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MATERIALS FOR THE STUDY
OF BUSINESS
FORMS, RECORDS, AND REPORTS IN
PERSONNEL ADMINISTRATION
Materials for the Study of Business
Industrial Society. By Leon C. Marshall.
$4.50, postpaid $4.65.
Financial Organization of Society. By H.G. Moulton.
cloth, $4.00, postpaid $4.12.
Principles of Accounting. By Albert C. Hodge and J. O. McKinsey.
390 pages, cloth, $3.00, postpaid $3.10.
Law and Business. By William H. Spencer.
Vol. I. Introduction. 612 pages, cloth. *-* .
Vol. II. Law and the Market. Law and Finance. 670
pages, cloth.
Law and Labor. Law and Risk-Bearing. Law
and the Form of the Business Unit. 654 pages,
cloth.
$4.50, postpaid $4.62 each.
Business Administration. By Leon C. Marshall. 920 pages, cloth,
$4.00, postpaid $4.12.
Education for Business. By Leverett S. Lyon.
$3.50, postpaid $3.60.
Social Studies in Secondary Schools. By a Commission of the
Association of Collegiate Schools of Business. 114 pages,
boards, $1.00, postpaid $1.10.
Forms, Records, and Reports in Personnel Administration. Edited by
C. N. Hitchcock. xvi + 162 pages, paper, $1.75, postpaid
$1.79.
IN PREPARATION
1,082 pages, cloth,
790 pages,
Vol. III.
618 pages, cloth,
The Technique of Business Com-
munication.
Risk and Risk-Bearing.
Managerial Accounting.
Commercial Banking Policies.
Commercial Cost-Accounting.
The Manager’s Administration
of Finance.
The Place of the Market in Our
Economic Society.
Market Management
The Worker in Modern Economic
Society.
The Manager’s Administration
of Labor.
The Social Control of Business
Activities.
Government and Business.
The Physical Environment of
Business.
Traffic and Transportation.
The Psychology of Business Pro-
cedure.
THE UNIVERSITY OF CHICAGO PRESS
CHICAGO, ILLINOIS
FORMS, RECORDS
AND REPORTS IN PERSONNEL
ADMINISTRATION .
| |
SECOND EDITION
2. EDITED BY
C. N. HITCHCOCK
THE UNIVERSITY OF CHICAGO PRESS
CHICAGO, ILLINOIS
COPYRIGHT Ig22 AND I923 BY
TH: UNIVERSITY OF CHICAGo
w * * *
- . . All Rights Reserved
{.
i
Published June 1922
Second Edition January 1923
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INTRODUCTION TO THE SECOND EDITION
Experience with the first edition of this little manual has made
it seem desirable to include in the second edition some additional
explanatory material, for the convenience both of classes in per-
sonnel administration and of business and personnel executives. In
enlarging it from 128 to 178 pages, no attempt has been made to
expand the scope of the subject-matter with which it deals, or to make
it a complete “text” in personnel management. That task is left
to the books already in the field. The function of this manual remains
the more modest one of dealing with the purposes and technique
of record-keeping in personnel administration, as indicated in the
introductory note to the first edition which follows.
The new sections are four in number: this introduction, which
discusses the uses and limitations of forms, records, and reports in
dealing with human relations in business; Section VIII (p. 129), which
gives a synopsis of the typical procedure involved in the use of the
more routine forms presented; Section DX (p. 139), which suggests
some uses of records and reports in the periodic planning of a labor
program; and Section X (p. 161), which gives a brief Selected bibliog-
raphy in the field. As in the earlier edition, the material is organized
mainly around the statistical Scheme suggested in Chart 4 on pages
I2 and 13, and the Central aim is that of presenting an organization
of fact-gathering machinery for purposes of policy formation and
administrative control. The new material may be regarded in the
main as an explanation of the meaning of Chart 4.
From the point of view of class use, the addition of Section VIII
should make it easier for the student to visualize the routine operations
of a personnel department, thus helping to make more concrete the
problems in whose solution the forms are designed to aid. At the
same time, the typical routine there presented should be regarded
as simply illustrative.
