The Connecticut labor news., 1921-11-04
ENORMOUS COST OF RECENT WAR PROVES CONCLUSIVELY THE NEED
 FOR WORLDWIDE DISARMAMENT
BRITISHER
(Continued from Page One.)

2 review of what his companies had done in the war. He was of course naturally Deeved that his paper mills were now being struck against and declared he was done with unions therefore. He related the history of the typesctting machine company he runs also and lauded the patriotism of the firm and then launched into his drive against unions.
 .'I7niOnisrn" he said, stands tor ln- efficiency as 1 sec 1t. In May last when we urged the men in the mills to accept a 10 per cent wage reduction when they were receiving two and One-halt times what they were getting i'll l9l5-l9l4 thev closed down our eighteen mills. When we began to put in men to take places and operate our plants we were met with violence, men were shot, men were beaten and insulted, property was destroyed and i'll many places the petty sniveling town officials gave them en- COuragement.
 "Onlv in New York State, where Gov: Miller, insisting upon enforcement ot law. sent in the State ConStabulary, did we get protection In this connection l wish to record my belief that there should be constabulary in every State: Ii is the best means of enforcement of law.
 By methods of terrorism the leaders of the unions have attempted to keep our mills closed and to force workers to join their ranks In the period since Nav the workers have lost SC, 6,500,OOO in wages alone. We are willing to deal with committees of our workers, we stand for the American plan and the open shop and we will deal with shop unions if the men want them, but we will not deal with any third parties from the outside.
 BEATS WORKERS TO IT." MT. Rowntree, saying his firm em- blows 7OOO workers, that he deals with nineteen trade unions as matter of course in his business, and that the firm since its birth III 1857 has not had one strike, declared when trouble looms the | first thing he thinks of IS to send tor the secretary of the trade union. He frankly counselled consideration III America ot the policy of looking far enough ahead to see the inevitable and then beating the workers to it by offering such reasonable | concessions as will permit the business l to advance and grow with none but the most peaceful relations between employer and employee.
 You can do a thing with more grace, lu, initiative The feeling Is much different when 1t Is Wrung from you ln struggle. Discussing democracy in industry as a practical thing, Mr. Rowntree said he recognized the workers demand for a voice in conditions under which he works as a problem that could be solved by good counsel, mutual discussion, understanding | and agreement. The effect in many English industries of this policy has been 1 the inauguration of systems which might be considered advanced here, but they are working out, he said, to the complete satis faction of both sides.
 RULES FIXED IN COUNCIL.
 Rules for operating plants, he said. are determined by administrative councils o1
 an equal number of administrative off
 cials and workers representatives Gin hi:
 own factory the number of each IS tWen- ty-fve), and the rules have the virtue o1
 being agreed to in advance by the work ers instead of being imposed upon them | He said his experience of thirty year:
 has not indicated to him that unionisn
 means desire by the workers for finan
 cial or commercial control, but simply {
 voice in the government of the plant III 1t:
 relation to their own lives.
 He said his firm spends a week hiring
 its girl operatives They are taken in 1T
 classes interviewed by the employmen
 manager, examined by the doctor, giver | five days intensive education in what tho
 factory Is all about and those engaged
 wind 1t all up with a glorious tea party | system which has reduced labor turn | over by large percentage and has vast | ly increased working efficiency and in duStrial intelligence.
 | The relation between organized indus
 trial or commercial efficiency and i'm proved business conditions was strikingl,
 illustrated in an address by A. s. Don
 aldson, Superintendent of Training o
 R. H. Macy X Co. of. New York, wh'
 gave figures to show that in spite of tn
 general depression of the past year, in
 dividual transactions by the Macy sale
 people have increased 40 per cent, tha
 salaries have increased 10 per cent an the payroll includes 400 more names tha } 1t did year ago.
 TRAINING GIVEN EMPLOYEES. | Mir. Donaldson ascribed this unusua condition to the training i'll salesmanshi and general business efficiency which th
 employees have received since the intro
 duCtlOn of a system of personnel man agement and training.
 Mrs. l. B. Brandow, Superintendent of training and welfare at Lord X Fay
 Tor, described a similar system of tha firm, and said:
 Il think personnel administration Ina given our executives feeling of con fdence in the handling of personnel mat ters. for they now know they can handl the employment situation with the sam
 sense of security and confidence that the can handle the buying of stocks. The have something definite to turn to becaus we can now refer to a personnel inver1 tory and know just where any employe stands in point of ability, efficiency an general worth to the firm"