Labor: Hiring Workers, Teaching Men to Do Better Work, Wage-payment Plans and how to Use Them, Keeping Workers Fit

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A.W. Shaw, 1915 - Factory management - 216 pages

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Page 147 - It seems to me obvious that, if we can draw any inference from these facts, it is that, inasmuch as my profit compared to the wages paid has increased, the efficiency of my workmen has improved. " But, above all, my own observation has convinced me that the morale of my employees is much superior to the average, and that they are more contented and willing by far than is usual in similar establishments. In fact, I am satisfied that this bargain has been a good bargain, a good one for both...
Page 188 - For example, when pig iron is being handled (each pig weighing 92 pounds), a firstclass workman can only be under load 43 per cent, of the day. He must be entirely free from load during 57 per cent, of the day.
Page 186 - Of this I am assured, that the most economical production is obtained by employing men only so long as they are at their best. When this stage is passed, there is no true economy in their continued work.
Page 144 - ... Every man who enters my employ is given the current rate of wages for similar work. If he desires also to participate in the profitsharing he is required to sign a paper in which he promises to do his work as quickly and as carefully as possible, remembering that the greater the yield the greater the profits, and to give me sixty days' notice before leaving me. " On my part I promise to divide at the expiration of each six months a certain fraction of the profits among the participants, strictly...
Page 201 - C. cessive caution. To induce in the mind of the worker just the right attitude toward safety is, therefore, a task that demands of the manager not only tact and persistence, but also a nicely balanced judgment. In dealing with this educational phase, the organization as it exists in the United States Steel Corporation and the Illinois Steel Company — a subsidiary of the corporation — will be used as a guide. For a number of years the steel corporation, with its subsidiaries, has been carrying...
Page 188 - ... shows that the same man under identically the same conditions, accomplished more, of exactly the same kind of work when he was working nine hours, than he did when he was working ten hours, and again when the hours were reduced to eight hours this same man accomplished still more in an eighthour day than he did in a nine-hour day...
Page 206 - ... lightly. If he shows a strenuous desire to have working conditions safe and precautionary rules observed, if he makes the prevention of accidents one of the most important features of his department, then his foremen will reflect that feeling and will see that the men observe the precautions which are known to be necessary to the prevention of accidents.
Page 206 - Don't you think you would be proud of such a record? To help you make It, we call your attention to some important safety precautions on the opposite page of this folder.1 Head them over carefully.
Page 186 - I attribute the full maintenance of our production through the trial year solely to the unimpaired and cheerful energy on the part of every man and boy throughout the day. We seem to have been working in harmony with a natural law, instead of against it.
Page 106 - But when combined in some way with a more substantial gain, pride may be made a powerful incentive. Ambition, when effectively appealed to, is stronger still; but the longest lever of them all is loyalty. People will do most and best when they are deeply and fundamentally loyal. Loyalty like love is a more or less unreasoning force, which has but one aim: to do one's best for mistress or manager. These levers can be swung on two fulcrums: the market rate of wages, or a rate above the market. Money,...

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