6516 o Building Industrial Morale BY DOUGLAS H. COOKE CORNELL UNIVERSITY LlBf 3 1924 066 874 698 (Jlorttell ltmucr0tty SJthtatg Stljaca, Nem inrk \4vEVlV\\co?c THE LIBRARY OF THE NEW YORK STATE SCHOOL OF INDUSTRIAL AND LABOR RELATIONS AT CORNELL UNIVERSITY Cornell University Library The original of this bool< is in the Cornell University Library. There are no known copyright restrictions in the United States on the use of the text. http://www.archive.org/details/cu31924066874698 MORALE "a mental or moral condition as regards — courage — zeal — hope — confidence" w q^^s^^s Second Edition Copyright 1919 William Green New York Foreword This country and the world are facing to-day a social and industrial crisis. The need for maximum production is not only great — it is momentous. But capital and labor, instead of combining with good- will and enthusiasm to increase output, are engaged in a desperate quarrel over distribution of earnings. To substitute team-work for strife is the problem of the hour. It is primarily a problem in psychology and only incidentally one of economic adjustment. The purpose of this survey is to point out an agency which may be used with marked advantage in solving this problem. Labor's Malady The keynote of our industrial labor problem has been The policy continuous turn-over, created by the policy of hire and of "hire fire. The man who failed to make good at a job was and fire" fired, instead of being transferred to some other task at which he could make good. Excessive discharge weakened the worker's self-respect, killed his self-confidence, fostered subservience. Con- tinual change of jobs destroyed his pride, hope and productive intent. Men who started with ambition and promise be- came inefficient, irresponsible, migratory — many thou- sands of them almost worthless as workers. While personal causes such as drink, drugs, women, and bad home training contributed heavily to the situation, bad economic conditions beyond the worker's control and understanding did even more. The desirable, efficient type is the worker who is part The of an industry, permanent citizen of a community, Steady father of a family, perhaps a member of church, lodge Worker or club. It is this type of man that weaves a strong social fabric. But only about four out of every ten of our workers come under this category. The larger group is made up of the casual worker who has a constant succession of employers. He may be a man with a family, struggling for existence, with his wife working and his children out of school as soon as the law permits. The casual worker lacks the skill, will-power, self-control, ambition and habits of industry which are essential to steady employment. He neither leads the life, thinks the thoughts, nor has the point of view of the steady worker. He quickly becomes physi- cally defective and unable to do hard, steady work. The extreme of the casual tsrpe are true migrants. They have no permanent homes, are residents of no community, parts of no particular industry. Their life is made up of contact with cheap lodging houses, saloons and dives, with a complete absence of decency and cleanliness. Our human "^^^ casuals are the by-products of our system — ^we resources developed our material resources while spoiling our spoiled human workers. Such a policy, we now realize, was equally disastrous for the employer. While the tides of immigration were pouring a million fresh workers into the nation every year its wastefulness and its amazing potentiality as a trouble breeder were not so apparent. But now that the war has put an end to immigration for the time being — ^perhaps permanently in the old volume — ^we are coming to our senses, only to find that in large part our workers have been educated to ineffi- ciency, to shift instead of to stick, to turn to the labor agitator for their permanent affiliation instead of to the industry which needs them and which they need. Reaping And to-day they have the upper hand, or think they the whirlwind have. And they are using their power with all the arrogance and irresponsibility which they had been made to smart under in the old days of the policy of hire and fire. The situation is acute, especially in view of the de- pendence of a destitute world on our productivity. But it is not yet too late for employers to establish that mutual confidence and understanding and build that industrial morale among their workers which alone will restore the intent to produce and rescue this country and the world from the drift toward industrial collapse and social chaos. Employer The primary impulse, for the successful building of ^, . .^. ,. ., !^ .,,'., ^, 1 the mitiative mdustrial morale, rests with the employer. He must have the determination to meet his workers at least half way — to give them a liberal square deal, to "sell" himself and his institution to them, and to advertise to them, so that they will realize and appre- ciate what he has done for them and is willing to do. Far-seeing employers will act now. The Wrong Medicine Labor, as a whole, has lacked in productive intent. Disinclination j^g dominant ambition has been to do as near nothing to produce gg possible for the highest possible compensation. Partially caused by our high development of stand- ardized machine production, in which the part played by the individual worker is narrow and intensive, this ambition has been fostered by the failure of the em- ployer to develop frank understanding between him- self and his employees. Failing to present his side of the case, opportunity was left open to labor agitators and others to prejudice the worker against the employer