee applying for membership, if engaged at a specified wage, shall be assigned to the class which includes his wage; otherwise he shall be assigned to class A; but any such new employee may be assigned to any higher class which he may select with the approval of the superintendent. BENEFIT ASSOCIATION CHENEY BROTHERS 4^5 Section 4. A reclassification of members shall be made annually by the superintendent. Members, whose average wages shall have increased or decreased beyond the limits of the class to which they were assigned, shall be re-assigned to a higher or lower class to correspond to their wage earnings; provided, that the superintendent may at his discretion upon request of a member assign any member to the next higher or lower class. ARTICLE III CONTRIBUTIONS BY MEMBERS Section I. The word "contribution" as used in these by-laws shall mean such designated portion of the wages payable by the company to the association on order of the employee as the board of trustees shall have fixed for the purpose of securing to him the benefits of the association, or such cash payments as it may be neces- sary for a member to make for this purpose. Section 2. Contributions shall be payable monthly in advance and shall be deducted from the wages of the members on the first regular pay-day of each month. If sufficient wages to cover the monthly contribution shall not have been earned in any month by a member, he shall pay in cash the amount of the contribution, or that proportion not covered by his earned wages. The weekly pay cards issued by Cheney Brothers may contain an authorization to Cheney Brothers, by its proper agents, to apply from any wages earned in their employ such amounts as the board of trustees may fix under sections I and 4 of this article. No member over one month in arrears shall receive any benefit for any accident which shall be sustained, or for any sickness which shall have commenced, or death resulting therefrom, during the time in which he was in arrears; nor thereafter until he shall have resumed full payment of his contributions. Section 3. If by reason of error the contribution of a member for any amount shall not be deducted from his wages, such error shall not debar him or his beneficiary from benefits to which they would otherwise be entitled, and the error shall be corrected and deduction made on the next pay-day from the wages earned by such member. Section 4. Contributions of members shall be such amounts as the board of trustees may from time to time determine, not exceeding, however, 3 per cent of the mean wage of the class to which the 486 APPENDIX member belongs. Until changed by the board of trustees, such contributions shall be i l / 2 per cent of the class to which the member belongs for full members, and I per cent of such mean wage for limited members. Section 5. Any member who shall be temporarily relieved from service for a period not exceeding ninety days may retain his membership by paying monthly in advance the same contribution as was made by him in the two months before he is so relieved from service. Section 6. Any member who shall leave the service during a month for which he shall have paid contributions shall receive back an amount equal to that proportion of the month's time for which he will be off the company's pay-roll ; but he shall receive no further amount, except his interest in an annuity, as hereinafter pro- vided. Section 7. Contributions shall be made during disability from sickness or accident and shall be deducted from any amounts payable for benefits or death claims. ARTICLE IV FUNDS AND ACCOUNTS Section i. The contributions of members shall be credited to each member's personal account and deposited in a fund to be known as the "Benefit Fund." The company's annual contribution of 25 per cent of the amount contributed by the members shall also be deposited in this fund. The benefit fund shall be used only for the payment to members of sick benefits and death claims resulting from disease, and for benefits for an injury other than the results of an accident in the company's service, as specified in article VII, section 2, of these by-laws. The amount remaining in the benefit fund at the end of each fiscal year, less the amount which will be required to liquidate claims in process of adjustment, shall be trans- ferred to a fund to be known as the "Reserve Fund/' Section 2. The reserve fund shall be used only for the payment of annuities to members and the payment of withdrawals as herein- after provided, but the company may be reimbursed out of this fund at the end of any three-year period for moneys which it shall have paid during the same three-year period (in accordance with provision (b) of the contract between the company and the association set forth in article VII of the constitution), but not to a greater extent BENEFIT ASSOCIATION CHENEY BROTHERS than the surpluses accruing in the benefit fund during the whole of that three-year period. ARTICLE V SICK BENEFITS AND DEATH CLAIMS RESULTING FROM SICKNESS Section i. Benefits for sickness caused by diseases to which both sexes are not liable shall not be paid for the first six working days of disability, nor for Sundays.' Benefits for sickness caused by diseases other than those stated above shall not be paid for the first three working days of disability, nor for Sundays. In all cases of sickness the operating committee may refuse to allow benefits until the expiration of a full working day after the receipt of a notice of disability. The operating committee may also refuse to pay sick benefits for disabilities resulting from any illness which has not required the attendance or examination of a registered physician. Section 2. Payments of one-half of the mean weekly wage of the class to which the member is contributing for the first fifty-two weeks of allowed disability and one-fourth of such mean weekly wage for the second fifty-two weeks of such disability (in accordance with the schedule attached to this article), shall be made monthly to a member while disabled by sickness or by an injury other than the result of an accident in the company's service, as specified in article VII of these by-laws. Nothing herein contained shall prevent the payment by the com- pany upon the application of the member of a retiring pension in lieu of all benefit association benefits, except such as are provided for in article VI, section I of the by-laws. Section 3. A relapse, if due either in whole or in part to the disease or injury which caused the original disability, shall con- stitute a part of such disability in the computation of the term for which benefits shall be paid, as specified in section 2 of this article. Section 4. Benefits for disability due to pregnancy shall not exceed $50. Such benefits shall be in lieu of all other benefits for disability preceding directly or indirectly from this cause, and shall only be payable upon compliance with the following conditions: (a) After the birth of a legitimate child or children to a lawfully 488 APPENDIX married woman, after completion of not less than six months of pregnancy. (b) The woman must have been a member of the Benefit Associa- tion of Cheney. Brothers for at least twelve months immediately preceding confinement. (c) The total absence from service shall not be less than fourteen weeks, of which at least eight weeks shall have been previous to confinement, except in premature cases where the doctor shall certify to such fact. (d) The member shall have been attended by a registered physi- cian during confinement. Section 5. In case of death due to sickness or to an injury other than by an accident in the company's service (as specified in article VII of these by-laws), an amount equal to one-half of one year's mean wages of the class to which the member was contributing shall be paid in monthly instalments during one year after such death to the beneficiary or beneficiaries of the deceased member. The operating committee may anticipate the payment of any one or more of such monthly instalments. Section 6. SCHEDULE OF SICK AND DEATH BENEFITS Class Class Class Class Class A B C D E Those receiving i r more than .. $ 7.50 $12.50 $17-50 $22.50 weekly \ w not more than . . $7-50 12.50 17-50 22.50, Mean Waere of Class . ^ oo IO OO I ^ OO 20 oo 24. OO Benefit per j r ist 52 weeks 2.50 5.00 7.50 IO.OO 12.00 week 1 o 26. 52 weeks 1.25 2.50 3.75 5.00 6.00 Death Claims 130 oo 260 oo 3QO OO 520 oo 624 oo i % of mean Weekly Contribution wage full members . . . i% limited 0.07! 0.15 0.22| 0.30 o'.37 members . . . 