The evening world. Newspaper, September 30, 1919, Page 26

tate nat otha wtenseitae eaten ae eS ee Cee a OS ee ee i at rim i ESTARLISHED BY JOSHPH PULITZER, @ublishod Daily Except Sunday by the Preas Publishing Company, Nos. 68 (« ay aad Park Row, Now Fork. RALIT PULITZBR, President, 63 Park Tow. CMY rer, 63 Park Row. eretary, 63 Fark Rot PRRs, ewoclated Prem te exci Te wot othensiss OR Le cade PR, rernitieation of ‘ule local ‘oowy Dublin ct to oMRER OF THE prepa NO. THE OMAHA RI OTS. ha going to do about it? te Mayor of the largest city in the State of Nebrasks HAT is all but hung by a mob because, in the community that} elected him, he courageously upheld law a: und brutal violence! What occurred in Omaha Sunday night has outraged the deepest instincts of the American people and brought shame upon the Nation. It is the culmination of a kind of lawlessness upon which the country has looked with increasing disgust—disgust which should now harden into stern determination to put an end to these acts which dishonor the United States, xd order against lawless | Americans are living under laws which provide for the punish ment of crime by due process of impartial, publicly executed justic Tt matters not how dastardly the crime, or whether it is committed by black or white. The Jaw is there to deal with the guilty man, and! unless his punishment is left to the law the people of the United States might as well admit that their justice is a mockery and their Constitution vain. No civilized people can proceed on a tacitly recognized principle that in the case of certain crrmes the courts are inadequate to assure the punishment of the guilty, and that the latter must therefore be turned over to bloodthirsty mobs whose vengeance is not the ven- geance of God or man but that of beasis A fine lot of self-appointed judges—these dregs of a city who sate their brutal appetites by burning jails, murdering prisoners and even putting a noose around the neck of a Mayor! A fine argument for the need of discouraging negro crimes by terrorization—this greater terrorizing of a}! seif-respecting Americans by degraded and criminal whites for whom burning a court house, killing a negro and trying to hang a Mayor make an orgy of hideous relish! It is time for communities where such things happen to mete out justice in such measure that they will happen no mor. If the decent citizens of Omaha fail to move heaven and earth to secure the exemplary punishment of every man who can be con- vieted of participation in Sunday's barbarous riot, they are no true citizens of a Nation that professes to be doing its best to give law| and order a chance among The Omaha police must have been in close enough contact with the mob to beable to identify some of the ringleaders. Every man they can identify should be so dealt with by the law aa to become an example that will be remembered. The city’s debt to its heroic Mayor demands it. The good name of the State of Nebraska and the hon ation demand it. What is Omaha going to do about it? f-governing peoples all over the world. of the + THE COURAGE OF YOUTH. Adult New York read yesterday with an admiration approaching awe of a fifteen-year-old Brooklyn schoolboy who haled a Manhattan Beach ice cream cone man into court on the complaint that the latter had taken 30 cents too much in ® traasaction involving a 10vent ice cream cone. The ice cream man pleaded not guilty and was paroled for later exam- ination. What Interests mature New Yorkers in the case ts the instance of intrepid youth going straight to court about a dis- puted 30 cents. The average citizen of greater age who has cut all his wisdom teeth goes meekly and humbly about town perfectly aware that all kinds of profiteers, reinforced by walters, hat boys, ete., are overcharging and occasionally sbort-changing him at every turn, Does he defend every doubtful 30 cents or even thirty times 30 cents? Not he. It takes the courage of youth Letters From the People Our Dead tn Fra Te Gx Editor of The Evening \ I notice that you hav sauce enough to lend the columns of your |*Way? Is t F paper to those broken hearted parents | Ale taining anything ‘xcept by dew who have lost beloved ones in the | less! and suffer untold torture, while technic ° necessary to appeal to stony hearted, stupid, palm ftching Government of: ficials and then be politely turned away? Is there no justice, no way been Great War, In particular 1 have] ™! lities and red tape are ‘gag |°l¥Ing many of us to the madhouse read the letter in which a “sad | 9". he madhous ® Bene feck cane we | We gave UF boys in their health mother” Ja! wot that a gov-|and strength. We demand ut least ernment has asked