Employment psychology

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Monograph

Identifikator:: 1028407564

URN:: urn:nbn:de:zbw-retromon-47263

Document type:: Monograph

Author:: Link, Henry Charles; Thorndike, Edward L. http://d-nb.info/gnd/118802127

Title:: Employment psychology

Place of publication:: New York

Publisher:: MacMillan

Year of publication:: 1924

Scope:: 1 Online-Ressource (XII, 440 Seiten)

Digitisation:: 2018

Collection:: Economics Books

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Document type:: Monograph

Structure type:: Chapter

Title:: Part III. Selection and retention

Collection:: Economics Books

292 . INDUSTRIAL REVOLUTION AND WAGES should not, require considerable time for general accept- ance. The point of paramount importance, however, to industrial peace and proficiency, is the underlying principle of organization and collective bargaining. Its general ap- plication is an essential preliminary to real industrial sta- bility and accomplishment. UnN1oN-MANAGEMENT PLANS OF COOPERATION ON THE RAILROADS There have been several noteworthy plans of union-man- agement cooperation which afford the basis, through prac- tical experience, for a general constructive policy along the lines that have been suggested. So far as the productive efficiency principle is concerned, or a method for employees to participate in the results of their own cooperative efficiency, the Southern Railroad in 1924 entered into an agreement for three years with its unionized engine and train service crews, providing that these classes of employees should receive, in addition to their regular rates of pay, a bonus each year of 174 to 3 per cent., if the ratio of certain selected items of operating expenses to total operating revenues did not increase. The “test ratio” was based on the operating expenses for the year 1923. When this agreement terminated in 1927 a new arrangement was negotiated with the engineers and firemen alone, based on the same principle, namely, that if these classes of employees would cooperate in reducing operating costs, such as fuel, oil, and other items, appli- cable to their specific work, they would be given a share of the gains realized. Moreover, as this was worked out on the ratio of the aggregate outlay for specific items in rela- tion to total gross revenues, it was also true that engine- men would receive advantages from favorable factors affecting gross revenues, or the other side of the operat-

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