05 .10 15 .20 .25 Limited membership does not purchase death claim or annuity. BENEFIT ASSOCIATION CHENEY BROTHERS 4 8 9 ARTICLE VI DEATH BENEFITS CONTINUED AFTER LEAVING THE ACTIVE SERVICE AND ADDITIONAL DEATH BENEFITS Section i. Members retiring from active service on a pension or annuity, but performing some service for the company suited to their capacity, may retain a death benefit not exceeding that of class A, $130. In order to retain such death benefit they shall contribute 25 cents per month for each $100 of death benefits. Their contributions shall be deducted from their pension or annuity and credited to the association. Section 2. Upon passing a satisfactory medical examination fall members not over fifty years of age may acquire additional death benefits of not to exceed twice the amount of the death benefit of the class to which they are contributing. Section 3. The rate per month of contributions for death benefits, additional to the death benefit of the member's class, shall be determined by the age of the member at the time of taking the additional death benefit, as follows: For each $100 of additional death benefit for a member not over forty years of age, 12^ cents monthly; over forty and not over fifty years of age, 17 cents monthly. If a member, having additional death benefit, shall increase the amount when his age requires a higher rate than he before con- tributed, the higher rate shall apply only to the increase. ARTICLE VII ACCIDENT BENEFITS AND DEATH CLAIMS RESULTING FROM ACCIDENTS OTHER THAN THOSE REQUIRED BY LAW Section i. Accident benefits other than those required by law are payable to full and limited members only, and when allowed shall date from the hour when the injured person was examined by the medical or assistant medical examiner and his injury approved as constituting a disability under sections 2 and 3 of this article. Section 2. In order to entitle a member or his beneficiaries to accident benefits other than those required by law the injury must be reported to the foreman of the department in which the member was engaged within twenty-four hours after the injury was sus- tained, not including Sundays or legal holidays. It must be shown that incapacity or death resulted from bodily injuries affected through external, violent, and accidental means independently of all other causes and that such injuries or death were sustained during the 49 APPENDIX performance of duty in the service of the company or while volun- tarily protecting the company's property or interests. Accident bene- fits under this article will be paid for the results of frostbite or sunstroke but not for any injury, disability, or death due to the member's own wilful or gross carelessness or intoxication or to the disobedience of rules reasonably designed for the protection of em- ployees, or from or while violating law or for injuries or death intentionally self-inflicted. Benefits for accidental injuries excluded under this section and not required by law may be paid as sick benefits or death by disease under article V and article VIII, section 7 of the by-laws; but the operating committee may make exceptions in any case where the rules herein set forth would be obviously unjust. Section 3. Where an accidental bodily injury for which benefits shall be payable under this article shall wholly disable and prevent a member from performing work of any character, a monthly pay- ment of an amount equal to one-half of his average weekly wages, as defined in article XI, shall be made for such part of the period of total disability as compensation shall not be payable by law. If the disability aforesaid shall be continuous and permanent and finally result in death within six years, the monthly benefits, provided for in this section shall be paid to the member while he shall survive and for the remainder of the six years to his beneficiary or benefi- ciaries. Section 4. In all cases of accidental injuries covered by this article surgical and medical attendance, and hospital treatment when necessary, in addition to those required by law, will be provided under the direction of the medical director during the entire period of disability. Section 5. To all claims for accident benefits and death claims resulting from accidental injuries under this article an additional allowance shall be made the member or the beneficiary or benefi- ciaries, as the case may be, of I per cent of the average weekly wages; (as ascertained in article XI), for each year of the member's service over five years; and in the case of married members sup- porting their families, an additional allowance of 5 per cent shall be made for each child under sixteen years of age who is dependent upon the member for support; provided, however, that in no case shall the benefits paid be increased by more than 25 per cent of the average wage of the injured member. BENEFIT ASSOCIATION CHENEY BROTHERS 49* Section 6. In the case of a death resulting solely from an accidental injury covered by this article an additional benefit will be paid to cover funeral expenses but not to exceed $100. ARTICLE VIII REGULATIONS GOVERNING SICK AND ACCIDENT BENE- FITS AND DEATH CLAIMS Section i. If the death of a member shall result from suicide, whether sane or insane, before the end of the first year of member- ship, the beneficiary or beneficiaries shall be entitled to receive, as a benefit for such death, only 20 per cent of the member's actual contributions to the funds of the association. Section 2. Every disability or death shall be classed as due to either sickness, which includes injuries other than those received in the course of employment as determined by articles V and VI, or as due to accidents as determined by article VII and the com- pensation laws of the State of Connecticut. No member shall receive at the same time benefits for both sickness and accidents, as defined by said articles and laws, except that a member who is receiving legal compensation for permanent partial disability or dismember- ment, may, after the resumption of work, become eligible for sick benefits while still receiving compensation. Section 3. Benefits will not be paid for sickness which is caused or increased in whole or in part by sexual immorality, intoxication, or the use of intoxicating liquors or narcotics, or from or while violating the law; nor shall any benefits be paid in the case of death at the hands of justice or on account of death due to any of the causes enumerated in this section, except by vote of the trustees. Section 4. A member will not be entitled to any benefits during the time for which he is paid wages by the company, except benefits for partial incapacity after the resumption of work, as provided by law. Section 5. A member who shall decline to submit to examination by the medical director or nurse of the association or by the visiting committee, or who shall intentionally deceive such medical director, nurse, or visiting committee, or absent himself from his usual place of residence without the permission of the superintendent, shall not be entitled to either sick or accident benefits, or death claims. Section 6. The operating committee of the association shall decide all claims for benefits against the association or against Cheney 49 2 APPENDIX Brothers, and their decision, subject to approval or revision upon an appeal to the board of trustees of the association, shall be final and conclusive upon all interests concerned. Section 7. A disability or death resulting from a slight wound, infection, or injury not immediately disabling, and not reported within twenty- four hours after the injury was sustained, not including Sundays or legal holidays, may, in the discretion of the operating committee, be classed as due to disease and considered as a claim for sick benefits or death resulting from disease under article V of the by-laws, unless otherwise required by law. Section 8. No assignments of benefits or death claims and no changes of beneficiary can be made without the written consent of the superintendent of the association. If any member or beneficiary shall cause an attachment or other legal process to be served upon the officers of the association, all benefits then due or which would thereafter otherwise become due and payable to such member or to his beneficiaries except the compensation required by law shall be paid into and become a part of the reserve fund of the association. Section 9. In case of injury in the service of the company the medical director may employ such medical assistance in consultation as he deems necessary, or the injured person with the consent of either the medical director or the superintendent, may call in con- sultation additional medical assistance. Section 10. In case any employee or his beneficiaries or de- pendents shall be entitled by the laws of Connecticut to any com- pensation for injuries received during the course of employment, and arising out of employment, greater than that herein provided, the amount paid to the employee, beneficiary, or dependent shall be that prescribed by such law. Section n. Unless a member shall otherwise designate in writing with the approval of the superintendent of the association, death benefits in excess of those required by law under article VII, and death benefits from sickness under articles V and VI of members whose membership commenced after September I, 1915, shall be paid to the dependents of the deceased, if any, in accordance to the relative degrees of their dependency existing at the time or times of payment, as determined by the trustees, whose decision shall be final as to all questions of dependency. Unless a member shall otherwise designate in writing with the approval of the superintendent of the association death benefits de- BENEFIT ASSOCIATION CHENEY BROTHERS 493 scribed in the above paragraph in case there are no dependents, and death benefits arising from sickness under articles V and VI on account of the death of members whose membership commenced prior to September I, 1915, shall be payable as follows and in the following order: (i) to the widow (husband) if surviving; or (2) if there be no widow (husband) to the surviving children and the children of any deceased child or children, the children of a deceased child to take the parent's share; or (3) if there shall be no child of said member, or child or children of a deceased child or children, to the surviving parents or parent; or (4) if there be no surviving parent, then to the next of kin, payment in behalf of such kin to be made to the executor or administrator; or (5) if there be no next of kin, or if claim shall not be made by the person or persons entitled thereto within two years