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

186 INDUSTRIAL REVOLUTION AND WAGES of union members in better standards of work and higher incomes. It has also been the policy of the Amalgamated to develop among its officers a large number skilled in the technical and business problems of the clothing industry, who apply this knowledge to specific problems in plants in their territories. In a number of cases, due to their sug- gestions and activities, methods have been revised and processes changed, with the result that costs of production were reduced and wages increased. On three occasions, firms which were threatened with forced liquidation have been given financial and other assistance by the union. At least two of these companies would have been compelled to discontinue business had it not been for the assistance of the Amalgamated. Together they now give employment to 4,000 workers. In general, it may be said that it has been the steady and successful policy of this enlightened labor organization to cooperate with management to realize in- creased productivity of and higher rates of pay for its members, and this policy has been practically applied as far as possible in various working agreements and arrange- ments. TaE “B. & O. PLAN” In a more specific way, one of the noteworthy achieve- ments by organized labor is to be found in the definite agreement for union-management cooperation adopted by the Federated Shop Crafts and the Baltimore & Ohio Railroad in 1922, popularly known as “The B. & O. Plan.” It is based on an agreement that employees shall participate in the gains arising from their cooperation with manage- ment. Since it was developed on the Baltimore & Ohio Railroad, the same plan has also been put into effect on three other railway systems—the Chesapeake and Ohio, the Chicago and Northwestern, and the Canadian National

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