THE USES OF PERSONNEL RECORDS
Certain simple injunctions need emphasis at the outset. Records
are a tool of administration, not its object. In large-scale industry they
V
are a necessary tool, but they must be devised in terms of the particular
needs of the particular business. Generally speaking, the simple
they are the more effective they will be. g -
They serve as an aid to administrative control. That is, they should
assist the management in establishing, revising, and enforcing proper
standards in its relations with employees. This involves providing
(some of) the factual material on which the management can make
up its mind as to the general policies it should pursue, and furnishing
Successively a basis upon which it can judge whether the policies are
being satisfactorily carried out and whether the results justify the
continuation or modification of these policies. It follows from this
that the emphasis of recording systems should be on planning for the
future, not on the mere collection of past facts. It may satisfy the
personal Curiosity of the employment manager to know that Smith has
ten children and Jones none, but unless the management intends to
use this information as a basis for treating dependency as a factor in
provisions for unemployment or the like, it is a waste of good ink to
put the facts on a record card. Likewise it may be an interesting
mathematical exercise to compile elaborate “turnover” records, but
unless the exercise is used analytically and comparatively to assist
in discovering and removing wastes of which turnover is a symptom,
thus raising the level of efficiency for the ensuing period, the cost of
Compilation may well be a questionable item in the firm's budget.
Personnel records are simply aids to business planning.
THE LIMITATONS OF PERSONNEL RECORDS
The Compilation of employment data, like financial accounting,
is a form of statistical reporting. Properly understood, it is an
indispensable prerequisite to good management under modern con-
ditions. At best, however, most such compilations can furnish only
a rough measure of the conditions and relationships they seek to
portray. They must be regarded as suggestive rather than exact.
This will become clearer with the discussion below of the selection of
“units” in which recorded data are to be expressed, but it is pertinent
here to point out that it is often quite impossible to reduce to concrete
quantitative terms, facts and relationships which are essentially
Subjective and qualitative in their nature. No amount of paper
records and measurements can take the place of personal interviews
and personal contacts, even in a large business, and in a small business
it is often far safer for many purposes to trust informal and “common-
Sense” “sizings-up of a situation” as against any records, measure-
vi
ments, or pictures of different aspects of human nature which present
knowledge has yet been able to devise. 3
Still, while the state of mind of an employee or group of employees,
which we can neither measure nor photograph, is frequently the most
important factor in the life of a business concern, it may be possible to
get a rough approximate measure of Some of its effects, and Such a
record may help us in analysis and in planning future policy and
action. Certainly it is often possible to get useful measurements of
physical conditions which tend to bring about various states of mind.
At the same time a caution is in order as to the point of refinement
to which it is useful to carry these measurements. The record
cannot be more accurate than the assumptions on which it is based,
and refinements of logical process cannot make them convey a greater
degree of truth. Mathematical (and other) symbols seem to have a
habit of bringing about unconsciously in men's minds the feeling that
they have some inherent truth in themselves quite apart from the
ideas and inferences they are intended to represent—carrying arith-
metic to the fourth decimal place Carries with it a special magic of
its own!
Personnel administration is concerned chiefly with people. The
facts about human beings which are capable of being reduced accu-
rately to mathematical or other concrete terms are very few and narrow
in their scope, and the wise manager is at least as much concerned
with qualitative differences which are not susceptible of such treatment
as with quantitative likenesses which are.
THE MEANING AND USE OF STANDARDS IN INDUSTRIAL
RELATIONS
To be suggestive, recorded facts must be capable of Comparison
with other relevant facts. This involves the use of administrative
standards. It is of no particular use to the manager to know that
production per man per hour in a given department is twenty units
unless he knows this is, say, Io per cent more than last month, or 20
per cent under the schedule planned for this month, or 5 per cent
under that of his nearest competitor. He must, that is, have either
consciously or unconsciously Some relevant Comparison in his mind
before the figures have any useful meaning to him. This is, of
course, a commonplace truth which may be asserted of any kind of
administration, and indeed of the formation of any judgment. The
clear-headed formation of judgment, however, demands both wisdom
in the choice of standards and simplicity and clarity in the units in
vii
which they are to be expressed, and in both respects the field of indus-
trial relations offers certain special difficulties which deserve at least
preliminary recognition here.