from the date of the member's death, the amount of the death benefit shall be paid into and become a part of the reserve fund of the association. Section 12. The decision of the board of trustees shall be final and conclusive in any controversy with the association of whatsoever nature, or for or in relation to any claim for sick or accident benefits and annuities or for death benefits. Section 13. Any employee when accepting full or limited mem- bership may be required by the superintendent to make a written or oral statement as to whether his habits of life are correct and temperate and as to whether he is in sound condition mentally and physically, and if any statement so made shall prove to be untrue or fraudulent or if such statement shall have concealed any pertinent facts, the rights and privileges of full or limited membership herein shall be thereby terminated and forfeited. ARTICLE IX ANNUITIES Section i. The term "annuity" as used herein shall mean a pay- ment to be made out of the reserve fund to a member, who shall be retired from active service by reason of age or physical condition under regulations adopted by the association. Such payment shall commence on the first day of the month next following retirement, and shall be continued thereafter until the death of the member. Section 2. The amount of the annuity to be paid to a member shall be fixed at the time of his retirement and based upon actuarial computations adopted by the board of trustees. 494 APPENDIX Section 3. No member shall be entitled to receive an annuity for any period during which he shall receive wages from the com- pany, and the acceptance of an annuity shall release and discharge the association from any obligation to pay any disability or death benefits thereafter except as provided in article VI, section I, of these by-laws, or as are required by law. Section 4. Annuities shall be paid to members as follows: (a) To men over seventy years of age and women over sixty years of age, who shall have been contributors to the fund for ten years and who shall be retired from active service with the company. (b) To men over sixty-five years of age and women over fifty-five years of age, who shall have been contributors to the fund for fifteen years and who shall be retired from active service with the company because of incapacity of further work. (c) To men or women of any age who shall have been con- tributors to the fund for twenty years and who shall have become permanently incapacitated for further work in the service of the company. Section 5. A member who shall have contributed to the fund for one completed fiscal year or more and who wishes to withdraw may recover, without interest, one year after the termination of his membership that proportion of his contributions which the transfers to the reserve fund of the contributions of members during the years of his membership (less any deficiency payments reimbursed to Cheney Brothers) bear to the total contributions of all members to the benefit fund for the same time. But female members, at the time of marriage, whether leaving the employment of the company or not, may at their option receive, upon presentation of marriage certificate, the amount ascertained as aforesaid with interest at 4 per cent compounded annually. Section 6. If a member shall die before receiving an annuity to which he has become entitled, there shall be paid to his beneficiary the amount payable in the case of a withdrawal from membership' ascertained as provided in sections 4 and 5, but with interest at four per cent compounded annually. Section 7. An annuity shall revert to and become a part of the reserve fund of the association if the member otherwise entitled thereto shall assign or attempt to assign or transfer such annuity without the written approval of the superintendent. BENEFIT ASSOCIATION CHENEY BROTHERS 495 ARTICLE X STATUTORY BENEFITS Section I. Statutory members shall receive the compensation established by and subject to the conditions of the compensation laws of the state of Connecticut. Full and limited members may receive in addition to said compensation, accident and death benefits as determined by articles VII and VIII of the by-laws. ARTICLE XI AVERAGE WAGES Section I. The average wages in all cases of compensation pay- able by law and of accident benefits under article VII, shall be ascertained by dividing the total wages received by the injured workman during the 180 calendar days immediately preceding that during which he was injured by the number of days he was regularly employed, provided in making such computation, absence for as many consecutive work hours as the workman was regularly employed in a working day shall be considered as absence for a work day, although not in the same calendar day and shall be deducted in determining the divisor above. ARTICLE XII FISCAL YEAR AND MEETINGS OF BOARD OF TRUSTEES Section I. The fiscal year of the association shall be the twelve months beginning April I, and ending March 31. Section 2. The board of trustees shall hold stated quarterly meetings at the office of Cheney Brothers in South Manchester, Connecticut, at 2 o'clock in the afternoon of the second Thursday (Friday if Thursday is a legal holiday) of April, July, October, and January. Section 3. The annual election of officers of the board of trustees shall be held at the April meeting, which shall be known as the annual meeting of the board of trustees. Section 4. Special meetings may be held at any time on the call of the president and treasurer or of any three trustees, provided three days' notice in writing is given by the secretary of the associa- tion of such meeting to every member of the board of trustees; or on shorter notice if all of the members of the board of trustees agree thereto. 496 APPENDIX ARTICLE XIII ELECTION OF TRUSTEES Section I. Not less than two weeks before the annual meeting of the board of trustees, the superintendent shall furnish every member of the association eligible to vote, with a blank form for the nomination of a trustee, as follows: BENEFIT ASSOCIATION OF CHENEY BROTHERS Ballot for Nomination of a Trustee I (name of member), a member of 'Class in the Department, do hereby nominate (name of nominee), as a Trustee of the Benefit Association of Cheney Brothers for the five year term from (date) to (date). Signed The term of (name), as a Trustee of the Benefit Association of Cheney Brothers, expires on (date). The blank nominating ballot, as specified in this section, shall be placed in the pay envelope of each full or limited member, or distributed in any other manner which the trustees may prescribe. These ballots shall be filled out by the members and collected and returned to the president of the association in such manner as the trustees may from time to time prescribe. Section 2. The trustees representing the members shall canvass the nominating vote and prepare a formal ballot containing the names of five nominees eligible to the office of trustee, which is to be vacated, from those who received the highest number of votes on the nominating ballot. Section 3. Not less than one week before the annual meeting of the board of trustees a formal vote for the election of a trustee to represent the members shall be taken on the ballots prescribed in section 2, above, which shall be collected in such manner as the trustees may from time to time direct, by tellers to be appointed by the trustees representing the members, and the person receiving the highest number of votes shall be declared elected a trustee. Trustees shall not vote on the election of a trustee except in cases of a tie vote. Section 4. Not more than two trustees shall be employed at the date of their election, in any one department. BENEFIT ASSOCIATION CHENEY BROTHERS 497 ARTICLE XIV AMENDMENTS TO THE BY-LAWS Section I. Amendments to the by-laws may be made with the approval of a majority of the trustees representing the company, and a majority of the trustees representing the members; provided that not less than one month shall have intervened between the presentation in writing to the board of trustees of a proposed amend- ment and its final passage. PENSION SYSTEM The following amendments to the regulations of the board of directors of Cheney Brothers were approved June 7, 1910. Their purpose is to systematize the present practice of the company as regards pensions, with a view to more clearly recognizing and reward- ing long, efficient, and loyal services. PENSION COMMITTEE 1. The pension system shall be in the charge of a pension com- mittee of three members to be appointed annually by the directors of Cheney Brothers at the first regular meeting, or subsequent meeting following the annual meeting of the stockholders. The pension committee shall serve, subject to removal by the board of directors, for one year or until their successors are appointed and installed. 