The mirror., 1921-11-24
THE OPEN SHOP
By Mr.. NJ. y. II.

as financial and industrial men are con-
cerned, for it is difficult to find trade
paper or a business magazine that does
not contain some sort of write-up on the
subject, usually an interview in which
some prominent industrial man voices his
opinion. l have read a number of good
arguments, both pro and con on this sub
ject and am convinced that the open shop
principle has many strong advocates.
The Industrial world today is practical
ly at standstill, but l think that if the
United States Department of Labor had
taken thorough census of the nations
industrial plants during the war to ascer-
tain just what percentage of them were
operating on the open shop plan it would
have been found to be fully fifty per cent.
Some of the largest plants in the country
today are open shops. A few that could
name are the Harley-Davidson Motor Co.,
the Ford Motor Co., the Bethlehem Steel
Co., the Star Drilling Machine Co., and
many others to numerous to mention.
A closed shop advocate will invariably
bring up in an argument and endeavor to
point out that when an employer engages
Union men he can feel secure in knowing
that he is getting skilled workmen. Their
card is presumably to show that they have
served their apprenticeship, passed certain
examinations, and proved their ability.
Well if all union men were master work
men and skilled in their respective lines
there could be no grounds for dispute
there, but the truth of it is many are not.
1t seems union card in almost any trade
is very easily secured nowadays without a
man serving an apprenticeship. For
specified sum man can generally get
union card in any trade as long as such
conditions exist it doesn't seem that a
union card is of very much account.
would run an Open shop if were an
employer. One reason would be that it
gives the employer the chance to set wages
as he sees ft and he is not then obliged
to receive dictations from union officials
along the lines of wage scales ct cetera.
Union men at times make demands for
wage increases that are often beyond the
scope or power of a concern to contend
with and this often brings on strike or
walkout 1t does not require a great deal
of agitation to stir up labor troubles and
unrest amongst union men. If a labor
agitator happens along and says he thinks
that they ought to strike, they'll agree in
minute, no opposition whatever. The con-
cern may be spending large sums in ma
tional advertising or may be experiencing
a period of business depression and the
granting of wage increases to their en-
ployees at such time would place it in
jeopardy.
Union men have no doubt learned by
this time that strike or walkout does
not always bring the desired end. They
have gone back to work time and again
without receiving their demands and were
only too glad to get their old jobs back
again and at the same wage. They have
SuHCIcu d lOSS DIS lAlCIl Ol StAihS uutJ oAS
only paid small amount by the union
+. and the company loses through the cur
failing of production.
1t seems that more harmony exists in a
plant where the open shop principle pre-
walls and periods of strikes and labor
troubles are not experienced. The en-
ployee feeling that he is getting square
deal, being paid fair wage, hasn't any
reasons for dissatisfaction. Union men do
not ever think they are getting square
deal, always being of the opinion that
their rate of remuneration should be just
about twice what it is.
I make the contention that the closed
shop deprives the competent and energetic
man from advancing as he is restrained
from giving the best that is in him, for