Southwest Washington labor press. [volume] (Hoquiam, Wash.) 19??-19??, 1925-05-01
HOW TO PREVENT IDLE
NESLABORS' PROBLEM
CONTINUED from Page One)

NContinueu from rage Onel
study Of the unemployment problem
would be illuminating to the student
of social unrest who hopes to under
stand the mind of the rebeIlious wage
worker. Nothing deserves more con-
demnation than the lack of account
ability on the part of those who are
responsible for unemployment.
Many employers still actually be-
1ieve that unemployment is q good
thing for business, as an aid to dis
cipline and low wages, and q means
Of keeping the laborer in his place. /"
Such employers are not conscious of
the natural and inevitable trend of
modern industrial life. Low wages
reduce the purchasing power and the
fear OF no work commands respect
only IN periods Of extreme distress.
1t is not effective most Of the time.
Industry must treat men as men, as
humans, in q democracy.
Nowhere is the new spirit more
strikingly manifested than in the
agreement recently concluded be-
tween the miners union and the prin-
cipal coal mine operators renewing
the existing wage scale for three
years. Bituminous coal mining has
long been recognized as a conspic-
nous offender in the matter Of irreg-
ular employment. We are told that
nearly 100000 men could be trans-
ferred to other industries If coal mine
operation were made regulars most
important consideration at a time
when many industries complain of Ia
Dor shortage due to restricted immi-
grafton.
Cheap Coal, Better Wages, Profits
But the public has an even greater
interest in the statement, on trust
worthy economic authority, that if
mine operation were regularized the
earnings Of all bituminous miners
could be increased 20 per cent, the
cost Of coal to the consumer could be
reduced by 10 per cent, and the OPP
orators could make profits on 40 per
cent longer operating time. The new
wage agreement, entered into by both
miners and operators, with deliber-
ate design, is expected to drive many
unstable coal mines out Of business,
with a gradual sterilization of en-
ploymen in those that survive.
American industralists are proud
of their ingenuity and resourcefuI-
ness. They are the first to admit
that no job is impossible to their in
dustrial initiative If it has to be
done. That spirit is being invoked
20 overcome the effects Of the new
immigration restrictions. II haS been
successfully brought into plAv by
some employers and send indnAtries
TO improve industrial relations by
stabilizing employment. Plans for
unemployment insurance now il op-
GRAFTON in a number Of individual
plants and in industries, notably the
garment and the clothing industries
have proved a success and point the
way to effective action by industry
generally. 4
Prevention Follows Responsibility
Notable progress Is being made al
so in the building industry in the di-
rection of providing all-year work.
The engineers report, however, that
relatively little is being done by those
in a position to spread out the work
over the year. The average building
worker loses over 81 per cent Of the
possible work time each year. Prob
ably this industry also viii not realize
the possibilities Of preventing unem-
ployment until it has been asked
TO pay for part maintenance Of in
voluntary unemployment.
We all remember how employers
claimed that they could not prevent
accidents. Now that the law holds
them liable for part Of its cost, they
have gotten busy on the prevention
of the risk. Similar cautions are ex-
pected with unemployment; for both
risks, while different, are admittedly
preventable in large measure.
The railway shopmen are also con-
fronted with the problem of irreg-
ular work. While railway managers
concede it entirely practicable and
possible to stabilize employment, rail-
way shopmen are frequently forced
to lay Off for six or eight week per-
iOds. An examination of payroll fig
ures of railway shops shows marked
irregularity in volume Of employ
ment. The figures show that the
amount of freight car and engine re-
pair work that is turned over to the
shops is fairly constant throughout
the year. Still the number on the
payroll Of one typical shop normally
employing around $500 varied as
much as 40 per cent over the year.
Obviously this is not due to no work,
but to poor planning, management
function.
A Logical Step Ne
Experience in the United States
during the past dozen years shows
that there are four stages Of indus
try's approach to the prevention OF
unemployment. First, there was in
difference. Then, realization by in
dustry Of its own responsibility for