2. Pensions may be granted by the pension committee in ac- cordance with the rules herein contained and under such rules and regulations as the committee may establish with the approval of the board of directors of Cheney Brothers. All new pensions, which shall be granted by the pension committee, shall be reported to the board of directors at the next regular meeting after such pensions shall have been granted. PENSIONERS 3. Pensions may be granted to retired employees of Cheney Brothers and of any company owned, operated, or controlled by it, in whatsoever capacity engaged in the following cases : (a) Any employee over fifty years of age, twenty-five or more years in the service, who has become totally incapacitated for further service in any employment; or any employees of as many years 49 8 APPENDIX of age less than fifty as they have given years of service in excess of twenty-five, if totally incapacitated for further service in any employment, may be granted a pension by the pension committee. (b) Any male employee from sixty-five to sixty-nine years of age inclusive, twenty-five or more years in the service, who has become incapacitated for work of a like character to his past trade or employment, may make application or be recommended for retire- ment; and the pension committee shall decide whether or not he shall be granted a pension or given employment of a different character; or parts of both. (c) All male employees who shall have been twenty-five or more years in service shall be retired on the first day of the calendar month following that in which they shall have attained the age of seventy, unless in any case the pension committee shall fix a later date for such retirement. To employees so retired pensions may be granted by the pension committee. (d) Any female employed, from fifty-five to fifty-nine years of age inclusive, twenty or more years in service, who has become incapacitated for work of a like character to her past trade or employment may make application or be recommended for retire- ment, and the pension committee shall decide whether or not she shall be granted a pension or given employment of a different character; or parts of both. (e) All female employees twenty or more years in the service shall be retired at the age of sixty on the first day of the calendar month following that in which they shall have attained such age, unless in any case the pension committee shall fix a later date for such retirement. To employees so retired pensions may be granted by the pension committee. (f) A physical examination by one or more physicians appointed by the pension committee may be required of any employee applying for a pension on the grounds of incapacity. (g) Male and female employees who shall occupy executive, ad- ministrative, or clerical positions shall be exempt from the maximum age limit. DEFINITIONS 4. The terms "service" and "in the service" shall apply to all employees of Cheney Brothers and of any company owned, operated, or controlled by it, who receive a stated and regular compensation from any of said companies. BENEFIT ASSOCIATION CHENEY BROTHERS 499 5. The term of service must be continuous and shall be computed from the date the employee commenced service with the original company, the property and business of which shall have been acquired by Cheney Brothers, except as stated in paragraphs 6 and 7. 6. A temporary lay-off on account of illness or of a reduction of force shall not be considered a break in the continuity of service, but, if absence from either of such causes shall exceed six consecutive months, it shall be deducted in computing the length of active service. 7. The length of service of any person who shall terminate his employment without notice of leave and is afterwards re-employed may be computed from the date of re-employment: and that of any person who is re-employed after an absence of two years or more shall be computed from the date of re-employment. AMOUNT OF PENSIONS AND CONDITIONS 8. The committee on pensions may authorize the treasurer of the company to pay monthly to an employee who shall be retired as aforesaid 10 per cent of the average actual monthly pay of such employee during the ten years next preceding retirement, with an additional I per cent of the same rate for every year of service; except that in case of pensions granted on the grounds of total incapacity for work at any employment, the pension committee may at their discretion authorize the deduction of an amount from the pension of not to exceed i per cent for each year of age less than sixty-five for men and fifty-five for women. 9. Pension allowances shall be paid on the first working day of each month from the date of retirement unless suspended by the pension committee as provided in paragraph 15. 10. The pension committee may in its discretion direct that pen- sion allowances be continued to the widow and children, or either, of a pensioner for such period as to the committee, may seem proper. 11. Pensioners retired from active service may be required by the pension committee to perform such services for the company as are suited to their capacity, but the acceptance of a pension shall not debar a pensioner from engaging in any business which, in the judgment of the pension committee, will not be prejudicial to his obligations to Cheney Brothers or to any company owned, operated, or controlled by it, as defined in this paragraph. 12. No pension may be granted by the pension committee to 500 APPENDIX any employee, eligible either to full or limited membership in the Benefit Association of Cheney Brothers, who is not a member in good standing of such benefit association. No pension grant shall become effective and operative until after the payments of all sickness and accident benefits which the pensioner may be entitled to receive from the Benefit Association of Cheney Brothers shall have ceased. 13. Nothing herein contained, nor the establishment or main- tenance of a pension system, nor the grant of any pension, nor any other action now or hereafter taken by the company or by the pension committee in relation thereto, shall be or be construed as a contract or to give to any officer, agent, or employee any right to be retained in the service of the company or of any company owned, operated, or controlled by the company, or to give to any officer, agent, or employee any right to any pension, or to the continuance of any pension which may be granted. 14. The company expressly reserves, regardless of anything in these rules contained, the right to discharge, without liability other than for salary or wages due and unpaid, any employee at any time, whenever in the judgment of the officers of the company, the interests of the latter may so require. 15. Regardless of anything herein contained the directors of Cheney Brothers may at any time grant pensions where the terms of service are less than twenty-five years for men, or twenty years for women, or to persons or for ages and in amounts different from those in these rules set forth; and such pensions and any pensions granted under these rules may at any time and from time to time be suspended or terminated without any liability whatsoever to the pensioner. How TO SECURE A PENSION 16. An employee who wishes to obtain a pension may apply to the superintendent at the works in which he is employed or to the head of the department in which he is serving, who, in turn, will report such application to the pension committee. A form of applica- tion will then be furnished, in which must be set forth the applicant's age, length of service, and wages. This application must be filled out and signed by the applicant and by the work's superintendent, or head of the department in which the applicant is employed and when thus completed to be presented to the secretary of the pension committee at his office. BENEFIT ASSOCIATION CHENEY BROTHERS 5 O1 TERMINATION OR SUSPENSION OF A PENSION 17. The pension committee shall keep informed as to the where- abouts and physical condition of pensioners, and shall advise the treasurer of the company of the death of any pensioner and of the suspension or termination of any pension, and of any other circum- stances which may affect any monthly payment to be made by the treasurer. A receipt shall be required for every pension payment. The pension committee may at its discretion suspend the pension of any person who fails to advise them monthly of his physical condition or whereabouts. 1 8. No pension shall be pledged or transferred without the written consent of the Pension Committee. 19. Pension allowance may be ^ispended temporarily or terminated in the case of gross misconduct, or in the event of any attempt to assign, transfer, or pledge the same. The pension committee may in its discretion pay the whole or part of a pension to an institution, home or person other than the pensioner for his or her care and maintenance. ESTIMATE OF AMOUNT OF PENSIONS FOR VARIOUS RATES OF WAGES AND TERMS OF SERVICE Term of Service Average Monthly Rate of Wages $36 $40 $45 $50 $60 $70 $80 $90 $100 $30.00 20 years. . $10.80 $12.00 $13-50 $15.00 $18.00 $21.00 $24.00 $27.00 25 " .- 12.60 I4.OO 15-75 I7-50 21.00 24.50 28.00 31.50 35-00 30 " .. 14.40 16.00 18.00 20.00 24.OO 28.00 32.00 36.00 40.00 35 " - 16.20 18.00 20.25 22.50 27.0O 31-50 36.00 40.50 45-00 40 " .. 18.00 20.00 22.50 25.00 30.00 35-00 40.00 45.00 50.00 45 " .. 19.80 22.00 24-75 27.50 33-00 38-50 44.00 49-50 55-oo 50 " .. 21.60 24.00 27.00 30.00 36.00 42.00 48.00 54-00 60.00 55 " .. 23.40 26.00 29-25 32-50 39-00 45-50 52.00 58-50 65.00 502 APPENDIX CERTIFICATE OF ILLNESS TO THE BENEFIT ASSOCIATION OF CHENEY BROTHERS I CERTIFY THAT M - - (FULL NAME) (STREET) .(TOWN) IS UNDER MY PROFESSIONAL CARE AND TREATMENT FOR PARTIALLY AND IS WHOLLY DISQUALIFIED FROM PURSUING H USUAL VOCATION. -M.D. .19 THIS CERTIFICATE MUST BE MAILED OR DELIVERED TO THE BENEFIT ASSOCIATION OFFICE OF CHENEY BROTHERS AND NOT TO TIME KEEPERS. IF THIS IS NOT DONE THE RESPONSIBILITY FOR ERROR IS WHOLLY UPON THE MEMBER APPLYING FOR BENEFIT. Figure 29. Certificate of Illness. (Size 5% x 5%.) This form is used in checking up employees entitled to compensation in accordance with the constitution and by-laws of the Benefit Association of Cheney Brothers. For a complete discussion of benefit associations, see Chapter XXIII. BENEFIT ASSOCIATION CHENEY BROTHERS 503 NOTICE OF MEMBERSHIP IN THE BENEFIT ASSOCIATION OF CHENEY BROTHERS South Manchester, Conn.,.. 