The Wheeling daily intelligencer. [volume] (Wheeling, W. Va.) 1865-1903, 1886-03-25

through which their real voice can be eX-
pressed. This voice will always be found
In favor of the judicious and intelligent
representative. OF course, as men become
intelligent more difference must be paid
to them personally and TO their rights,
and even TO their opinions and prejudicest
and upon the whole greater share oil
profit must be paid in the day Of pros
perity to the intelligent than to the ignor'
ant workman. He cannot be imposed
upon so readily, On the other hand, he
will be found much rsadier to accept re-
duced compensation when business Ia de-
pressed; and it ID better in the long run
for capital to be served by the highest in
telligenCe, and to bs made we'll aware OF
the TACT that 1t Is dealing with men who
know what is due to them, both as to
treatment and compensation.
ONE sOURcE or TROUBLE,
One great source Of the trouble between
employers and employed arises from the
fact that the immense establishments OF
to-day, in which alone we lind serious
conflicts between capital and labor, are
not managed by their own owners, but by
sslaIied officers, who cannot possibly have
any permanent interest in the welfare OF
the wOrkiuguen. These officials are
chiefly ANXIOUS to present u satisfactory
balanCe-sheet at the end OF the year, that
their huhdfeds OF shareholders may re-
ceiVe the usual divldende, aud that they
may therefore be secure Ia their positions,
and be allowed to manage the business
without unpleasant interference either by
directors or shareholders. " Is notable
that bitter strikes seldom occur In small
establishments where the owner comes
into direct contact with his men, and
knows their qualities, their struggles and
their aspirations, . Although it
may be inpracticable for the presidents
Of these large corporations 10 know the
workingmen personally the manager Of
the mills, having committee OF his best
best men to present their suggestions and
wishes from time, to time, can do much TO |
maintain and strengthen amiCaOle re-
ations II not interfered with from head
quarters, | therefore recognize in trades
unions, or better still, in organizations OF
the men OF each establishment, who &C.
leCt representatives to speak for them, a |
means not Of further embittering the re-
lalIons between employer and employed,
but Of improving them.
WHAT LITTLE THINGS 10.
1t is astonishing how small sacrifice
upbn the part OF tho employer will some.
times greatly benefit the men. remem.
Der that at one OF our meetings with u
committee, 1t was incidentally remarked
by one speaker that the necessity for oh.
tanning credit at the stores in the neigh
borhood was grave tax upon the men.
An ordinary workman, he said, could not
afford 10 maintain himself and family for
month, and as he only received his pay
monthly, he was compelled to obtain
credit and pay eXorbitlntly for every.
thing; whereas, II he had the cash he
could buy for % percent less, "Well," |
said, "why cannot we overcome that by
paying every two weeksP" The reply
was: 1--WE did not like to ask it, because
we have already understood that 1t would
cause much trouble: but, II you do that, it |
will be worth an advance OF percent In
our wages" We have paid sem.monthly
since. Another speaker happened to say
that although they were in the midst OF |
coal, the price charged for small lots de-
livered at their houses was a certain sum |
per bushel. The price named was double
what our best coal was costing US.
How easy for us TO deliver to our |
men such coal as they required, and |
charge them cost This was done with.
out q cents loss TO US, but with much |
gain to the men. Several other points
similar to these have arisen, by which |
their labors might be lightened or pro.
HtNu tsNarandnI nt1I NJ
changes In machinery or facilities, which,
but for the conferences referred to, would |
have been unthought Of by the employer
and probably never asked for by the men.
For these and other reasons attribute
the greatest Importance to an organization
Of the men, through whose duly elected |
representatives the managers may be kept |
informed from time TO time OF their grieV. |
anCes and suggestions. No matter how
able the manager, the clever workman
can often chow him how benz fetal changes
can be made in the special branch In |
which that workman labors. Unless the |
relations bet 4 cen manager and workmen |
are not only amiCable but friendly, the
owners miss much nor Ia any man frat |
class manager who has not the confidence |
and respect, and even the admiration OF
his workmen. No man Ia a true gentle.
man who does not inspire the affection |
and devotion Of his servants. The danger
is that such committees may ask confer
ences too often; three or four meetings
per year should be regarded as suill.
Cient.
THE GREATEST CAUSE or FRICTION
The trouble is that the men are not paid
at any time the compensation proper to
that time. All large concerns necessarily
keep filled with orders, say for six months
In advance, and these orders are taken, OF
course, at prices prevailing when booked.
This years operations furnish perhaps tho
best illustration Of the difficulty. Steel
rails ut the end Of last year for delivery
this year were $50 per ton at the works.
OF course tho mill entered orders freely at
this price, and kept ON entering them un.
I'll the demand growing Unexpectedly
great carried prices up to$35 per ton. Now
the various mills In America are compel.
ed for the next six months or more to run
upon orders which do not average SOL per
ton, at the seaboArd and Pittsburgh, and
say $34 at Chicago. Transportation, iron.
stone aud prices Of all kinds have advauc.
cd upon them In the meantime, and they
must therefore run for the bulk OF the
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