by creating false impressions and developing antagon- ism. In the face of this antagonism, production engineers have exerted great effort to obtain an increased output from their workers— to very little purpose. Wages have been boosted to unprecedented heights, and still production has fallen off. In fact, the common experience has been that with each wages rise; boost in wages there has come a decrease in production, production as if the two were cause and effect, as they often are. falls Unearned money, instead of stimulating, demoralizes the human worker. In an endeavor to obtain production and hold their workers employers have voiced every appeal but the best ones, apparently avoiding any appeal to the finer qualities in their human workers. And we generally reap what we sow and cultivate — ^in this case a contemptuous hostility. The bulwark against this is industrial morale. The contented worker is the best worker. And money alone is far from being the answer. The American worker does not favor the highest bidder, when money is the only factor. To attain the goal of the employer three broad elements are involved : — monetary, — physical, — psychological. And of the three, the last is by far the most important. No amount of money or superficial physical comforts will satisfy for long the worker who is not contented in his mind with the proposition on which he is working and the future which lies before him. The desires of the majority are not unreasonable. A vast percentage of all human beings would rather work harder, for less money, for the employer whom they understand and sympathize with, where they feel that they are a real part of the organization, relied upon and trusted, than for a great, soulless organization where they feel that they are merely cogs, impersonal and unknown, to be cast aside at will. It is necessary, therefore, for the employer to develop a basis of understanding between himself and his em- ployee. The method which proves resultful with one employee may be extended to reach all. The contented worker Human instincts Old-fashioned leadership necessary Personal contact impracticable Bridging the Gulf The employer must develop ordinary human leader- ship if he would redeem the present situation in behalf of production. He must win the confidence and allegiance of his work- ers by sharing with them his ambitions and visions, by letting them understand unmistakably his sincere in- terest in their welfare and future and by dwelling upon the opportunity which he has provided for their advancement as a reward for honest, steady, con- scientious effort. The vast expansion and complexity of modern industry have made this a more difficult process than it used to be when the employer could know all his employees personally, meet them individually face to face and talk with them man to man. It was possible then for him to treat each on an individual basis, to understand his personal peculiarities and handle him accordingly. But in the plants of to-day this personal contact be- tween employer and employee is necessarily rare and random; the employee is deprived of the inspiration and encouragement which come from direct contact with the man at the helm; he and his employer have drifted into different worlds, each full of prejudice against the other; the gulf has widened immeasurably and must be bridged with some other means than per- sonal contact. Fortunately there is such a means. In dealing with workers in the mass, as they must be dealt with in the large plants, the written, printed, illustrated word, gives the employer the same opportunity for intimate con- tact with his workers which he had when he could know them all personally. The printed page preserves the atmosphere and spirit printed word of a private conversation. Under the circumstances ^ good its effect is more lasting, its control more certain, its substitute delivery more economical than speech. Its skillful employment, under the professional guidance of those who know how, is well capable of restoring to the American employer the leadership which he has forfeited temporarily to the outside agitator. me We speak thus positively because we have had experi- ence with the writing and printing of literature which has had marked success in building industrial morale in a wide variety of industries. The Media The physical form of the media employed is varied. 1 The "book of information" is described on succeeding pages. 2 The plant publication is reduced to a stand- ardized basis, which produces the best results on an economic basis of cost. 3 Plant bulletins, posters, pay-envelope en- closures, special messages. These are described on the following pages. A Book of Information The first step is to place in the hands of each employee The — old and new— a small, compact book, written in employee's language that he will quickly grasp and understand guide and and addressed to him preferably by the association of his felloto reference employees, comprehending the following points : 1 The scope and aims of the company. The character of the company service and its ideals. 2 The officers, their duties and authority. 3 The company rules as regards working hours, overtime, holidays, vacations. 4 Service features, such as employees' associa- tion, safety work, insurance, profit sharing, pensions, clinics, dining-rooms, rest rooms, enter- tainments, sports, bands, publications and the worker's participation. 5 The worker's place in the organization, with a clear explanation as to his opportunity for ad- vancement and along what lines it may be won — his reward for steady, conscientious work. 6 An outline of the plan operated for the settle- ment of differences between the men and the company, with the names of employee represen- tatives from each department. 