her sons to defend | that thelr bodies be returned. to. us its honor, and when they huve given | N° alien soil is good enough to hold lives in the struggle tneir | Ene r remains, No nation or govern- their a ele, ment or ividual can stand in our broken-hearted parents are forgotten | way, ‘They who oppose us are worse ig the rush to welcome the returnin, un fiends. We shall not res: unti Ne ‘and ceremonials and parades |°"" Wishes have been fulfilled, ‘That bes _ 9 for the vain living, but the| q: the least that a government can are give! ‘ain living, Dut th |do for us. Mr. Editor, I peal to hefoic dead are left to moulder in| you to use all the power of your thelr graves in an alien land. Our| Powerful paper to further this object Government promised to return the| We nied help, powerful help, to we complixh this, and it would’ be the Bodies of these dead heroes; what) only consolation for us in our declin has become of those promises? 1,| ing y Help us, we beseech you, to prod the lagy officials In charge of utter into action, #0 that lenst le ourselves with that hing will shortly too, bé@Ve lost w dear son in France end I demand to know why our known can a the fact be done A BROKEN-HEARTED MOTHER 6 tain terms, unheeded. © appar We read we! EDITORIAL PAGE TUESDAY, SEPTEMBER 30, 1919 ty The Mt 1010, reves INabiteh (The New York Evening BY J. HH. Cassel By Roy L. Coprright, 1919, by The Press Publishing in the Jarr R. JARR was solemnly frisking M himself and gloomily auditing the deficit. “I haven't got a cent,” he said finally. “Can you lend me carfare to get downtown to-day? I'll need a dime--no transfers now, you know. “I don't see what 4 your money,” said ishly. “I spent it on you. We were out last night, you know,” said Mr. Jarr. “I haven't broken that twenty dol- lar bill yet,” grumbled Mrs, Jarr “And if I break it for you, it will go, and I know it. I try to keep a little money for myself. I want to get a new dress. You know how badly I am off for a new dress. I'm ashamed to go out in the clothes I have.” “I thought you wanted the twenty dollars to pay bills with," said Mr Jarr, “I can let the bills wait,” replied Mrs, Jarr. “It's all the same, If I take this twenty dollars and add a| little more to it to get the makings | of a dress I'll still have the money you do with Mrs, Jarr peey for the dress after I pay last week's bills out of next week's money; don't you see?” Mr, Jarr couldn't see. He simply anc I opened the bank and there was only sixty cents in it.” ~The Jarr Family McCardell Co, (The New York Evening World) The Problem of Street Car Fares Strikes Home Household before. The girl's wagos are not pald und I don’t want them to run up!" “Oh, L guess Gertrude and I can manage our own affairs," cried Mra. Jarr. “I don't see why you intar- tere rtrude has been paid. We don’t owe her a cent till her month 1 up. rion from her is simply @ personal It's got nothing to do with her wages at all, ‘They are paid.” Against this feminine logic Mr. Jarre knew it was useless to argue. “Besides,” continued Mra, Jarr, mat hesitate, “the things I got were kitehenw and some dishes and glasses; and as Gertrude broke the old ones, it's only right she should lend me money to pay for the new one! Il go shake the children's bank again. Maybe you overlooked a bet,” said Mr. Jarr, Ho little room, “There bank when into the was shaking the Wille Jarr came \in't no money in it, Paw,” “aid. "I don't put any more in it use Maw takes it all out if I I keep my he t non said it was getting late and if he] “Have you any?" asked his father didn't get carfare he couldn't get] “1 got 10 cents, bul it belongs to downtown, that was all, And then 4] Emma-—-wait till she finds she lost wrilliant idea struck him. it!" replied Master Willie “Oh, keep your old twenty dollar] And just then litte Miss Jarr en pill intact," he remarked, “I can get | tered and claimed her money a dime out of the children's bank,” Tele oor Ronen haw tp axe wot “1 don't think there's anything 1M] qowntown, but that evening he de the bank,” said Mrs, Jarre. “L needed) cared he feigned blindne fo Uttle change myself the other day) out his hat on the corner for the cop- pers of charitable people. | are simply in the position we wero ‘The fact that 1 borrowed some | with an air of triumph, seeing him | ved- | | | How They Made Good By Albert Payson Terhune Copyright, 1919, by The Press Publishing Co, (The New York Evening World) ] No. 91—RICHELIEU, Who Made Good by Building Modern France. E was Armand du Plessis, Cardinal de Richelieu—a duke and the Prime Minister of France, Incidentally, in is own line he was one of the greatest men of all time. France was in one of its