(b) His efficiency as determined by his bonus earnings in departments where a bonus is paid;

(c) The name of the group boss in consultation with whom the employment manager has formulated his report;

(d) The total number of hours during that period the individual was employed, the hours he was out on his own time, and the bonus hours he made;

(e) His total earnings as shown by the payroll. Space is also provided for items concerning the worker which may affect his work, such as home conditions, etc.

It is with a view to finding out what the average weekly wage per year is for each worker that this record is made, which shall show quarterly the exact amount of money each one has acutally taken home during that period. It does not so much matter to the worker what his rate per hour or per week may be. The important thing to him is the amount he earns over a period of time. A man's hourly rate may be high, but if he has short time, his wages are still small. Unless actual figures covering a definite length of time are periodically brought to the attention of someone whose business it is to safeguard the interests of the employe, many maladjustments of wages escape even a well-intentioned management which believes wages are high because rates are so.

It is the custom to consider each employe once at least in every six months to ascertain whether or not he is deserving of an increase in pay, and if he is, it usually is granted. If he is not deserving of an increase, he is interviewed and the reasons for withholding the raise are talked over with him. This increase in pay continues until the rate equals the union scale.

DISCHARGE AND DISCIPLINE

The authority for final discharge rests with the head of the employment department. Group bosses or others in authority may recommend for discharge and, if upon investigation of the case in hand and presentation of proper data on both sides, it seems desirable that the worker be discharged, it devolves upon the employment manager to perform that duty. Individuals may, if they feel that the decision is unfair, take the matter to the works manager, but this privilege has never been used. An employe has the privilege at any time of taking a complaint to the employment department or works manager.

Discipline is reduced to a minimum by the system of manage

ment which is self-disciplinary in its operation, but such matters as require discipline are usually attended to by the employment manager. A joint committee to consider all grievances brought before it has worked well. This committee consists of a union representative, usually the president of the local union, a representative from the department where the grievance occurs, the works manager, who represents the firm, and the employment manager, who is a neutral party on the committee. A great variety of subjects are brought before this committee, as for example, such questions as certain piece workers doing a little extra work during the noon hour, rearrangement of locker rooms, distribution of work, and similar matters. Questions of pay which are not concerned with union. agreements, but merely affect a special piece of work, are also brought up for discussion at these meetings. So far all grievances have been discussed and settled on a basis of facts and to the mutual satisfaction of all parties concerned. The great benefit resulting from these meetings has been the training of the members to look at the various questions from point of fact rather than from tradition or someone's personal opinion. Once facts are established, there is seldom any argument as to the right action.

IMPORTANCE OF MAINTAINING CLOSE CONTACT

Realizing that any group in society advances only as its individual members advance, the employment department endeavors to know each worker individually, and this is brought about not only by direct methods, but by other avenues which it has at its command for getting into close touch with the employes. An important channel is the library, consisting of several hundred books of nearly every description. Fiction is most sought for, of course, but there is a demand for technical books, travels, music, art, etc. Foreigners are often very glad to be shown what kind of books to read, and it is possible frequently to give them almost a graded course. Many of them read philosophy, history, economics, etc., and are grateful for help in the selection of their books. Others of course need a much simpler line of reading, but follow suggestions readily. Technical and trade magazines are sent monthly to those likely to be interested in the special contents.

As a result of observation of the faulty habits of diet prevailing among those who brought lunches, the project of establishing a lunch

room was discussed with a number of the employes. The idea met with such hearty coöperation that three years ago a small lunch room was started. Food is served at cost, and, with the exception of the cook, service is voluntary, being given by members of the office force. Practically no one suffering from indigestion now reports to the hospital in the afternoon.

Recreational activities outside of the factory are not now carried on. Norwood has a civic center of exceptional excellence where gymnasiums, swimming pool, bowling alleys, dance halls, club rooms, sewing and millinery classes, etc., are open to all by the payment of a small fee.

The employes, with the coöperation of the management, have organized two voluntary associations, The Plimpton Savings Bureau and the Plimpton Mutual Benefit Association. The management of both associations is controlled entirely by the employes.

