The Richmond palladium. [volume] (Richmond, Ind.) 1855-1875, 1869-06-22
Employers ssd Employed.

Employers ssd Employed. = aa
Much of the success which attends the
management Of any business, where help
in q subordinate capacity is required.
depends upon facts, by which subordin-
ates are made to perform their duties
willingly. Many establishments are
filed with timeservers, who do their
work grudgingly and shrink the moment
the eye of their superintendent is Off
them. Other establishm ents exhibit, on
the contrary, the more beautiful spec
tacle Of cheerful workers, with faces
good humoredly beaming. and whose
blows fall harder and moro constantly
from very !ightheartedness. They feel
on good terms with their employers, the
superintendents, and their fellow work
men, and thus feeling they must be
more efficient than . corps of sulky.
sour tempered men, whose hearts are
not in their work, and whose superiors
are regarded a. their nstural enemies
These facts being admitted it is evi-
dent that the superintendent wi ho,- with
out coming short in other respects.
keeps his men in good hulnor, is better
than one who can only keep up show
Of suboYdination by harshness of man
ner which begets q reciprocal feeling In
the heart of his interiors. Such suboi
dination is subordination under protest,
. subordination which leads to secres
combinations and mutterings, and Is
only one step from revolt.
| It has been justly remarked that the
most perfect subordinatiOn is that In
| which the rights of subordinates are re-
cognized; in which every man has his
| rights, and knows that any violation ot
| them can be promptly and surely re-
| dres sed. a aaf $50 ff s.,-.-
7 A good deal might be said on the
rights of subordinatcs, but we shall only
touch upon the subject at this time. Ia
the FIRST place every subordinate ought
to have the right to defend himself from
charges made against him by fellow
| workmen. How often is it the case that
from petty malice q workman is made
the subject of inviduous charges. which
! injure his reputation for skill or his
character for honesty. A workman IN
this trying position should feel that he
has an impartial judg in his superior
who will protect him from unjust 'accu
'sation A subordinate has the natural
, right to expect kindness so long as bis
conduct merits it. Our sensibilities
have often been shocked by the Ian
guage we have heard employed by su
! perintendents of large establishments to-
wards interiors Swearing at workmen
| is 3 far too common vice. Were we to
! employ man as q superintendent of q
workshop, we should tell him st the out
set that swearing at workmen could not
be allowed. Any employe feels sense
of degradation from such treatment
which Injuries his self respect and tends
| to make him vicious and unreliable.
The right OF IN omploye 60 ho jnsfly
and the right to be treated kindly can
| never be violated without loss to both
employer and employed. The former
loses in the amount and quality of the
service performed, the latter loses
cheerful happy temper and the ennob-
ling desire to perform his work in the
best manner possible, both as matter
| of principle and out of good will to his
employer Good will is worth money.
It is an excellent thing to invest in. It's
profits cannot be estimated as so much
per cent. of capital, for its first cos. is
nothing.
Having pointed out two rights, to
which all employees are entitled, we shall
tpoint out one which many suppose be-
| longs to them, but to which on the con-
4 trary they have not the slightest claim.
This is the fancied right to expect or
demand ex xplanations from their super>
iors, why they are required to perform
| the work in the manner directed. Any
principal of an establishment, when con
demning the work of an employe, or di-
recting him how to perform it, will vol
/ UNFAIRLY explain the matter, ii he deems
such explanation necessary, as instruc-
! ton to guide in future work or conduct.
/ 1t is his interest to do this because he
gets better service by doing it. If he
withholds it, however, that is his busi-
ness, and his subordinate would be just
ly liable to reprimand should he ask IN
regard to what concerns him not If he
needs instructions that Is another mat
ter; but men in active business have too
much on their hands to argue with help
upon the propriety of any course they
may have decided upon. An arguing
foreman is every bit as unfit for his
place as the swearing, brow beating one.
He should be man Of decision, and, as
decision in action is the result only of
knowledge, skill and courage. these
qualities will entitle him to respect, If
his other qualifications are such as to
insure the good will Of those under his
charge. az5 70 lee9
Tue choice of q good foreman is one
of the most important essentials to sue
cess in many kinds Of business, and the
difference between q good and q bad
one is hard to estimate in dollars and
cent?. He that can be Arm with kind
ness, and just without harshness. has the
elements of good leadership. These
qualities. joined with knowledge, and
skill, make q combination of qualities
somewhat rare, but when found, sure to
be priced and rewarded.-t Scientific
American. n4 aos,s e 79sseee 8eaf
The papers are publishing the extra
ordinary fact that the two golden spikes
that were driven and the silver tie that
/ Was laid to e0nnAcf thA fHos OCEANS by