Connecticut workman., 1901-10-24


 to the union.
 The first benefit to the employer who wishes to learn the real cause of his difficulties with his men is that he can deal through the union with their own chosen representatives, who. as a rule, are best qualified to speak in their be- half. Not being dependent upon the employer, the leaders are able to speak frankly and freely, and the root of the matter can be reached more quickly through them than through the shifty excuses given by those who constantly fear lest their words may cause the permanent loss of their jobs.
 Second, employers often Indignantly declare that they are always willing to meet their own men, but do not admit the right of outsiders to interfere in their business.''
 Without discussing the economic questions involved in that proposition, but merely considering the case from the employers point of view, believe the prejudice is short sighted.
 The employer needs to learn the real cause of the difficulty in his shop from those best able to express 1t and who will be free from personal prejudice and local bias. *5
 The labor leader knows how to han dle his own men, is not deceived by their attempts to give him an incor- rect statement of the case, quickly sifts the evidence and from experience is an expert representative of the 1aborer's point of view.
 If the employer is willing to meet his men fairly, he cannot meet any one so we'll qualified to help him settle the difficulty justly to both sides as the accredited leader of an organization.
 Third, the employer is immensely benefited by the conservatism of the experienced labor leader. Unorganized bodies of men alone are much more likely to strike hastily than if directed by experienced leaders. .:.. :. ,Of course there are leaders who in- volve their union in unnecessary strikes, who make negotiation with the employer difficult, who exercise a bad influence over the men and who are generally unworthy of respect or con- fidence.
 But the true character of such men is sure in time to be discovered.
 A union will not keep a leader who does not Chit it off'' with the employ CTS, and after pretty regular attendance for a number of years at the Central Federated union of New. York I am convinced that no men undergo more frank and searching criticism than la Dor leaders.
 My own opinion is that while some unworthy and dishonest leaders are un- 1 wisely trusted by their organizations in the majority of cases it would be much better if leaders enjoyed to a greater extent the confidence of their own men.
 Distrust of their leaders is the great i ngt wesak karssvof 4abor uHions>~ And while a few so called walking delegates may be unsatisfactory the majority of them work constantly and have less leisure than the men whom they represent.
 The labor leader who works sixteen hours day to secure an eight hour day | for his men is not consistent with his principles, but is entitled to the respect of his organization.
 1 Finally, desire to call attention to one important defect in existing rela- i tions between employer and employee. Tn former days, when there were no large employers, the small employer constantly associated with his men, worked at the same bench and often ate at the same table. l Now, with the continually increasing centralization and development of great 1 industries, the employer may not know any of his men. The employers man ager may also not know any of his men and it is only the managers general foreman who will come in touch with them.
 Hence the present relation is chang ed, and it is only the deputy Of the em ployer's deputy who maintains person al relations with the workers.
 In such a condition it is not surpris ing that misunderstanding and mutua distrust arise. When such misunder standings have arisen, if the employee sends for his general foreman and fol representatives of his men the genera foreman is immediately on the defen sive, because the difficulty can only b. regarded as a criticism of his admins 1 tration.
 The men are shrewd enough to b. aware that while the employer ma. truthfully state that he is anxious t
 remedy any real grievances in his fac tory, yet after the immediate wrong
 have been righted they are again at tn
 mercy of the general foreman.
 In a few months some men are like
 ly to be dropped from the pay roll a
 unsatisfactory. The employer will hay
 forgotten that these were the men wh
 formerly stated their troubles to hfH
 but the men will not have forgotten tn
 fact, and one such lesson will be suH
 cient.
 I therefore believe that it would be
 great gain, financially and otherwise
 to large employers to have as part o
 their staff a permanent industrial al 1 bitratOr.