The new industrial revolution and wages

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Monograph

Identifikator:: 1804651486

URN:: urn:nbn:de:zbw-retromon-193069

Document type:: Monograph

Author:: Lauck, William Jett http://d-nb.info/gnd/173237126

Title:: The new industrial revolution and wages

Place of publication:: New York

Publisher:: Funk & Wagnalls

Year of publication:: 1929

Scope:: ix, 308 S.; graph. Darst.

Digitisation:: 2022

Collection:: Economics Books

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Document type:: Monograph

Structure type:: Chapter

Title:: Chapter VIII. Acceptance and general application of the theory of productive efficiency

Collection:: Economics Books

THEORY OF PRODUCTIVE EFFICIENCY 183 chanical officials and by reason of the fact that rates of pay of employees were inadequate, working standards were bad, and hours on duty excessive. We do not think there is any need of attempting to prove what would be conceded, that the labor costs of operation measured in ton miles or traffic units prior to the war, say, from 1900 to 1917 or 1890 to 1917, due to the development of operating efficiency in train loading and the carrying of more ton miles per each unit of tractive power, that there was a steady, remarkable decline in the labor costs of operation per anit of traffic handled, extending up to 1910, after 1910 prob- ably a loss in the decrease or an increase over 1910, but, as a whole, for the pre-war period a steady decline in the labor costs of operation as compared with the increasing costs re- sulting from the financial mismanagement on the other side and the hampering of the operating efficiency of the rail- roads from a physical standpoint. From the foregoing presentation of data, we believe the following conclusions may now be drawn: I. Railroad management, due to an improper financial con- trol, has been productively inefficient, and the existing high operating costs of the railroads are directly traceable to this financial control and resultant inadequacies of management. 2. Railroad employees have constantly grown in produc- tive efficiency. 3. If management had been as efficient as labor, labor and other costs of operation would be verv much below their present levels. 4. Those in financial control of the railroads are now at- tempting to take advantage of a temporary depression to reduce rates of pay of railway employees or to deflate railroad labor, and thus add to their future gains and conceal their present inadequacies. By way of explanation, at this time, we might say that in speaking of the inadequacies of management, we do not wish to be construed as charging the operating and mechanical

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