It will be convenient to deal first with certain problems connected
with the measurement of what we can roughly call “efficiency” and
second with wage standards. The separation is artificial, but the
introduction of money and pecuniary evaluation involves complexities
which can best be handled separately. It will not be far wrong to
say that in both parts of the discussion the difficulties arise in large
part because the standards by which we have been wont to gauge both
“efficiency” and wages have been in the past and still are mainly
unconscious, habitual, and Customary. It is part of the function of
good management to pull these unconscious standards out into day,
analyze them, and as far as necessary and possible revise them in
the light of better knowledge, and it is here that an adequate system
of records can be of the most Service. *
As an initial illustration of the conscious development and applica-
tion of “standards” for purposes of administrative control, the growth
of experiment in vocational selection will serve. “Efficiency” must,
of course, begin with a high correlation between the capacity of the
man and the requirements of the job. In the light of growing experi-
ence with the complexities of modern business, few men could now be
found to assert with confidence that the blind forces of the market
plus uninformed personal preferences do actually operate effectively in
securing this end. As a result both psychological laboratories and
industrial plants have begun to ask, “What is ‘capacity’?” and
“How define standards for determining it?”
This is, of course, a more fundamental question than the allied
problem of determining whether in a given case a man's training fits
him for a particular task. For this second problem, also, standards
are necessary, but the question of capacity goes farther and asks for
what kind of task he should be trained—where he is most likely to be
successful. It cannot for a moment be asserted that the question has
been answered or is likely to be answered Soon in any authoritative
way. A determination of “capacity” or “intelligence” lies far
beyond present knowledge. On the other hand, much useful work has
been done toward devising tests for particular qualities, making it
possible to classify people roughly in terms of those qualities, and
standards thus derived are beginning here and there to take their place
in the business world. As an initial measure of control, used with
discrimination, their acceptance will probably grow more common,
viii
although they require rechecking in the light of other standards to
be mentioned hereafter. - -
STANDARDS OF OPERATION
Assuming wise selection and placement, how about “efficiency”
in operation ? There is no single adequate gauge of efficiency, because
it involves mental and subjective as well as physical and objective
factors. The manager must, therefore, cast about for some kind or
kinds of data which will serve as rough indicators of the results for
which he is looking. This, it will be seen, is a process of sampling.
Records of production per man hour furnish perhaps the most
important single aid of this sort, although they deal only with quantity,
and as will be seen shortly certain characteristics of modern industry
make their use for general and long-time guidance difficult. For
certain purposes labor turnover records serve as another indicator.
Yet both these deal with effects only; to determine causes they must
be supplemented.
Since physical health is obviously extremely important, another
gauge may be found in a record showing the number of men who have
been incapacitated through illness or accidents during a given period.
This will help give an index of plant health, Comparisons may be made
with other periods and other plants, the causes of disease may be
analyzed and if possible eradicated, and a higher standard based on
the best knowledge available set for ensuing periods.
Yet this again barely touches the surface of things. It furnishes
an indicator of the causes and effects of actual disease, but it gives
very little notion whether the vastly larger number of people who have
not been ill are working under conditions which are physiologically
sound. A further process of Sampling, then, may lead to fatigue
studies. -
Here our capacity to reduce Complex relationships to measured
form begins definitely to break down, So far as Scientific accuracy is
concerned. What is to be the unit of measurement for fatigue?
And what is fatigue P+
Fatigue is quite obviously a factor in the “lost-time” study
illustrated in Form IOI on page I25. Hours lost per week may then
be a suggestive measure of fatigue and Consequently of “efficiency.”
