CONTROL OF LABOR-WAGES, RECORDS AND PROMOTIONS 1. High cost of man-power.—The difference be tween the costs of man-power and of machine power is tremendous. Large electric-power companies quote prices of 10 cents to 2 cents per kilowatt hour; and prices as low as 0.5 cents have been known where electric current was used in very large quantities.
A man-power has been estimated to be equal to about one-tenth of a horse-power. On the basis that a kilowatt is 1.34 horse-power, and that labor is paid 15 cents an hour, it is figured by a prominent engi neer that human physical force is from 20.1 to 100.5 times as expensive as electro-motive force—the force in each case being purchased from the generator.
The most significant factor in the development of the American nation, whether we look at the subject from the political, religious, social or economic side is the high cost of man-power. No nation is likely to advance with equal rapidity along all lines at once, for that element in a nation's life matures most quickly which calls to it the strongest men. Busi ness, therefore, in America has been able to over shadow other callings because it could pay the price.
As a converse proposition, it might be stated that business can pay the price because it has drawn to itself the highest type of man-power, the intellect of men. Thinkers and leaders in the economic world have seen the advantages of replacing, where possi ble, the high-priced physical human. labor by the cheaper natural forces. Thus business itself has been modified from within by the same force which made it the leading factor in our civilization; the high cost of man-power has compelled business men to use steam, electricity and water-power. Few managers today need to be told that the most efficient way to utilize man's physical strength is to employ it in the control of machinery by which the work is actually performed. The locomotive engineer or the man who manipulates the many-tonned trip-hammer, con trols forces thousands of times greater than he him .
self could exert.
But there comes a time in all progress when the ad vancement in a particular direction is retarded and when every gain is made at greater and greater cost.
This is the case at present in the basic industries. Every machine needs a man to tend it, and thus there is a point below which the substitution of machinery for men cannot go. Realizing this, a few progressive managers are looking in new directions for the saving of this high-priced man-power, or at least for the more economical use of it.
2. Waste of human power.—When the chief con cern of the manager was to get out his product, no of a science of labor control? He needed men—the stronger the better. The industrial frontier was ad vancing by leaps and bounds, and men were needed. Any kind would do. The manager seldom ques tioned closely to see whether an applicant was "the man for the job" when he employed him; and when he dismissed an employe he assumed that the man's failure was due to general incompetence. That the workman might simply be a "misfit" never occurred to the manager.
The frontier days of business are gone. "Big kill ings," with primitive methods, are now as scarce in business as in hunting. It is time that some of the energy of investigations be turned upon the question of labor adjustment—the more economical use of human power. Consider the efforts of our schools, colleges and private laboratories to solve questions pertaining to mechanical and electrical engineering; the striving to produce mechanical refinements and power-saving appliances; the tests of coal, oil and other fuels; the gauges for measuring the use of power—and then consider the small amount of effort used in investigating the use and conservation of labor power! Some years ago, late in 190'7, in a very large machine shop we utilized the month of shut-down, when 90% of the em ployes had been laid off, to relocate 75% of the machines so as to facilitate, expedite, and cheapen production. Nothing was done as to personnel, altho it is obvious that an organ izing skill that could instal in poor locations three-quarters of the machines, would also, to at least some extent, fill the personal positions badly; and so it proved, for when business started up again there were a succession of demoralizing and costly strikes.