oocasional run-down condi- tions. Henry of Navarre had tried to build up the weak- ened and war-worn nation. But a murderer's knife had cut short his work before it was half done. Henry was succeeded by his thick-headed and weak- souled son, King Louis XIII, Louls was ruled by bis mother, Marie de Medici, an Italian woman whose favorites were bleeding | | the stricken kingdom. The great nobles of France scorned the weak King and his mother’s advisers. They banded together against the court and they became stronger than the King. They cared little for the good of the country, and they wrought only for their own advantage. As a result the unhappy land threat- ened to sink to the level of a third-rate power and to fall victim to the first of its powerful neighbors that might chance to attack it. Into this welter of weakness and graft and lawless incompetence came Armand de Richelicu—a fragile little consumptive with a hand of iron and » & heart of stone. His one life-ambition was to Had Hand of Iro: } Heart of Ston ; make France the mightiest kingdom on earth and to rule it. And he made good, He studied King Louis's weak nature tn all its phas and he learned to play upon that nature through his own strength and genius until the King was as completely un- der his influence as though under that of a hypnotist. Then Richelieu threw off the mask of service and caught the loose reins of government in his own mighty grasp, His first step after subjugating the King was to attack the supposedly the Bastill | dosene more executed or thrown into s and held sheer genius Richelieu outwitted or Invincible power of the nobl He 5 The nobles now tried to enlist the went at this tremendous task with a] |. 3 zest that made him the best-hated man | *!ng on their side and to break Rich- the monarch. |elieu's influence over weak King was willing enough By new laws he cut down n Europe. be ges and| The in Commerc By Professor (Prof. Coss, who ta in charge of the | Cotumbla University School of Business ; La., and Prof. ingmen. I N the United States between 3 and in improving the status of the work (PERSONNEL DEPARTMENT IN MANAGEMENT. ‘To make this department responsi- | ble for reducing labor loss or turn- over has meant giving it a share in determining the whole labor policy of the organisation and has resulted in the introduction of personnel along- side of production in managerial | power, The functions of this depart- ment include hiring and discharging the ‘workera, directing or supervising their training, and thereafter main- taining such conditions as will weld the staff into an efficient and co-op- erative working force. HIRING AND FIRING Hiring well done is getting the right man in the right place. To do this the employment department must know how to find out the qualt- right man, And it must also know the requirements of each job. Man analysis and job analysis are the two elements of successful placement. To help in determining the qualifications lot workers, questions have been de- vised to test intelligence and trade ability; and a standard method of judging the less tangible traits of \eharacter has been introduced in the \torm of a rating scale, Information | regarding the worker, once obtained, lis recorded on a qualification card to which the subsequent record during employment is transferred from time to time. Firing {s discouraged. It costs too | much for employer as well as worker. Estimates of the cost of bringing a new employee up to full producing efficiency vary from $231 for skilled inspectors to $16.41 for day laborers, ‘A man should not be put on a work- ing force until the employment office is reasonably sure that he will stick and make good, and he should not be | discharged until it 1s certain that he cannot be suitably placed by transfer within the organization, There is @ money investment in every em- ployee taken on. In consequence, foremen refer discharge from the or- ganization to the employment office, and even if the man is discharged the company profits by knowing why he goes and attempting to keep others from leaving for the same rea- son, REASONS WHY WORKERS LEAVE. About 30 per cent. of workers who leave go for causes which the man- agement cannot control—death, long- time illness from non-industrial causes, marriage, childbirth, and in the case of young workers because the family moves away. Some leave, too, because they cannot control their restless, wandering habits. Some are discharged for disciplinary reasons, But when it is easy to get jobs many leave for causes which de- lserve the attention of the manage- |ment, Some of these causes are | wages, hours, inability to learn or get Jahead quickly