Yet here again the record carries the same Superficiality as that noted
* An interesting discussion of the search for a satisfactory measurement for
fatigue in industry will be found in the Second Annual Report of the Industrial
Fatigue Research Board (British Government Document, 1921).
ix
in connection with the “amount of illness” record. It furnishes only
a Scanty picture of Symptoms, suggesting that there is a point beyond
which a person finds it necessary to absent himself from work in order
to recuperate his physical powers, Sapped by work strain. On even
this it is not conclusive, as the effective cause of lost time may have
been boredom or outside interests rather than fatigue in the physio-
logical Sense." There is no proof, further, that the revised time
schedule is the best schedule which could be devised—it is simply an
improvement on the old one. --
Output figures would doubtless help in this case, but even with
these in addition there would be no assurance without a careful
personal investigation that the effective cause had been isolated.
The number of variables which might enter into the problem is very
large.
After a minimum standard in the way of decent physical surround-
ings, reasonable tasks, hours of work, and the like has been reached,
there is every reason to believe that the psychological aspects of
fatigue–boredom, inertia, resentment—are far more important in
efficiency than the physiological, important as those are. To these
psychological factors there is still all too little attention given. For
them, in any but the crudest terms, we have no effective units or
symbols of measurement, and they involve so many variables that it
is often impracticable to isolate them for precise observation. If
their existence is recognized, measurement in the sense in which we
have been using the term is perhaps unnecessary for practical purposes.
The trained administrator will be able to detect their presence through
observation and through such rough devices as are available. For
the rest he must trust his perceptions and his knowledge of human
nature.
Mr. Graham Wallas suggests” that in order to think “quantita-
tively,” that is, to use as the basis of thinking concrete factual data or
evidence rather than pure assumptions or preconceptions, it is not
necessary to reduce facts to numerical terms. Other kinds of symbols
may be more suggestive. Photographic studies, for example, may
be as effective “measuring” evidence as any number of tables. If it
is necessary—perhaps it is not—to have concrete control devices
which will reflect people's attitudes, it is probable that they will be
found outside the range of mathematics. Ingenious managers can,
* The investigation of conditions in this particular problem did in fact indicate
that such was the case, although physical fatigue entered in as well.
* Human Nature in Politics, p. 162. (Constable & Co., Ltd., 1916.)
X
and do, sometimes invent special symbols applicable to their own
peculiar problems. -
To return for a moment to the numerical record first mentioned—
production per man hour. Quite aside from its limitations on the
human side, certain physical aspects of industry itself frequently
abridge its usefulness. In a plant where processes are rapidly chan-
ging, or where production departments are frequently shifting from
one type of product to another, periodic Comparisons, or Com-
parisons between departments, are obviously useless since the unit
of measurement is continually shifting. Under scientific manage-
ment this difficulty is met by working out experimentally a “standard”
quantity of production per hour for each product, but even where
this work is carefully and equitably done the records may not be of
much use for long-time Comparison because of changes in process and
the like. Within limits, however, production records are always
useful and suggestive for purposes of at least occasional Samplings.
Perhaps enough has been said without considering further types
of records—the forms which follow will suggest others—to indicate
the necessity of maintaining a critical attitude toward recording
systems. Many of the most important relationships with which the
personnel manager is concerned, the factors we have in mind when we
speak of mental attitudes and esprit de corps, may well elude them.
FINANCIAL ASPECTS OF STANDARDS
So far the discussion has ignored the financial aspects of the case.
In a sense such treatment is justified. When we speak of efficiency
in production we mean efficiency in making goods, not efficiency in
making money, and efficiency in this sense is a matter of mental and
physical alertness, skill in the use of tools and machines, engineering
knowledge, good organization and co-ordination, and the like, which
have intrinsically nothing to do with money. At the same time
industry is carried on for the purpose of making money—profit—and
the standards of efficiency which we have been discussing have to
* The difficulty of making statistical comparisons between departments is
partly overcome in an ingenious scheme devised by a Cleveland engineering firm.