7 A graphic map of the plant, giving the loca- tion of each department and of all facilities of which any worker will have any occasion to make use, from the moment he is employed and steps from the employment office. This will guide him intelligently about his work from department to department, largely remove the necessity for in- terrupting other workers with questions, saving his own, as well as their time, and making him more quickly efficient. The purpose is to see that every employee has, at once, a complete and clear presentation of the employer's side of the case, and adequate knowledge of the organization of which he has become a part. It makes him feel at once that he has become a part of a systematic organization, for as long as he makes good, it tends to remove his feeling of being a stranger in a strange land, thus increasing the probability of his Planting sticking and making good. the acorn It implants within his mind ideas favorable to the em- ployer, before other less favorable influences have an opportunity to intervene. It helps instill the under- standing and confidence which will result in loyalty and contentment, foster his pride in his employment and entrench within his mind feelings which will combat unfavorable influences. The plant publication The company book is followed by the plant publication — preferably in the form of a distinctive semi-monthly or monthly magazine. Many organizations are already producing so-called "house organs" for their employees. But to attain fully the great objective requires the issuance of an impressive publication, builded by an editorial, reportorial and pictorial staff of the highest calibre — ^high-salaried men understanding the psychol- ogy of the worker, peculiarly trained to industrial problems. For well sustained reasons, this magazine is mailed direct to the worker's home. There it reaches him under the most favorable psychological conditions — ^in his most receptive mood. The home influence is the best influence, the most vital factor in the worker's life, though one that is usually ignored by the employer. A man's home life and his work are inseparably allied. When a man's wife and children have some understanding of, pride in, and sympathy for the organization from which the family livelihood is derived, the most steadying possible in- fluence is unconsciously brought to bear upon the father. Such an understanding develops a bond of sympathy and mutual interest which soon makes itself evident in the father's work. His daily toil, success, progress and opportunity, as well as the broader success of the or- ganization for which he works, become topics of daily conversation and combined interest. A heartstring is spun that will do much toward holding the worker when any impulse arises to seek new fields of labor. Medium of constant contact The home influence is the best influence The properly produced plant publication is anticipated and absorbed with the keenest appreciation, reaching not only the worker, but his whole family. The weak publication or that distributed through the yard or plant receives scant attention and is quickly dis- carded. Strong, Each issue should carry, in addition to a direct personal effective message from the chief executive, a strong, inspirational articles article; an educational article of broad interest; local humor and notes contributed by the employees; a record of promotions and achievements of individuals (together with pictures of employees so noticed). This piques the pride of other workers and creates a friendly spirit of rivalry and competition. Home notes of the workers are featured and a woman's page or section is handled to appeal especially to the wives of the workers. Considerable space is devoted to articles on "safety first" work throughout the plant, intended to impress the workers with an appreciation of the importance of taking precautions. Profusely ^^^ ^^^^ editorial text matter is profusely illustrated, illustrated '^^^ cover is an attractive design in color that will please and appeal to the readers — one that they will prize and preserve. We have determined, by the practical test of broad experience, the best size, form and make-up for the plant publication. Through the organization of a strong staff of writers, trained in the newspaper and magazine fields, schooled in the psychology of and trained in the appeal to indus- trial workers, we are enabled to produce the strongest, most effective type of literature — better than can be produced by any local plant staff. To procure organization news we establish a local editor or editorial board in each plant, whose duty it is to collect from various departments and phases of employee activity local news notes of interest to fellow- employees. Each publication is distinctly stamped with the indi- viduality and personality of the organization which it represents. It is a publication contributed to by the workers, representative of the workers in the most intimate sense — ^produced for the workers and their company. Every possible means is used to create a tendency toward team-work — a feeling of unity and organiza- tion spirit on the part of all employed. By standardizing the form of this literature we are able to produce it on an economic basis of cost — effect- ing a considerable saving. We are also able to pre- determine the cost, obviating the liability of launching a campaign of indefinite, unknown expense. The personality of each organization Economy