enough (a mixture of | hours and wages), conditions of work (too heavy, too irksome or disagree- lable, too dangerous), attitude of the | management to ‘d unions and col- |lective bargaining, or they may leave because of conditions outside of the _|industry—cost of living prohibitive, |has had." |housing, schooling, amusement or |transportation unsatisfactory or in- | sufficient, THE LABOR SURVEY, | Whatever the cause of leaving may business of the employ- be, it is the the nobles’ myriad priv bei : M ! E BF ie eeaplons stripped them of their feudal au-| ‘© tur to them and to the dissolute] ment department to fiud 4 thority, court life they represented and to dis- | detail, and to record the number of : ss Z tardl jose ide: orkers who leave or are discharged They conspired against him. By |MS8 the grim Cardinal whose ideas of | workers who leave or ar harg | pleasure consisted in the upbuilding of France. But Richelieu was too strong for them. There was another |series of executions and of banish- He and outgeneralled or outfought them. had dozens of them executed “Why as there only sixty cents in iv’ asked Mr. Jarr quickly, "You know we resolved we would at least | put h ten cents a day in the bank, land then, when there was a dollar in Vit we would buy Thrift Stamps for indignation ng’s attitude in this matter, By right does he speak for heart by parents? Hy what right doos yk in the name of the dead?) World @ We can understand why the | } fare in no hurry to help in merican gold has too ms for them, What broken hearts thou away? No matte torture inflicted, they care | let us organize for how much ‘money ean| what we from # too credulous and | you poopie, Wili i wguin be; Sypt, 2% Hank Clerks’ Salary. Rvening W letter pertaining to Tuesday's Evening it is about time for 1 am in a bank at a salary How can I keep up living? So I repeat said, “Bank clerks, and then we will got deserve Us hear from J » Bank Clerk. of Gen To 1 I hay bank read the clerks in I think nk clerks to do something. + bookkeeper cf $14 a week. with th st of what ern miles he children, 1 know [ put ten cents Jin it every day. You said you would, “Maybe C We Jarr, “Vm Jarr ten added ude ha just: week paid her Ma she hasn't," said Mrs. things came C, O. D and 1 hadn't the them and Gertrude sur ‘some other day money to pay for Jet me have it.” the | “But do you think that’s the right thing to do?’ asked Mr. Jars, “W | cents. | By Sophie Irene Loeb Old Maxims for New | Love to man {8 but a thing to start; ‘tis w An ounce of convention is worth a pound of cure Necessity is the mother-in-law of prevention, When experien | Sufficient unto the Where evening is the there's a will ther companion thereof. | What Eve Said There's many a slip ‘twixt the lip and the altar. comes in the door All Jack and no work makes Jill a dull girl. Great minds run in the same subway, |ments, And thereafter Richelieu | reigned supreme. Now that the power of the nobles x broken he could devote all his tireless energies to the stre and enriching of France, and richest in Europe, and by dint of his statesmanly genius }un!led fo He made the nam |Synonymous with greatness. the nation out of the mire firm’ sts feet. Au this while his foes were still conspiring against him and while the King was forever trying to shake free his influence and while con- sumption was cutting down his years and his feeble strength. man’s whole his persistence. ol He Lifted and set it iNusion flies out the window 1 to pay from \ sthening | | He made his country the strongest France | Against terrific obstacles Richelieu in each department, The summary | nber per each report showing the nu department and the number of times each cause is assigned is the survey of the labor stability of an organiza tion. It may also be a shock to the jeneral Manager. If he has put the jemployment and th ost depart task of determining how much It costs to make good each man lost, he may have still more | cause to begin a searching study of ways and means to stop the labor ments on the Against obstacles no held what he had year until his to Fran power In 4 lifelong bat had made good, less stubborn he gained, And, every death he added among the nations, tle against every possible form of misfortune he won a victory that made him immortally famous and that won equal greatness for the reakp be served so brilliantly, Business Employer |The Personnel Department—A New Development | Copyright, 1919, by The Press Publishing Co, M. Maciver of the University of Toronto gave a series of leoturc: tm employment management this month to Canadian employment managers wader the direction cf the University of Toronto, At the request of The