In this scheme an arbitrary unit of “effort” (output?), with a standard output of
sixty units per hour, is assigned to each task, a specific definition of the unit being
made in each case by observation and time study. An arithmetical comparison
between the “efficiency” of different departments, no matter how diverse the work,
then becomes possible. It is perhaps needless to point out that variations of
judgment in giving the units concrete substance, making allowances for rest periods,
delays, etc., may make the comparison very inexact.
xi
conform to standards of cost, price, and profit in terms of money if
the business is to continue.
Not only that. Pecuniary organization, as an institution, is
so pervasive in modern business, and money standards So important
in their influence on men's attitudes and desires, the subjective
element mentioned in the previous section, that it would be an absurd
simplification of personnel problems to divorce the two. This is,
indeed, partial but not complete justification for the belief of the less
thoughtful business man and the man in the street that the “labor
problem” is entirely a matter of wages.
None the less, from the point of view of administrative technique,
which is the only thing with which this manual is concerned, there is
much to be said for the administrator's keeping the two kinds of
Standards, “efficiency” and finantial, distinct in his mind and making
the translation from one to the other as a separate step. This is,
in effect, one of the significant contributions to industrial organization
which is being made by modern developments in accounting practice.
Until recently accounting has been an almost purely financial
exercise, concerned entirely with money units. The growth of the
idea of production standards, for which scientific management was
chiefly responsible, together with the refinement of manufacturing
Cost aCCounting and more recently the progress of budgetary planning,
is developing a technique of administrative control of a very different
type. So far as our immediate point is concerned, it means that the
financial standards for a given period are worked out in advance on
an estimated plane of sales, profit, and expenditure, and that produc-
tion, or efficiency standards (including labor standards) can be worked
out on a definite schedule on the basis of the best available technical
knowledge, and can be held relatively stable through the period
assumed. Revisions and readjustments to profit requirements are
then made consciously at stated intervals instead of at any moment
in the day or week.
Market considerations do not always permit the process to remain
as Smooth as this brief statement makes it sound, and it is obviously
easier for some types of business than for others, but its advantages
over hand-to-mouth methods for the development and maintenance
of efficiency in production should be obvious. Profit and cost remain
the governing factors, but with such an improved technique it becomes
more possible to plan for long-time advantage and, equally important,
to get a real notion of what costs actually are—in human as well as
material matters. The bearing of this type of planning on industrial
X11
relations need not be pursued here, since it is discussed in more detail
in the section on the “Labor Budget” at the end of this manual.
Both experiment and recording devices, then, must conform to
price and cost standards. A résumé of the relation between “effi-
ciency” and financial standards would, however, be quite incomplete
without some mention of wages and wage standards, which cut
through the whole preceding discussion.
WAGE STANDARDS
A discussion of “principles” of wage determination is outside the
scope of this manual. It is the belief of the writer that there are and
can be no such “principles” in the sense of arbitrary “natural” laws
which remain fixed and unchanging for all times and places. There
are, of course, limits to the amount of wages which can be paid or
which should be paid at given times and under given circumstances,
It is, further, true to Say with the classical economist that wages are
determined chiefly by the market, or by the forces of supply and
demand. If one reflects, however, that these forces depend on the
character and extent of organization in the market, and further that
they are modified by changing Social standards and changing industrial
knowledge and technique, to say that wages are fixed by “supply
and demand” may be merely to state the problem, not to explain it.
From the point of view of the manager, any determination of
wage rates, be it only the acceptance of the market rate unmodified,
involves a choice of standards, and it is the business of the intelligent
manager to know clearly what his wage standards are, what they
involve, and what their effects are on the efficiency and success of his
organization. One very important function of his system of records
should be to provide him with the necessary information for making
Such judgments.
The greatest obstacle to a clear analysis of wage standards and
their conscious use as a tool to forward good industrial organization
lies in the mental habits in which the modern world has been brought
up. To workman and manager alike the “worth” of a job is apt to
be something that by some magic belongs inherently to it, and
“natural” levels of wages which may really be little more than levels
fixed by custom or poor management or bad business foresight become
representative of the eternal laws of the universe.