19. You are hereby notified that from the date of your entering the employment of Cheney Brothers you have been enrolled as a statutory member of the Benefit Association of Cheney Brothers and are thereby eligible to any compensation provided by law. You are hereby further notified that you are eligible for f^ ite d membership in Class of such Association, entitled to the benefits thereof and subject to to* conditions of the Constitu- tion and By-Laws of the Association, a copy of which is enclosed herewith. Unless written notice of your wish not to accept such membership is received before you will be enrolled as a iSSued member of Class , dating from...... t a certificate lifted membership will be issued to you and a deduction of. cents per week will be made from your waees thereafter. Signed: fioperintendcnt Benefit Association. NOTE: Form* tor the rejection of membership may be obtained from the Superintendent of the Association at the Main Office of Cheney Brothers. Figure 30. Sample Notice of Membership in Benefit Association. (Size 7^x4^.) For a specimen form for the rejection of membership, see Figure 31. 504 APPENDIX FORM FOR THE REJECTION OF FULL MEMBERSHIP IN THE BENEFIT ASSOCIATION OF CHENEY BROTHERS I hereby decline to be enrolled as a full member of the Benefit Association of Cheney Brothers, in accordance with the terms of its notice to me. Signed... Date.. Figure 3 1 . Form for the Rejection of Full Membership in Benefit Association. (Size 6^x3%.) Unless an employee signifies a wish not to accept membership, he is usually enrolled in accordance with che terms of the notice (Figure 30) sent. CERTIFICATE OF FULL MEMBERSHIP IN THE BENEFIT ASSOCIATION OF "CHENEY BROTHERS No This Certifies that. Date. of , in. the State of Connecticut is a Full Member of the Benefit Association of Cheney Brothers, entitled to the benefits and privileges of membership and subject to the obligations thereof in accordance widi the Constitution and By-Laws of the Association and the conditions on the reverse side of th/5 Certificate. Membership shall be in effect from the -^.^r.^. _day Signed by Superintendent of lh* Benefit A,Kcieeh reported to you? - a-,,., If so, when? ttadtiny steps been taken to remedy ^ , 3. Did the injury occur in the necessary performance of work connected with the job on which the persotrwas omplnyg/w 4: How'long had injured person been employed on this particular ]*H> - -. _ . - - - 1 Does person understand F.ngli^h?; Had the person been prpperly instructed as' to the danger of accident connected with the job? ,. . , . , -_When?. _ , r 6t Was thcr,e evidence of intoxication; its after effectls or habitual f^ Of aisibedicnce of orders? : Ol violation of rules?* _ ...'.01 fooling or fighting? _ 6. ^as the ibjury due to unprotected 'gears, belts, or dangerous parts?,. Were thfere other dang'erous'stujctural conditions than the above in the machinery or appliances? Was machinery in any'way ou\ of order or ill-suited Co the work?__. 7. tyas the light at place of accident good?_ -, . .---. ' 8; 'Previous to'the injury had any stes been taken to remedy known defects or probable causes? Since the injury have any measures been taken to prevent a recurrence of similar accidents? Figure 34. (b) Accident Report Blank (second page) 508 APPENDIX (Report ofExaminina Committee: . This accident should be classified as due to the / 'Fault of injured person _ (Fault of fellow workman 'Fault of employer iFault of both employer and employee ; Hazard of the trade Report of Medical Examiner: First aid given ^ Jjour_ . Number of office treatments ,_. - : : Number of house treatments Case sent to hospital _ Cost of drugs and dressings Case discharged _ i Ordered to report for work ori ,.,...,-..-,..-,.-,.-,.. ,. , ,, -,-,-, DESCRIPTION OF CASE: Figure 34. (c) Accident Report Blank (third page) BENEFIT ASSOCIATION CHENEY BROTHERS 509 Disposition of Case: COST First Aid r. Statutory surgical, medical care Ben. Ass'n, surgical, medical care Hospital maintenance, etc Statutory. benefits Benefit Association benefits............. Cheney Brothers' allowances Pe nsion _ ..__^j^ ... ___. DESCRIPTION Figure 34. (d) Accident Report Blank (fourth page) APPENDIX DISABILITY RECORD Naw* Case No. CeHif. No. Disability Benefits Benefits Began Began Ceased WEEK ENDING VISITING COMMITTEE DOCTOR'S REPORT VOUCHER Kmrnr BENEFIT ASS CIATION OT CHENEY BROS. Figure 35. (a) Accident Disability Record Card (face). (Size 4x6.) The employee's accident disability record is kept on a blue card in order to differentiate it easily from the sickness disability record which is kept on a white card. ACCIDENT Fife No. of accident report Cause Was it due to gross carelessness of injured person Probable duration of injury Remarks Figure 35. (b) Accident Disability Record Card (reverse) BENEFIT ASSOCIATION CHENEY BROTHERS 5 11 DISABILITY RECORD . m ->* Name CAM No. Dept . Class Certif. No. Disabiliiy Began Benefit- Began Benefit! Ceased BENEFIT ...,r .!..-. ... - kiHlfH A*OCIVHON or CHCNIY <>. Figure 36. (a) Sickness Disability Record Card (face). (Size 5 M X 4-) The sickness disability record is a most important source of information for the Benefit Association. As sickness disability is closely related to accident disability, these records are usually kept on differently colored cards. SICKNESS. Diagnosis Probable duration of disability Attending Physician Remarks. Figure 36. (b) Sickness Disability Record Card (reverse) 512 APPENDIX !i 2 BENEFIT ASSOCIATION CHENEY BROTHERS 5 X 3 >!' o a H & >. o S fi c c FUND o 1 Is a < o O'O .- <*> UJ > TD 3 ^.2P UJ U) UJ !z % 1 -H u: T * *S" c5 ^.-tj III > 2 Ok a> fl a a 1 rrt MTJ S-*| "Si ( a 1 j ill 6 ! h Cj oj rt J2 -o" 3 M S 5 ' M ^Sfe e r^ (T> 9 , Jo| <13 t*-i *"* g ^ I- z u x * 1 bfl c-S s RSEM y a I I < J ." S' M a DISBU 8 8 1 *d o z 111 U) < u INDEX Accident prevention (See ' ' Safety ' ' ) Accident prevention score-board, 256 Accidents, 167 (See also "Benefit associations") effect upon labor, 168 frequency rates, Figure, 239 lost time from, 167, 246 record sheet, 246 reduction, 238, 241 report blank, Figure, 506-509 statistics, 168 Advertising in plant newspapers, 304 Akron, Ohio, housing plan, Firestone Tire and Rubber Co., 330 Goodyear Tire and Rubber Co., 330 Alexander, Magnus, F., 4 Aliens (See "Foreign-born") Alpha Portland Cement Co., acci- dents, 241 Ambulance room (See "First-aid room") American Cast Iron Pipe Co., medical department, 190 American Chain Co., Americanization work, 153 mutual benefit association, 351 American Civic Association, "a good home for every wage- earner," 336 housing studies, 307 American International Shipbuilding Corporation, industrial relations department, 35 American Multigraph Company Center Punch, 51, 292, 304 American Pulley Co., 421 American Rolling Mill Co., Americanization work, 150 English classes, 144 health work, 144 medical department, 189 American Smelting and Refining Co., pension system, 369 American Sugar Refining Co., pension system, 370 American University of Trade and Applied Commerce, of John Wanamaker Company, 115 American Woolen Co., group insurance, 365 housing plan, 321 Americanization, 121-134 aids to, 148-164 governmental, 161 American Chain Co., 153 American Rolling Mill Co., 150 Brown and Sharpe Manufacturing Co., 157 census card, 156 chambers of commerce, 162 committees, 127 English classes, 135-147 W. H. McElwain Co., 153 National Cash Register Co., 402 National conference, 136 515 INDEX Americanization Continued pay envelope circulars, 154 plant spirit, 129 recreation as aid to, 217 Schwartzenbach-Huber Co., 125 Syracuse Chamber of Commerce, 163 training teachers for, 137 Amoskeag Manufacturing Co., hous- ing plan, 321 Annuities for service, 369 Apprenticeship, agreement, 451 Remington Arms Co., 452 schools, 98 Cincinnati Milling Machine Co., 1 08 Associations (See also "Benefit associations," "Co-operative as- sociations," and "Musical asso- ciations") for industrial training, 120 for safety, 447 Atchison, Topeka and Santa Fe* Railroad System, accidents, 118, 238 Athletics, 218, 222, 403 Attendants, dispensary, 1 86 Atterbury, W., 258 A very Co., medical examinations, 194 safety work, 256 Awards for suggestions, 267, 271 B Bancroft, Joseph, and Sons, kindergartens, 401 lunchroom, 282 Bands (See ' ' Brass bands ") Banks, co-operative, 355 Baseball games, 223 Bell Telephone Co., pensions, 372 Beloit, Wisconsin, Fairbanks Morse Co., housing plan, 322 Benefit associations, Figures, 502-506, 509-513 American Chain Co., 351 Bridgeport Brass Co., 345 Cheney Bros., 473-497 computation for payments, 347 Dodge Manufacturing Co., 354, 454-472 employer's aid, 341 failure due to lack of financial skill, 359 Flint Vehicle Co., 353 General Electric Co., 353 H. C. Huyck and Sons, 350 organization, 342 Pennsylvania Railroad Co., 344 types, 344-356 White Motor Co., 349 Bethlehem, Pa., housing report, 312 Bethlehem Shipbuilding Corporation, 96 employees' service department, 28 industrial relations department, 35 medical department, 179 Bethlehem Steel Coporation, 35, 121 brass band, 229 English classes, 137, 140 first-aid training, 206 Bloomfield, Daniel, " Employment management," 55 Bloomfield, Meyer, "Handbook on Employment Man- agement," 421 "Relation of Foremen to the Work- ing Force," 83 Bolen, G. L., "Getting a Living," 18 Bonuses, E. A. Mallory and Sons, 374 Boston University, training course for industrial nurses, 187 Bourne Mills, profit-sharing, 375 Bradley Knitting Co., housing plan, 332 Brass band, 227 cost of, 228 INDEX 517 Bridgeport Brass Co., benefit