THE OPERATION OF THE SAVINGS BUREAU

The Savings Bureau was founded with the object of promoting thrift among the employes, 80 per cent of whom are members. Annual deposits total usually about $15,000 and the present balance is $11,000. A depositor is required to pledge a stipulated weekly amount of from ten cents up, but he may deposit as much more as he chooses any week. Withdrawals may be made at any time. Each department has its own collector and collections are made on the weekly pay day. Interest on deposits is paid at the rate of 4 per cent per annum. Many people save money for their insurance, rent, other periodic bills, vacations and Christmas in this way. Depositors may borrow sums not exceeding $100 upon furnishing proper security. Where workers have fallen victims to loan sharks, installment buying, etc., it has been possible in many cases, to make arrangements, by means of weekly deposits in the bank, to pay off these debts. At the same time, the man learns something of thrift in saving for future needs.

As an example of the kind of work that has been done through the bank, the following illustration may be of interest. A man who had been in our employ for a number of years and whose work was proving more and more unsatisfactory, finally had three assignments upon his wages come in almost simultaneously. In taking the matter up with him in an effort to make an arrangement so that he could

obtain releases by paying into our bank a small amount on each one of these assignments weekly, he finally disclosed the condition of his home finances. He was very heavily in debt and was endeavoring to pay on about twenty back bills which covered a term of at least five years. Much of his money had gone foolishly, some of it for liquor and other equally unnecessary expenses, and both he and his wife had reached a hopeless state of mind. We were able to suggest many economies to them and help them make up a budget so that they saved something weekly in the bank for all monthly expenses, such as rent, insurance, and something toward all back bills. In a year's time, he had paid up two-thirds of his indebtedness and his work had improved sufficiently so that he had been given two increases owing to his added value to the business. He is now considered one of the best workers in his department. Although not an habitual drinker, he had been in the habit of celebrating on holidays. The instilled interest in his family affairs and expenses in contrast to his former indifference replaces his need for occasional dissipation.

THE MUTUAL BENEFIT ASSOCIATION

The Plimpton Mutual Benefit Association was organized six years ago to provide a sick and death benefit for its members. It is entirely self-supporting. Each member pays fifty cents monthly and may, upon presentation of a doctor's certificate, receive benefits of $7.50 per week for thirteen weeks, with a possible additional benefit for thirteen weeks more of $3.50 per week. In case of death, the beneficiaries receive $75.

All employes are insured under the Workmen's Compensation Act and each case in which compensation is due is carefully followed up by the nurse to see that full benefit is received. Compensation for accident, other than payment of hospital and doctor's bills, does not begin until two weeks from the date of injury. Realizing that many injuries do not require two weeks' absence and that loss of pay for the first two weeks is often the hardest part of the burden of accident, The Plimpton Press pays full wages for these two weeks to its injured employes when such injuries are not caused by wilfulness. The Press also furnishes at the local hospital a free bed which may be used by employes and their families.

An agency for insuring with the Massachusetts Savings Bank

Life Insurance is maintained. This is a state organization and furnishes insurance at a minimum expense.

METHODS OF PAYMENT

Four methods of payment operate in this plant:

(1) Salaries: These are paid to the office and administrative force.

(2) Hourly rate: These are paid to nearly 50 per cent of the entire force. (3) Task and bonus: Task and bonus is paid to about 43 per cent of the force. This method consists of a flat wage rate which the worker receives in any case. In addition, a worker is given the opportunity to earn an additional amount by performing satisfactorily a certain fixed task.

(4) Piece rate,

Weekly rates of pay for women in the bindery working on an hourly or task and bonus basis are from $6 to $9.12 plus task bonus, which amounts to from $1 to $2. Piece workers average about $15 for a full week's work. The weekly rates for women in the composition department range from $6 to $22. In all departments the range is from $6 for the younger boys to $23 for journeymen, according to the operation each performs.

THE PROBLEM OF LABOR TURNOVER

Since 1912, the percentages of the labor turnover have been as follows:

The problems of turnover so far as they affected this establishment had been successfully dealt with until the year 1916. This year presented entirely new problems and efforts to solve them are now being undertaken. A large percentage of the increase in turnover was among the unskilled workers. Among the new aspects the following are most prominent:

(a) The abnormally high rates of wages paid to unskilled labor drew many of this class to the cities and to other plants working on war contracts. We were unable to equal the rates.

(b) The unusual demand for labor made a scarcity of this commodity and as our busy season begins much later than those of other