This situation is, of course, changing, along with the point of view
of both workman and manager. On the side of the one the spread of
education awakens new desires which give rise to new demands; on
xiii
the side of the other a growing knowledge of costs, the possibilities of
better organization, and the notion of consciously planned “incen-
tives” has served to change old habits. For both manager and
worker the attempt to work out the actual relationships between
wages and “results” in industrial organization is greatly complicated
by the fluctuations in the value of money and by the infinitely complex
interactions between industries, but more and more managers, whether
acting independently or through industrial associations, are finding the
effort worth while. -
For one who is seeking the facts, the situation is further confused
by the propensity of both sides in wage controversies to use for the
advancement of their own cause whatever “standard” seems most
likely to secure public support at the moment, and frequently we find
the same “standard” advanced by each side at different times,
sometimes deliberately, sometimes unconsciously. Thus when prices
are rising, the worker insists that “cost of living” is the proper
principle on which to base wages, when prices are falling the employer
uses the same principle for a plea for the reduction of wages. Bargain-
ing power determines the issue, and no analysis is made of the relative
weight which should be given this particular standard at the particular
time for the permanent good of the industry as a whole and its com-
ponent concerns.
The truth is, of course, that under modern conditions good
judgment in determining wage rates depends not on picking out Some
single standard as the “right” one and blindly following that, but on
the consideration and relative weighting of a whole range of inter-
related factors and standards in the light of the particular time and
circumstances. It is, for example, wise to consider cost of living, but
this does not carry the manager beyond the Conception of a minimum.
He has to consider in addition costs of production, incentive in many
senses, general business prosperity, custom of the trade and of the
community, and a host of others. To get at the weight which should
be given these factors or standards, he must have factual material
which will give him the bearing of each of the standards he is consider-
ing on the “efficiency” of his organization, and in turn on the financial
success of his enterprise. This may seem like a very complex state-
ment of a process which in most business houses seems to take care
of itself automatically, but it is none the less a fair description because
the process of estimation and evaluation which it involves is still
made unconsciously by the majority of managers as a matter of rule
of thumb and habit.
xiv.
In suggesting that the modern manager should have at his disposal
as much as possible in the way of factual information which will
enable him to judge the effects on the success of his business of the
wage standards he has been mantaining, and the possible wisdom of
changing those standards in the light of new conditions and factors
during the ensuing period, there is no intention of conveying the idea
that the individual manager is free to make whatever changes he likes.
His freedom to act independently will depend on his competitive
position in the industry, his location, the extent to which his industry
acts as a unit in wage matters and the like. In the larger industries,
wage policies are, of course, determined in concert, either tacitly or
deliberately, whether they involve collective bargaining with a union
or not. In many modern industries, some factual records are being
gathered by industrial associations, others can be secured through
public or semi-public agencies such as the United States Bureau of
Labor Statistics, the Department of Commerce, state industrial
commissions, and bureaus of industrial research. To the extent that
such collections of facts are available, the statistical problems of the
individual manager are simplified.
After what has already been said, it is perhaps unnecessary to
add that facts alone will not “settle” the problem. They should,
however, give the manager a better basis of judgment on policy than
“common sense” alone. Nor will they do more than help determine
his view of what wages should be, and hence govern his position if
controversy arises. Wage-setting is a process of evaluation, and since
two parties have to be satisfied, the only way of arriving at a Satis-
factory wage is through a process of adjustment in which both parties
have their due say. The two parties will bring different standards
to bear in determining satisfactoriness, but the process of adjustment
will be much more intelligent if the standards, so far as they conflict,
are based on facts rather than on pure emotion and prejudice.
Enough should have been said to define the purpose of the forms
illustrated below. Additional detail and development of the ideas
suggested in this introduction will be furnished by the forms themselves
and the section (p. 139) on the “Labor Budget.”