Bvening Worul Profs. Coss and Strong prerared a condensation of their lectures for this pape: | These articles should prove equally valuable to employers of labor and the work- Prof, Strong's article will appeur at @ later date.) to production is chargeable to the fact that management hires end | rehires to keep @ single position continuously filled during a work- ing year. This is # net figure obtained after due allowance has been made for labor loss over which management has no control, Three cent: for every dollar spent could be saved. This fact and the growing interes within the last few years of a new department of business manage ment—the personnel department, including employing, training and the maintenance of satisfactory conditions between ma: agement and labo: fications of workers and so locate the rial Industry John J. Coss (The New York Evening Waild), © Persownel Management Coursca of the Prof, E. K. Strong of Carnegie Institute, 4 per cent. of the labor cost ineiden: ‘er are the chief reasons for the risc isinialdaaediasenieiceaedicdsciabaemunieanas In this task his 4 or and adviser is the Pitscuial an. oger—this time in his function as maintainer of satisfactory labor oon- ditions. As a result of the study, and the Personnel Department is 1 staff and research as well as an op erating department—they may decide to make any one of a number of changes, ‘ leak, ; Cost and probable success, etther Immediate or over a | i Yl detorm A Wigs hibie ine their action, A wage chang. in the group hardest and most expen sive to replace may result, Posatd! y it will be given in the form of a bonu. for increased output, possibly tt wil! be @ guarantee of a full year's em ployment at the same wage when heretofore the rule had been frequen lay-offs, Such changes as these involve pro duction and sales, and before thes are made every element in manage- ment may be called in to work to- gether to clear up a dimMculty which came to light im the labor survey jr the Personnel Department, All phases of management tpterlock, but the Personnel Department ts involved in every detail of the business, both be cause it is charged with obtainine personnel and because it must main tain such conditions as will keep the staff steady, TRAINING. In the labor survey the personne manage: may have found that fi one or more jobs requiring specia! skill replacements were very fre quent, and the cause given was tha‘ the learners got discouraged, Plan« jfor stopping this leak may mak« necessary greater specialization in the matter of training. This phar: of personnel work is rapidly gain ing in importance, for more and morc organizations are finding themselve: forced to develop their own staff. since expansion 1s rapid and the de tails of each business somewhat dif ferent. | Separate training and teaching de partments for operators and juntor executives have shown good results in bringing talent into the business and speedily developing it into ef ficiency and high earning power. The practical character of this traimin> is already beginning to affect tt teaching methods in high schools anu colleges. PROMOTION, A study of the line of promotion and the consistent training of work ers and executives for possibilities o! great responsibility and higher salary have resulted in increasing loyalt and efficiency in some of the more ad vanced personnel systems, | Two demands beyond intelligence honesty and skill are made on mem bers of the staff—ambition and co- operativeness. ‘Then the employmen: system is devised to produce results py satisfying this ambition through promotion. The attitude of the per sonnel manager, us of the manage ment generally, is “it pays us to pre |mote, for we get increased efficienc along the line, and every man } lenthusiastic about the square deal he One firm believes that i pays to promote even if this carrics the junior executive outside the or ganization, "We can't give him his |full chance, and if we keep him he |may keer others from coming up. ALL FOR THE BUSINESS, y w elemen in th the personnel mentioned, Th maintenance of stable industrial rela tions in a wider than has been indicated must be treated if the scope of the work is to be shown, In all hi functions, the personnel be dissatisfied and he Only a few of the suc ful operation of department have bee however, manager is the binder in the orgags ation, He ties the whole staff to gether, into # solid force, working for the good of the busines whieh i . the suce at once thei: i financial success and their pride lof the business _ NOTHING BUT CLIMATE, HAT sor of place is it "One of thon: places where the climate ts al they've got to brag about.” — Detwe A Free Presa,