Word: workers
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Dates: during 1940-1949
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Thus the Danish immigrant who started out as a shipyard worker at $1.75 a day, rose to the $350,000-a-year presidency of the nation's biggest manufacturing corporation, handed over command of the U.S. war effort to a locomotive engineer's son from Hannibal, Mo., who had wanted to be a professor of chemistry, but who became, as the $70,000-a-year manager of Sears, Roebuck & Co., the country's No. 1 mass-buyer...
...Clarence Wormuth started a double-purposed safety campaign. When a worker is involved in a traffic mishap, the plant safety supervisor checks his plant record, if it is bad calls him in for an interview. After his aptitudes and temperament are determined, he is put in a job that better suits him. "Accident-prone" workers are segregated, placed on nonhazardous work...
...Packard employe had nine traffic and 14 plant accidents in five years. The foreman found him a hothead who liked to ram drivers he saw violating traffic regulations, a fast worker with excess time for practical jokes (which often backfired). Switched to a responsible maintenance position, his traffic and plant accident scores dropped abruptly...
Charles Bedaux in 1916 started efficiency engineering where famed Frederick Taylor and the Halsey systems left off. His engineers made their time & motion studies hiding behind pillars with stop watches. They frequently drew up recommendations without consulting even foremen, installed bonus systems which went 75% to the worker, 25% to supervisors as an incentive to push the men. Their standard "B unit," basis of pay, became hated by labor because it was increased as output rose, so that bonuses became harder & harder to earn while basic pay remained unchanged. Says Albert Ramond: ". . . We were far from blameless. We left...
Albert Ramond and his colleagues changed all that. When hired for an efficiency survey, they now recommend that foremen and union leaders (or workers' representatives) be called in. Now it is rare for Bedaux Co. to go into unorganized plants. Says Albert Ramond: "We need the union's practical skill as well as our own scientific skill so that with management we may arrive at a tri-partite agreement." Bonuses now go 100% to the worker, and he understands the pay formula (which he didn't before...