associ- ation, 345 Bridgeport, Conn., housing report, 3ii British Ministry of Munitions, study of industrial restaurants, 276 Britton, Dr. James A., 179 Brown and Sharpe Manufacturing Co., Americanization work, 157 training system, 106 Budget for employees' service depart- ment, 54 Building and loan associations (See "Housing plans") Bulletin Boards for safety work, 254 Burritt, A. W. Co., profit-sharing plan, 379 Bush Terminal, recreation work, 225 Business manager of plant newspaper, 303 Cadbury Bros., medical examinations, 196 Cadillac Motor Car Co., accidents, 240 restaurant, 282 Cafeterias (See "Lunchrooms") Caldwell, Dr. Charles P., 318 California commission on housing and immigration, 130 Candee, L. Co., employees' service department, 28 English classes, 145 Canteens, 65 Carnegie Steel Co., English classes, 146 medical department, 179 Cartoons in plant newspapers, 294 Census in Americanization work, 156 Center Punch, American Multigraph Co., 51, 292, 304 Chambers of commerce, Americaniza- tion work, 162 Chandler, W. L., 256, 354 Cheney Bros., benefit association by-laws, 473-497 pension system, 497-501 Chester Shipbuilding Co., English classes, 143 Chicago, Americanization work, 161 Municipal Tuberculosis Sanita- rium, 318 Tuberculosis Institute, Report of Committee on Factories, 1913, 179 Choral societies (See "Glee clubs") Cincinnati Milling Machine Co., apprenticeship system, 108 Cincinnati Planer Co., group insur- ance, 363 Cities, recreation work. 214 Citizenship, 157, 159, (See also " Americanization ") circulars urging, 154 Civic centers, 392 Civics and industry, 390-409 Clark Equipment Co., housing plan, 324 Classes for foreign-born, attendance problem, 138, 141 English, 136 Cleveland, Ohio, Americanization work, 161 Chamber of Commerce, American- ization work, 163 housing report, 312 Cleveland-Cliffs Iron Co., English classes, 144 Cleveland Worsted Mills Co., lunch- room, 281 Clinics, industrial, 177 Cloak and suit industry, labor turn- over, 8 Cloakrooms, 66 Clubhouses, 219 Colorado Fuel and Iron Co., recre- ation work, 223 INDEX Committees, employees' service department, 28 safety organization, 432 Commonwealth Edison Co., sugges- tion system, 274 Commonwealth Steel Co., 75, 237 accidents to non-English-speaking employees, 146 brass band, 229 Commonwsalther, 295 lunchroom, 279 Community Motion Picture Bureau, 151 Community organization, relation to industry, 390-409 Community secretaries, 392 Community service, Merchant Shipbuilding Co., 399 National Cash Register Co., 395 Norton Co., 397 organization of, 391 special industrial plans, 393-409 Community singing, 404 Conferences, employees' service department, 44 plant newspapers, 302 Converse Rubber Shoe Co., English classes, 146 Co-operation, employer and community, 207, 390-409 in Americanization, 160 employer and employee, 12, 69-86, 127 industry and public education, 163 Co-operative associations, 354 Co-operative banks, 355 Co-operative courses, 99 Co-operative plants, Co-operative Boot and Shoe Co., 356 Cost of hiring, 5 Cost of labor turnover, 10, 420 Council of National Defense, sanitary standards, 424 Country clubs, Curtis Publishing Co., 220, 226 Cramer, Frank, "Talks to Students on the Art of Study," 102 Crandall, Miss Ella P., 201 Crane Co., group insurance, 364 Curtis Publishing Co., country club, 220, 226 lunchroom, 278 orchestra, 231 restrooms, 205 training system, 118 "The Day's Work," 153 Dearborn, "How to Study," 102 Deere and Co., group insurance, 364 Delaware Council of Defense, 159 Delaware, naturalization, 159 Dennison, Henry S., on profit-shar- ing, 377 Dental clinic, National Cash Register Co., 199 operation of, 197 Dental service, 197 Detroit Board of Commerce, 162 Detroit, labor turnover, 7 Dewitt, C. C., 142 Diet, importance of, 276 Disability record, Figure, 510, 511 Discharge regulations, 71-74 Dispensary attendants, 186 Dodge Manufacturing Co., accident prevention score-board, 257 accidents, 241 mutual relief association, 354 by-laws, 454-472 safety work, 254 Donnelly, R. R. and Sons Co., school for printers, 118 Dramatics, 233 Draper Co., housing plan, 331 DuPont de Nemours, E. I. Co., group insurance, 364 INDEX 519 DuPont Fabrikoid Co., Americani- zation work, 153 Eastern Manufacturing Co., brass band, 230 restrooms, 219 Eastman Kodak Co., accidents, 240 Kodak Park Bulletin, 299 medical department, 172 recreation park, 220 safety work, 248, 251 suggestion blanks, 264-267 suggestion system, 264 visiting nurse, 202 Eclipse Park, Beloit, Wis., 322 Edholm, Charlton, 122 Edison Storage Battery Co., bulle- tins, 299 Edison, Thomas A. Inc., employees' service department, 37 Editors, of plant newspapers, 295, 299 Education, 402 Educational systems (See "Indus- trial training") Efficiency, due to health of workers, 165 in labor maintenance, 3 Ellsworth Collieries Co., brass band, 230 Emergency hospital, 177 Employees, classification for estimating em- ployment costs, 420 co-operative associations, 354 discharges, suspensions, and trans- fer, 71-74 foreign-born, 121-134 group insurance, 357-368 health and hygiene, 165-173 lunchrooms, 275-290 morale among, 69-86 mutual benefit associations, 339- 356 Employees Continued record card, Figure, 512-513 recreation, 208-221 stock participation, 356 suggestions from, 259-274 trained, 94 Employees' magazine (See "Plant newspaper") Employees, new, 47 adjustment to job, 95 ^nstructions for, 48 interviewing, 48 labor turnover among, 47 training, 92 Employees' service department, Figures, 29, 31, 33, 38, 39 activities of, 52 Bethlehem Shipbuilding Corpora- tion, 28 budget, 54 L. Candee Co., 28 conferences, 44 co-operation of employee and em- ployer by, 22 correlation with employment de- partment, 6 1 Edison Thomas A., Inc., 37 files and records, 43 functions, 26-41 Hood Rubber Co., 28 office organization, 42 organization, 26-55 place in industry, 19-25 place in plant, 26-41 planning a program for, 47 plant newspaper, 300 Plimpton Press, 31 real estate bureau and room regis- try, 333 size, 42 special studies and reports, 45 table showing effect ot sendee work, Figure, 40 terminology, 32 value of, 20 520 INDEX Employees' service manager, duties and qualifications, 56-68 Employment, costs, 421 functions or employees' service department, 28 meaning of term, 32 of working force, 4 Employment department, correla- tion with employees' service department, 61 Employment management, War Emergency Training Course at University of Rochester, 26 Employment manager, accessible to employees, 44 duties of, 62 Endicott- Johnson Co., profit-sharing plan, 383 England (See "Great Britain") English for foreigners, 135-147 English language, classes, American Rolling Mill Co., 144 Bethlehem Steel Corp., 137, 140 L. Candee and Co., 145 Carnegie Steel Co., 146 Chester Shipbuilding Co., 143 Ford Motor Co., 142 Goodyear Rubber Co., 143 Hamilton Mills, 145 Norton Co., 145 Organization, 136 D. E. Sicher and Co., 135 Willard Storage Battery Co., 144 methods of teaching, 135-147 results of teaching, 146 Europe, accidents in, 168 Examinations, physical (See "Med- ical examinations") Examining room of medical depart- ment, 1 80 Executive board of employees' ser- vice department, 30-31 Eye treatment, 200 F Fairbanks Morse Co., housing plan, 322 Farnum, Dr. C. G., 194 Farquhar Beneficial Association, PennsylvaniaAgriculturalWorks, 353 Federal Board for Vocational Educa- tion, Washington, D. C., 119 Festivals (See "Pageants and festi- vals") Filene's, William Sons Co., dramatic society, 233 training system, 116 Files, 43 Filing-room of medical department, 180 Financial aids, to employees, mutual benefit asso- ciations, 338-356 Financing plant newspaper, 303 Firestone Tire and Rubber Co., discharge regulations, 71 housing plan, 330 First aid in illness and injury, 65 "First-aid room," 177 British government's require- ments for, 190 First aid, training in, 206 Fisher, Boyd, 7 Fisk Rubber Co., Fisk Bulletin, 299 Flint Vehicle Factories, mutual bene- fit association, 340, 353 Food, importance of good, 276 Food values, table of, 289 Ford English School, 142 Ford Motor Co., brass band, 229 labor turnover, 7 Fore River Plant, Bethlehem Ship- building Corporation (See "Bethlehem Shipbuilding Cor- poration") INDEX 521 Foreign-born, Americanization census, 156 attitude toward, 124 influence upon industry, 121 plant newspapers for, 299 recreation, 217 Foremen, attitude toward foreign-born, 126 duties and qualifications, 80 plant newspaper for, 297 responsibility for safety, 242, 433, 439 Frick, H. C. Coke Co., Americani- zation work, 153 Gardens for employees, 400 Gary, Ind., housing plan, U. S. Steel Corporation, 330 General Electric Co., housing plan, 333 mutual benefit associations, 353 training system, 118 General Fireproofing Co., Americani- zation work, 156 General manager, relation to em- ployees' service department, 38 General Motors Corporation, housing plan, 325 hotel club for men, 332 Gilman, N. P., 376 Girls (See "Women and girls") Glee clubs, 230-233 Good- will of workers, 12, 69-86 Goodrich, B. F. Rubber Co., bureau of education, 132 industrial relations department, 35 Goodyear Tire and Rubber Co., Americanization work, 148 English classes, 143 housing plan, 330 labor department, 36 recreation work, 226 training system, no Gould, Ernest C., 60 Government aid in Americanization, 161, 162 Gray, William and Co., profit-shar- ing plan, 383 Great Britain, first-aid room requirements, 190 Health of Munitions Workers Committee, 63 housing plans, 307, 332 welfare work in, 16, 63 Greenfield Tap and Die Corporation, plant newspaper, 295 Grieves, A. W., 4 Group insurance (See "Insurance, group") Hall-Scott Motor Car Co., profit- sharing plan, 