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Show 7 APPENDI almost universal under all of the ordinary schemes of management and whic results from a careful study on the part of the workmen of what will promot their best interests "The writer was much interested recently in hearing one small but experience golf caddy boy of twelve explaining to a green caddy, who had shown specia energy and interest, the necessity of going slow and lagging behind his man whe he came up to the ball, showing him that since they were paid by the hour, th faster they went the less money they got, and finally telling him that if he wen too fast the other boys would give him a licking "This represents a type of systematic soldiering which is not, however, ver serious, since it is done with the knowledge of the employer, who can quite easil break it up if he wishes "The greater part of the systematic soldiering, however, is done by the me with the deliberate object of keeping their employers ignorant of how fast wor can be done "So universal is soldiering for this purpose, that hardly a competent workma can be found in a large establishment, whether he works by the day or on piec work, contract work, or under any of the ordinary systems, who does not devot a considerable part of his time to studying just how slow he can work and stil convince his employer that he is going at a good pace "The causes for this are, briefly, that practically all employers determin upon a maximum sum which they feel it is right for each of their classes o employés to earn per day, whether their men work by the day or piece "Each workman soon finds out about what this figure is for his particula case, and he also realizes that when his employer is convinced that a man i capable of doing more work than he has done, he will find sooner or later som way of compelling him to do it with little or no increase of pay "Employers derive their knowledge of how much of a given class of wor can be done in a day from either their own experience, which has frequentl grown hazy with age, from casual and unsystematic observation of their men, o at best from records which are kept, showing the quickest time in which eac In many cases the employer will feel almost certain that job has been done given job can be done faster than it has been, but he rarely cares to take th drastic measures necessary to force men to do it in the quickest time, unless h has an actual record proving conclusively how fast the work can be done "It evidently becomes for each man's interest, then, to see that no job is don faster than it has been in the past The younger and less experienced men ar taught this by their elders, and all possible persuasion and social pressure i brought to bear upon the greedy and selfish men to keep them from making ne records which result in temporarily increasing their wages, while all those wh come after them are made to work harder for the same old pay "Under the best day work of the ordinary type, when accurate records ar kept of the amount of work done by each man and of his efficiency, and whe each man's wages are raised as he improves, and those who fail to rise to a certai standard are discharged and a fresh supply of carefully selected men are give work in their places, both the natural loafing and systematic soldiering can b largely broken up This can only be done, however, when the men are thoroughl convinced that there is no intention of establishing piece work even in the remot future, and it is next to impossible to make men believe this when the work i of such a nature that they believe piece work to be practicable In most case |