XV
MATERIAL ADDED IN THE SECOND EDITION
PAGE
INTRODUCTION TO THE SECOND EDITION . . . . . . . . . V
SECTION
VIII. ROUTINE PROCEDURE . . . . . . . . . . . . I29
IX. THE PREPARATION OF THE LABOR BUDGET . . . . . . I39
X. BIBLIOGRAPHY . . . . . . . . . . . . . . I6I
xvi
INTRODUCTORY NOTE
The purposes of this collection of forms and records are two:
to suggest the type of data in the field of industrial relations which the
management of a business should have at its disposal, the records
necessary for its collection and some possible methods of presenting it
for administrative use; and, quite incidentally, to illustrate the
normal daily routine procedure of a personnel department.
For the university student of administration, the first is much
the more important of the two. The main purpose of records and
reports in the personnel field is—or should be—the same as that of
any other kind of accounting or statistical work in industry: namely,
to give the management in the most convenient and suggestive form
the kind of information which will best enable it to determine policies
wisely and to administer them effectively. To state the same thing
in other words, personnel records should be designed in such a way
as to assist the management in establishing, revising, and enforcing
proper standards, and the number and character of records and
reports necessary in any given case will depend on the quantity and
nature of the information which the management needs to have.
This means, of course, that the best system of records and reports
for one business will vary in detail—perhaps in many details—from
the best system for another business. All that can be accomplished
by a collection like the present one, drawn as it is from many estab-
lishments of widely different character, is to suggest some of the many
kinds of information which some corporations have found necessary
and various possible ways of presenting it effectively. The student
is advised, however, to study the forms with an eye constantly on the
chart on pages I2 and I3, suggesting a possible statistical Scheme for
a personnel organization, and to be asking himself Continually why
details called for on the routine forms are needed and how they may
affect policy determination and administration. -
There should be little difficulty in following the sequence of the
forms illustrating routine procedure. No effort has been made to
cover every conceivable requirement, but the selection is believed to
be sufficiently inclusive to enable the student to work out for himself
3
the character of omitted forms. In some cases overlapping is in-
volved through the insertion of two or three forms covering the same
operation but illustrating some variation in procedure. Where it
has seemed necessary a brief explanatory footnote or cross-reference
has been added. Particular attention should be given to the intro-
ductory notes to Sections IV and VII and to the questions at the
end of each main section.
Acknowledgment is due to the following for permission to repro-
duce forms:
The International Harvester Co., E. I. Du Pont de Nemours & Co.,
Inc., the Hood Rubber Co., the Westinghouse Electric and Mfg. Co.,
the American Rolling Mill Co., the Eastman Kodak Co., the Forbes
Lithograph Co., the Willys-Overland Co., the Thos. A. Edison Inter-
ests, the Plimpton Press, the Metropolitan Life Insurance Co., the
Cincinnati Milling Machine Co., the Dennison Mfg. Co., the Federal
Reserve Bank of New York, the Illinois Steel Co., the Amoskeag
Mfg. Co., the Fisk Rubber Co., the Norton Co., the W. H. McElwain
Co., the Franklin Automobile Co., Sears, Roebuck and Co., the
Equitable Life Assurance Society, the White Motor Co., the McGraw-
Hill Book Co., the University of Wisconsin Extension Service, the
College of Technology, Manchester, England; the editors of Industrial
Management.