through co-operation The message of pictures Pay-envelope enclosures Bulletins and Inserts There are two additional mediums for reaching the workers that are effective. The poster or smaller bulletin conves^ing important thoughts in strong pictorial form are important. Pictures, which speak the universal language, convey forcefully and instantly the one big thought which it is desired to convey. These are supplied at frequent intervals for posting on bulletin boards or about the plant and yard, in the exact quantities required by each plant. They are produced in .black and color and are the work of prominent artists. The other is the pay roll envelope or enclosure — ^both forms are available for the delivery of a short, forceful message from employer to employee. Other than for their distribution, none of these demand any thought, time or trouble on the part of the in- dividual organization. Every detail is prepared by our workers trained in the upbuilding of industrial morale. The success of all such messages, no matter what their physical form, is dependent upon the degree of interest with which the message is surrounded. The very same message may be presented in a dull, uninteresting way that will command little attention and make no impres- sion, or it can grasp the attention and reach the understanding of every worker. Skilled Staff Essential It cannot be too emphatically reiterated that all this literature, from the "book of information" to the pay envelope enclosures should be prepared by an organi- zation of vwriters, artists, and publication executives who combine talent of a high order with long training and successful experience in this very field of building industrial morale. This means high salaries and a heavy overhead expense which the individual industry is rarely willing or able to incur for this purpose. On the other hand, to follow the usual practice of delegating some member of the plant's working force to produce the literature, or to hire a newspaper or magazine writer of general experience for the purpose, is to doom the whole project to failure. We would urge you, rather than waste your money on an ineffective local attempt, to give us an opportunity of demonstrating the wisdom of using our strong central organization which, having learned through practical experience those methods which are resultful in building industrial morale, in cementing the relations of employer and employee, instilling the desire to produce, is able to extend this service to a limited number of other manufacturers, at a decided saving of cost to them. We welcome the co-operation and assistance of each individual Service, Employment and Advertising De- partment, and impose no obligations upon them which entail increased burden or expense. Our highly developed service is performed upon a definitely known basis of cost, determined and approved in advance. In proportion to results the cost is minute. Talent and experience necessary A strong central organization Summary By way of summary, the purpose is to concentrate the combined ability of a staff of skilled men, understanding the problem, on the accomplishment of the result desired; to distribute the cost so that it will be result- fully economical for each organization participating. The result accomplished is: — improved understanding between employer and employee. — a strong loyalty of employee to employer. — a desire and inclination on the part of the worker to produce, pride in his work and in the organiza- tion. — a desire for permanency and growth on the part of the worker. — misunderstanding and unrest prevented through confidence and understanding. —trouble makers foiled through organization morale, pride and loyalty. —efficiency increased through understanding. — labor turnover reduced by promoting content- ment, confidence and understanding. — the creative impulse developed in the workers by extending to them participation in the ad- venture of productive enterprise. — a strong medium for welding their relations with the workers placed in the hands of welfare directors and employment managers. It has been done This work has made good in the fire of trial. Not only has it proved successful in one plant, but in many; in industries of many types in practically every section of the country. It has reduced labor turnover, increased pro- duction, prevented strikes, developed morale. It has established in the minds of the workers and their families a feeling of permanence, of loyalty and of good will towards the organi- zation from which the family livelihood is derived. The plant publication npmS illustration shows four of the covers of the -'' MORSE DRY DOCK DIAL, recognized to-day as the leading publication in the shipyard field. It has been built on a definite policy, gradually expanding to include stronger, broader and more educational material. What Mr. Morse says: I have just been looking over the last issue of The Dial and I think it is a dandy and a great credit to this Company. I think I know good printing when I see it and The Dial certainly shows up well. And speaking about The Dial I want to say that it has accomplished even more than was expected from it. The object of course was to bring our men closer together, to make them familiar with the doings in the yard and to arouse their interest in the welfare of the Company. It has done this and even more and the value of such a publication has been amply demonstrated. MORSE DRY DOCK and REPAIR CO. From Mr, Barnes, the Editor: The book shows such a creditable piece of printing I am writing immediately to express my thanks and appreciation. From a printing standpoint, it