382 Hamilton Mills, English classes, 145 Hamilton, Ohio, housing report, 313 Hamilton Watch Co., lunchroom, 281 Hammond, W. J., 204 Harvard University, Medical School, 184 Harvey, Dr. A. M., 179 Haskell and Baker Car Co., accidents, 240 Health and hygiene, advantages in industry, 165 effect of good housing, 318 lunchroom and restaurants, 275- 290 of employees, 165-173 standards of, 170 Health campaigns, 205 Health department (See "Medical department") Health of Munitions Workers Com- mittee, Great Britain, 290 recommendations, 63-67 Hercules Powder Co., suggestion system, 273 Hiring (See "Labor turnover," "Employment") 522 INDEX Hog Island Shipyard, labor turnover, 8 Homestead Association, American Woolen Co., 322 Hood Rubber Co., employees' ser- vice department, 28 Hopedale, Mass., housing plan, Dra- per Co., 331 Hospitals, emergency, 177 equipment, 178 Hospitals, industrial, 177 Hotels, General Motors Corporation, hotel for men employees, 332 House organ (See "Plant news- papers") Housing corporations, organization and management, 334 Housing of immigrants, 130 Housing plans, American Civic Association studies, 307 American Woolen Co., 321 Amoskeag Manufacturing Co., 321 and labor turnover, 306, 310 Bethlehem, Pa., 312 Bethlehem Shipbuilding Corpora- tion, 333 Bridgeport, 311 Clark Equipment Co., 324 Cleveland, Ohio, 312 Fairbanks Morse Co., 322 Firestone Tire and Rubber Co., 330 General Electric Co., 333 General Motors Corporation, 325 Goodyear Rubber Co., 330 Great Britain, 307, 332 Hamilton, Ohio, 313 in peace time, 317 in war time, 307, 309 Indianapolis, Ind., 313 industrial, 306-338 Nelson Co., 331 Norton Co., 331 real estate bureau, 333 room registry, 333 Housing plans Continued special types, 321-338 suggestions for solution, 319 Talbot Mills, 328 United States Chamber of Com- merce, 334 United States Steel Corp., Gary, Ind., 330 Howard, Clarence H., 75^ Hunt, E. B., 344 Huyck, F. C. and Sons, mutual bene- fit association, 350 Hydraulic Pressed Steel Co., Hy- draulic Press, 299 Hygiene (See "Health and hy- giene ") Indianapolis, Ind., report of United States Housing Corporation, 313 Industrial Americanization (See ' ' Americanization ' ') Industrial clinic, 177 Industrial communities, 390-409 Industrial housing, 306-338 Industrial hygiene (See "Health and hygiene") Industrial medicine, 171 course of study, University of Cincinnati, 185 Harvard University, 184 Industrial physicians (See "Physi- cian, industrial") Industrial relations, 69-86 Industrial relations department, 35 B. F. Goodrich Rubber Co., 35 Goodyear Tire and Rubber Co., 36 International Harvester Co., 35 Merchant Shipbuilding Corpora- tion, 35 Industrial relations manager, 4 1 Industrial training, advantages, 87, 94 aids to, 119 aims, 88 INDEX 523 Industrial training Continued Brown and Sharpe Co., 106 equipment, 102 William Filene's Sons Co., 116 Goodyear Rubber Co., no history, 89 instructors, qualifications of, IOI Larkin & Co., 109 Merchant Shipbuilding Co., 119 methods, 101 need of, 87 Packard Motor Car Co., 114 Pennsylvania Railroad Co., 104 reduces labor turnover, 94 shop and school, correlation, 102 D. E. Sicher & Co., 148 Simonds Manufacturing Co., 109 systems, 104-120 War emergency training, 100 Western Electric Co., in Industry, social aspects, 390-409 Instructions for new employees, 48 Insurance, group, 357-368 American Woolen Co., 365 as a stabilizing force, New York Shipbuilding Corporation, 364 DuPont Co., 364 policy, 366 principles and organization, 361- 368 special plans, 361-368 legislative control, 359 mutual, benefit to employees, 360 emp-oyers aid to, 359 scope, in industry, 358 International Harvester Co., accidents, 240 foremen meetings, 83 industrial relat.ons department, 35 International Silver Co., service rewards, 373 Interviewing new employees, 48 James, William, 209 "Psychology, Briefer Course," 102 Jeffrey Manufacturing Co., 4 lunchroom, 281 Job adjuster, 96 Job analysis, 95 Joseph and Feiss Co., English classes, 147 lunchrooms, 281 Juhneke, P. B., 450 Kelly, R. W., "Training the Indus- trial Worker," 103, 119 Kindergartens, 401 Joseph Bancroft and Sons, 401 King, J. MacKenzie, "Industry and Humanity," 12, 166 Labor department (See "Industrial relations department") Labor stability report, Figure, 412- 415 Labor turnover, among new employees, 47 basic factors, 3, 411, 416 caused by dissatisfaction, statistics, 82 cloak and suit industry, 8 cost, 10 costs, computing, 42 Detroit, 7 effect of housing on, 306, 310 elimination, n Ford Motor Co., 7 Hog Island Shipyard, 8 labor stability report, Figure, 412- 415 metal industry, 4 methods of reducing, 47, 94 Milwaukee, 9 percentage, computing, 417 524 INDEX La or turnover Continued recording methods, 410-420 reducing by training, 94 relation to wages, 23 shipbuilding industry, 8 Southern Pacific Railway Co., 8 statistics, 4 street railway companies, 6 waste in, 4 Labor unions, opposition to welfare work, 15 Laboratory of medical room, 181 Lake Torpedo Boat Co., "Labor Efficiency Bulletins," 84 marine band, 229 Lane, Franklin K., 159 "What America Means," 123 Larkin Co., Ourselves, 294 training system, 109 Lawrence, Mass., housing plan, American Woolen Co., 321 Leclaire, 111., housing plan, Nelson Co., 333 Lee, Dr. Frederic S., 209 Lee, Gerald Stanley, 80 Libraries, plant, 216 public, in Americanization work, 162 Link, Henry C., 95 Lipman, Dr. W. H., 179 Little, Dr. L. Z., 179 Lost time, due to accidents, 246 due to ill health, 167 Lunchrooms, 275-290 Joseph Bancroft and Sons Co., 282 benefits, 276 Cleveland Worsted Mills Co., 281 Commonwealth Steel Co., 279 cost, 283 Curtis Publishing Co., 278 equipment, 286 Hamilton Watch Co., 281 Lunchrooms Continued Jeffrey Manufacturing Co., 281 Joseph and Feiss Co., 281 menus, 288 method of service in, 284 National Cash Register Co., 278 commissary department, Fig- ure, 280 National Lamp Association, 279 Ohio Malleable Steel Co., 282 percentage of employees using, .282 Pierce- Arrow Motor Car Co., 277 policy, 277 report of British Ministry of Muni- tions, 276 requirements, 285 Southern Flour Mills, 281 United Shoe Machinery Co., 281 M McCormick, Harold, 147 McElwain, W. H. Co., Americaniza- tion work, 153 MacGregor, D. H. "Evolution of Industry," 23 Magazines for employees (See "Plant newspapers") Maine, housing plan, 323 Mallory, E. A. and Sons, wage bo- nuses, 374 Managers, attitude toward suggestions, 260 of plant newspapers, 303 qualifications of, 167 Manchester, N. H., housing plan, Amoskeag Manufacturing Co., 321 Marshall, Alfred, 93 Massachusetts, accidents in, 168 Massachusetts, Department of Uni- versity Extension, Americani- zation work, 163 Massachusetts Homestead Com- mission, 406 INDEX 5 2 5 Mechanical trade training (See "Shop work") Medical department, 65, 174-190 American Cast Iron Pipe Co., 190 American Rolling Mill Co., 144, 189 Bethlehem Shipbuilding Corpora- tion, 179 Eastman Kodak Co., 172 equipment and location, 179 functions, 174, 191 personnel, 183 relation to plant, 175 Standard Oil Co., 188 Medical examinations, 191-197 A very Co., 194 Western Electric Co., 192 Meetings for safety, 252 Merchant Shipbuilding Corporation, 36 community service work, 399 industrial relations department, 35 News-Compass, 294, 295, 297 training system, 119 Metal industry, labor turnover, 4 Metropolitan Life Insurance Co., Glee Club, 232 Miller Lock Co., housing plan, 333 Milwaukee Coke and Gas Co., acci- dents, 241 Milwaukee, labor turnover, 9 Mining industry, recreation work, 219 Minnequa Steel Works, brass band, 229 Mock, Dr. Harry E., 179, 182 Monthly Labor Review, 314 Morale (See "Plant spirit") Morey, Arthur T., 237 Morris and Co., profit-sharing plan, 383 Morse Dry Dock and Repair Co., Dry Dock Dial, 295 Mortgages (See "Housing plans") Motion pictures, 219 in Americanization work, 151 Mulligan, J. R., 140 Munition industry, housing problem, 307 Music, 221, 227 brass bands, 227 community singing, 404 Musical associations, 231 Mutual benefit associations (See 1 ' Benefit associations ' ' ) Mutual insurance (See "Insurance, mutual") National Americanization Committee, 122, 139, 156 National Americanization Confer- ence, 1919, 136 National Cash Register Co., 205 commissary department, Figure, 280 community service work, 395 dental clinic, 199 lunchroom, 278, 280 N. C. R. News, 300 recreation work, 225 suggestion system, 269 National Employment Managers' As- sociation, 417 National Housing Association, 318 National Lamp Association, lunch- room, 279 National Organization for Public Health Nursing, 201 National Safety Council, 184, 238, 241, 245, 253, 448 National Tuberculosis Association, 424 Nationality, census of employees, 156 survey blank for census, 158 Naturalization, Delaware, 159 (See also "Americanization," and "Citizenship") Nelson, N. O., Co., housing plan, 331 profit-sharing plan, 375, 388 INDEX New England Telephone Co., Tele- phone Topics, 295 New Jersey Zinc Co., brass bands, 230 New workers (See "Employees, new") New York Edison Co., restrooms, 205 New York Shipbuilding Corporation, group insurance, 364 New York State Industrial Com- mission, plan of safety organiza- tion, 430 New York Telephone Co., Tele- phone R view, 295 News-Compos, Merchant Ship-build- ing Corporation, 294, 295, 297 Night schools, 146 Nolan, John, 320, 334 Noon-hour meetings, 151 Northern Connecticut Light and Power Co., suggestion system, 273 Northwestern Steel Co., brass band, 229 Norton Grinding Co., community service work, 397 English classes, 145 housing plan, 331 Nurses, industrial, 184, 186, 200 training course, Boston University, 187 Nurses, visiting, duties and qualifications, 200 training, 203 Office of medical department, 180 Office