is more than a commercial product; it is the creation of finished craftsmen and that is saying a good deal in these days of war and labor handicaps. It strikes me that your men from the com- posing and press rooms down to the binding and mailing rooms, did themselves proud in this number of our pub- lication. The clean reproduction of the engravings, the splendid press-work and the fine quality of ink — all so essential to a good piece of printing--show that your organization is thoroughly familiar with work of this kind and deserves the high place it has attained. The service and cooperation which you have given us have at all times been excellent. (j^/(/^ S-^^0W^'i^^^ The Dry Dock Dial, Pay-Envelope Enclosures "Our duty, if we are to do thU great thing and to show America what we believe her to be- the greatest hope and energj- of the world— is to stand together night and day until the job is finished." FREblDENT WILSON. ■«lK,„l-='-^'"' \n«j^ „-,„d. The fi,.ti». -«;;.' ;,„,„„,W. The *i,d, th.t U«- i"""'"°c.7<.7<.«""'"-""..' ,„..r. o. .ho ^Xo"t"»"f *' Desertion by the soldier \ is not worse than betrayal \by the slacker." I . "If.. *i, .w AtServke 3«tiort Build & bridge of a>ii »15 the (fjy? If w "There wa» lyinB butiind tJio thoueht of th« ,C*rman grovornmi-nt, in all its dreoma of tha> future, a political control, which would anabl* it in tha long run to dominate the labor nnd industry of tho world. They wore not content with (ucceta by superior achieverncnt) they wontKl aucceta by authority," fe^..- . Nitknil Sawiui Stakm ErniSKjr Fkit CuffKntma TV /TANY MILLIONS of these small cards have been ■^"-^ produced by us for the United States Shipping Board Emergency Fleet Corporation and in turn supplied by them to shipyards and other essential industrial plants to be enclosed in the pay envelopes of the workers. They are an economical and effective medium for conveying succinct, timely messages with certainty and dispatch. Color and pictures may also be used resultfully. Posters and Bulletins This design, by E. Hopper, won 1st prize in the competition held by United States Shipping Board Emergency Fleet Corporation Together you will win! • National Service Section UNIIKI) SrATi-.S SHII'PlMi 1K'\RU EMtR'.ENCY ILEET CORPORATION This drawing, by Charles Dana Gibson, was adopted for poster use through the courtesy of Mr. Gibson and "Life" rPHE POSTER conclusively proved its value dur- ■*- ing the war emergency. There is no question but that the "picture speaks in every language." To make the picture tell the necessary story quickly and positively is the problem that requires understanding and skill. The work of those artists best fitted to produce successful drawings is not cheap — by distribu- ting the cost among the many vnth like needs the cost is very slight. The printed word npHE PRINTED WORD is more positive and lasting in effect than the spoken word. Illustrated by forceful pictures it will convey the desired thought quickly, positively and economically. "—today America expects every man to do his duty." 'pO PROVE EFFECTIVE it requires in the production a combination of skill. The cover must attract attention — ^the makeup and text must be both interesting and convincing — the illustrations should emphasize and explain the text. It is therefore not the work of one man — ^but the co-ordinated skill of many. Pictures should, as far as possible, be utilized to tell the story. Booklets Beatina w^^ _ ^ ■;'.■-. --:.c^^3^^^£:z^:^: ' '-'"^S. THE WHITE MOUSE WASHINGTON The safety of Amerioa and the whole honor and dignity and success of her action in the present oriais of the world depend upon the worlcingraan's fidelity and energy and devotion. Let's work — npHESE ARE TWO, of a series of four, pamphlets ■*■ produced by us for the United States Shipping Board Emergency Fleet Corporation and by them dis- tributed to shipbuilding plants and other essential industries to be placed in the hands of the workers. They are profusely illustrated with graphic pen sketches which, in themselves, practically tell the story. It therefore mattered but little whether the employee could read English, or whether or not he could read at all. In any event he was certain to get the message. The cost The cost of this complete service is determined by the number of workers on your pay roll. It is therefore equitable and economical for the small, as well as for the large employer of labor. Costing, as it does, from fifty dollars upwards merely to hire a new employee, regardless of the loss of production and efficiency when a change is made, there can be little question of the practical economy of investing a fraction of the amount in a successful effort to make every employee more efficient, more loyal, more productive. As the results are dependent upon skilled, intensive, personal service of the highest degree, only a limited number of additional clients will be accepted. Upon request we will be glad to have a member of our staff call upon the executive of your organization having the subject of Employee Morale in charge. The appli- cation of this service to your needs may then be con- sidered in detail. For this you will incur no charge nor obligation of any sort. Conditions, both present and prospective, are such as to demand the earliest possible action by every large em- ployer of labor. William Green a corporation New York City GENERAL OFFICES AND WORKS: 625-655 West 43rd Street 626-664 West 44th Street EDITORIAL AND PLAN DEPARTMENT: Bush Terminal Sales Building 42d Street, East of Broadway- Telephone Bryant 4231 CORNELL UNIVERSITY LIBBAHV 924 066 874 698 DATE DUE GAYLORD PRINTED IN USA '-^^