organization, 42 Office training, 100 Ohio Industrial Commission, 238 Ohio Malleable Steel Co., cafeteria, 282 Olmsted, F. L., 314 Ourselves, Larkin Co., 294 Owen, Robert, "History of Co-opera- tion," 14 Pacific Gas and Electric Co., acci- dents, 240 Packard Employees' Paper, 294 Packard Motor Car Co., group insurance, 364 "labor maintenance efficiency, " 84 restrooms, 204 training system, 114 Pageants and festivals, 396 Parks, 220 Pay envelopes, use in Americanization work, 153, 156 use in safety work, 254 Pennsylvania Agricultural Works, Farquhar Beneficial Association, 353 Pennsylvania Coal and Coke Co., Americanization work, 153 Pennsylvania Railroad Co., Mutual Benefit Association, 344 recreation work, 225 training system, 104 Pensions, 369-373 American Smelting and Refining Co., 369 American Sugar Refining Co., 370 Bell Telephone Co., 372 Cheney Brothers, 497-501 Solvay Process Co., 369 Personnel department (See "Em- ployees' service department") Photographs, in plant newspapers, 294 Physical examinations (See "Med- ical examinations") Physical training, 206 White Co., 206 Physicians, industrial, as employees' service managers, 62 compensation, 18.4 duties and qualifications, 171 training of, 183 INDEX 527 Pierce- Arrow Motor Car Co., Glee Club, 230 lunchroom, 277 Plant census, Americanization census card, 156 in Americanization work, 156 nationality survey blank, 158 Plant library, in the recreation plan, 216 Plant maintenance, 1 1 Plant newspapers, 291-305 Greenfield Tap and Die Corpora- tion, 295 in Americanization work, 153 value of those of other concerns, 46 Plant spirit, 69-86 by Americanization, 129 Play (See "Recreation") Playgrounds, 214, 401 U. S. Steel Corporation, 224, 401 Plimpton Press, co-operative bank, 355 employees' service department, 31 Powell, Joseph W., 80 Price, C. W., 238 Price, Dr. George M., 18, 424 Prize contests, for suggestions, 271 Proctor and Gamble Co., Moonbeams, 299 profit-sharing, 375 Production, plant newspapers as aid to, 292 Profit-sharing, association for promotion of, 376 A. W. Burritt Co., 379 William Gray and Co., 383 Hall-Scott Motor Car Co., 382 history and principles, 375-389 Morris and Co., 383 N. O. Nelson Co., 375, 388 profit-and-loss sharing contract, 38o Sears, Roebuck and Co., 385 Solvay Process Co., 384 Promotions, 78 Proud, E. Dorothea, 18 Public Libraries, in Americanization work, 162 Public Schools, co-ope i ration with in teaching foreign-born, 145 Pullman Co., 14 accidents, 240 Real estate bureau, for housing, 333 Records, for accidents, 246 methods of keeping, 43 of employees, 67 Recreation, 208-235 advantages, 214 and Americanization, 217-218 and working power, 209 Bush Terminal, 225 Colorado Fuel and Iron Co., 223 Goodyear Rubber Co., 226 National Cash Register Co., 225 need of, 208 organized, 211 Pennsylvania Railroad Co., 225 Sears, Roebuck and Co., 226 self -directed, 215 United States Steel Corporation, 224, 401 Wagner Electric Manufacturing Co., 222 Recreation director, duties, 215 Redfield, William, C., 3 Relief funds (See "Benefit associa- tions") Remington Arms Co., 117 apprentice agreement, 452 housing plan, 333 Reports, forms for, 45 labor stability, Figure, 412-415 Restrooms, 65, 219 medical department, 182 women's, 203 Restaurants (See "Lunchrooms") 528 INDEX Rewards, 373 Robbins and Myers Co., R and M Co-operator, 295 Rochester University, 26 Room registry, 333 Rosenwald, Julius, on profit-sharing, 387 Rowntree, B. Seebohm, 63 Rubinow, I. M., "Social Insurance," 168, 358 Rulebooks, 50 S Safety, 236-258 Avery Co., 256 campaigns for, 254 committees, 243, 248, 432 creating interest in, 252, 449 Eastman Kodak Co., 248 eye protection, 200 literature, 446 meetings, 252, 438 organization charts, Figure, 249-2 50 organization plan, 242-257, 430-450 United States Steel Corporation, 241, 251, 259 Safety engineer, duties of, 244, 436 Figure, 245 St. Helena, Md., housing plan, 316 Saks & Company, hotel for women, 332 San Diego Consolidated Gas and Electric Co., stock participation plan, 356 Sanitary standards, National Coun- cil of Defense, 424 Sanitation, 66 Savings, aids to, 339 Savings funds, Westinghouse Elec- tric and Manufacturing Co., 355 Sawyer, Dr. William A., 421, 423 Schools, apprenticeship, 98 medical, 184 Schwab, Charles M., 80, 82 Schwartzenbach-Huber Co., Ameri- canization work, 125 Scovill Manufacturing Co., Ameri- canization work, 153 Sears, Roebuck and Co., first-aid training, 206 musical associations, 231 profit-sharing plan, 385 recreation work, 226 Selby, Dr., 175, 186, 206 Service, meaning of term, 34 Service rewards, 373 Service work (See "Employees' service department") Shefferman, N. W., "Employment Methods," 95 Sherwin-Williams Co., Chameleon, 295 Shipbuilding industry, labor turnover in, 8 training systems, 118 Shopwork, training, 99 Shower baths, 207 Sicher, D. E. Co., educational plan, 148 English classes, 135 Sick benefit associations (See "Ben- efit associations") Simonds Manufacturing Co., train- ing system, 109 Slogans, for safety work, 255 Smith-Hughes Act, 1 19 Solvay Process Co., Americanization work, 161 pensions, 369 profit-sharing plan, 384 South Billerica, Mass., housing plan. Talbot Mills, 328 Southern Flour Mill, lunchroom, 281 Southern Pacific Railway Co., labor turnover, 8 Speed-up, 294 Spitz and Stern, "Food for the Worker," 290 INDEX 529 Standard Oil Co., Lamp, 295 medical department, 188 Standards, sanitary, 424 Statistics, labor turnover, 4 Steel industry, accident frequenc rates, Figure, 239 Stock, participation plan, 350 Strawbridge and Clothier Store, choral society, 233 Street railway companies, labor turn- over, 6 Suggestions, 259-274 awards for, 267, 271 blanks for, 264 Commonwealth Edison Co., 274 creating interest in, 262 from plant newspapers, 46 handling of, 271 Hercules Powder Co., 273 National Cash Register Co., 269 Northern Connecticut Light and Power Co., 273 Surgical room of medical department, 181 Suspension of employees, regulations, 7i Swift and Company, pensions, 370 Syracuse Chamber of Commerce, Americanization work, 163 Talbot Mills, housing plan, 328 Teachers, training to teach English, 137 Terminology of employment, 32 Trade education (See "Industrial training") Training (See "Industrial training") Training course in employment man- agement, Rochester University, 26 Transfer of employees, regulations, 71 Tucker, Dr. George C., 177 Turnover, labor (See "Labor turn- over") + U Unemploy m ent , causes of, 169 due to accidents and illness, 1 68 United Shoe Machinery Co., brass band, 229 lunchrooms, 281 United States Bureau of Labor Statistics, 417 United States Cartridge Co., acci- dents, 240 United States Chamber of Commerce, Americanization work, 163 housing plan, 334 housing studies, 307 United States Department of Labor, 55 Bureau of Industrial Housing and Transportation, 310 United States Housing Corporation, 307, 309 housing reports, 311 United States Metal Refining Co., Americanization work, 151 United States Public Health Service, "Studies of the Medical and Surgical Care of Industrial Work- ers," 175 United States Rubber Co., Americanization committee, 128 training system, 92 United States Shipping Board, Emergency Fleet Corporation, housing at St. Helena, Md., 316 United States Steel Corporation, brass bands and choruses, 231 community service work, 393 housing plan, 330 playgrounds and kindergartens, 224, 401 recreation work, 224 safety work, 241, 251, 254 stock participation plan, 356 530 INDEX University Extension, Massachusetts, Department of, 163 University of Cincinnat-', College of Medicine, 184 Victor Talking Machine Co., group insurance, 363 Visiting committee, Bridgeport Brass Co., benefit association, 348 Visiting nurses (See "Nurses, visit- ing") W Wages, adequate necessary, 339 relation to labor turnover, 23 Wagner Electric Manufacturing Co., recreation work, 222 Waiting-room, medical department 180 Waller, H. T., 132 Walpole Town Planning Committee, "Town Planning for Small Com- munities," 404 Waltham Watch Co., brass band, 229 Wanamaker, John, educational work of, 115 War, emergency training, 100 housing planning during, 307 Welfare supervisors, 16, 62 Welfare work, attitude of labor towards, 16 cause of failure, 14 criticism of, 14 objections to term, 19 Western Electric Co., medical examinations, 192 training system, 1 1 1 Western Electric News, 295 Westinghouse Electric and Manu- facturing Co., first-aid training, 206 lunchroom, 281 savings fund, 355 training system, 118 White Co., physical training, 206 White Motor Co., Employees' Sick Benefit Society, 349 White B ok, 295 Wigmore, John H., 168 Willard Storage Battery Co., English classes, 144 Winchester Repeating Arms Co., safety engineer's duties, Figure, 245 Women and girls, working conditions, 64 Women, restrooms for, 203 Wood, Edith Elmer, Housing Better- ment, 323 Woolwich Joint Committee of Trades and Labour Council, statement, 17 Worcester, Massachusetts, housing plan, Norton Co., 331 Working conditions, 22, 64 Working force, cost of hiring, 5 maintenance of, 4 Workman's compensation, 240 Works manager, relation to em- ployees' service department, 38 Young Men's Christian Association, 120, 223 Youngstown Sheet and Tube Co., industrial relations department, 35 RETURN TO the circulation desk of any University of California Library or to the NORTHERN REGIONAL LIBRARY FACILITY Bldg. 400, Richmond Field Station University of California Richmond, CA 94804-4698 ALL BOOKS MAY BE RECALLED AFTER 7 DAYS 2-month loans may be renewed by calling (510)642-6753 1-year loans may be recharged by bringing books to NRLF Renewals and recharges may be made 4 days prior to due date. DUE AS STAMPED BELOW UNIVERSITY OF CALIFORNIA LIBRARY