CONTENTS
I. FUNCTIONAL ORGANIZATION FOR PERSONNEL
ADMINISTRATION
CELART PAGE
I. FUNCTIONS OF A PERSONNEL DEPARTMENT: ONE VIEW . . IO
2. ANOTHER VIEW OF PERSONNEL DEPARTMENT FUNCTIONS Insert
3. PossIBLE RELATIONS BETWEEN PERSONNEL AND PRODUCTION
DEPARTMENTS . . . . . . . . . . . . . . II
4. AN EMPLOYMENT STATISTICS CHART . . . . . . . . 12
II. FORMS AND RECORDS FOR THE EMPLOYMENT
SECTION
A. ROUTINE PROCEDURE: HIRING
FORM
Ia. Requisition Blank . . . . . . . . . . . . . 14
Ib. Anticipated Requirements Blank . . . . . . . . I 5
2. Requirements Schedule . . . . . . . . . . . I6
3. Schedule of Authorized Rates . . . . . . . . . I6
& * Obverse . . . . I 7
4a. Job Specification Card–Factory workſ. . . . . I 7
• * * . e. ſObverse . . . . . . 18
4b. Job Specification—Office Work (Reverse . . . . . . 18
* , º Obverse . . . . . . . . . . 19
5a. Application Bankſ. tº $ s tº gº a º 2O
& tº Obverse . . . . . . 21
5b. Another Form of Application Bankſ. . . . . . 2 I
6a. Interviewer’s Report on Applicant . . . . . . . . 22
6b. Reference to Physical Examiner . . . . . . . . 22
7. Notice of Engagement . . . . . . . . . . . 23
8. Temporary Pass . . . . . . . . . . . . 23
9. Workman's Introduction to Department Head or Foreman . . 24
Io. Application for Permanent Identification Badge . . . . 25
II. Notice to Time-Keeper of Engagement . . . . . . 25
I2. Notice to Accounting Room . . . . . . . . . . 25
5
B. ROUTINE PROCEDURE: ADJUSTMENT (TRANSFER AND CHANGE
OF RATE)
FORM
I. Transfer
13a. Recommendation for Transfer Out of Section—Used in a
Commercial Business
13b. Recommendation for Change in Position Within Section—
I30.
I4.
I5.
I6.
I7.
I8.
IQ.
Used in a Commercial Business s - - -
Request to Transfer—Used in an Industrial Plant
Transfer Notice gº º
Notice to Foreman of Transfer
II. Change of Rate
Request for Rate Change . . . . . .
Summary of Rate Change Recommendations .
Notice to Employee of Rate Increase . . . . . . .
Summary Record of. Salary Change Recommendations—
Used in a Commercial Business
C. ROUTINE PROCEDURE: SEPARATION
20. Notice of Reference to Employment Office of Misfit Employee
2Ia. Foreman's Report on Exit e - - * *
2Ib. Leaving Notice—Used in a Commercial Business . . . .
22.
23.
24.
25.
Discontinuance Recommendation–Used in a Commercia
Business tº 4 ſº tº
Clearance Notice to Paymaster .
Cashier's Final Pay Receipt .
Summary Record of Leaving Notices
D. FOLLOW-UP: RATING
26.
Quarterly Rating Form . . . .
27a. Rating Scale for Routine Employment .
27b. Rating Report: Routine Employment .
28a. Summary Efficiency Report .
28b. Rating Record for Salesman .
28c. Rating Scale for Foremen
E. CURRENT RECORDS: INDIVIDUAL EMPLOYEE
29.
Obverse .
Service Record
Reverse .
3oa. Folder Form of Service Record .
3ob. Service Card Used in Form sº
3I.
Obverse
Reverse
Obverse .
Another Type of Service Recordſ. •
PAGE
26
26
27
27
28
28
29
29
3O
3I
32
34
35
35
35
36
37
39
39
4O
42
43
44
45
45
46
46
6
FORM PAGE
32. Foreman's Recordſ VerSé 47
Reverse . . . . . . . . . . 47
33. Mechanical Computation Card, Used for ASSembling Employ-
ment Data by Machine . . . . . . . . . . . 48
F. ATTENDANCE: PROCEDURE AND SUMMARY RECORDS
34. Individual Time Card . . . . . . . . . . . 49
35. Late Slip . . . . . . . . . . . . . . . 49
36. Summary Absentee List . . . . . . . . . . . 50
37. Summary Attendance Report . . . . . . . . . . 51
38. Attendance Report by Departments and Nationalities . . 52
39. Another Type of Summary–Used by a Bank . . . . . 53
40. Absentee Summary–Used by an Industrial Plant . . . 53
Obverse . . . . . . 54
Reverse . . . . . . 55
Obverse . . . .56
Reverse . . . 56
4I. Follow-up Report on Alºneſ
42. Warning and Follow-up Notice on Alºne
G. EMPLOYMENT CHANGES: SUMMARY RECORDS AND REPORTS
43. Daily Summary of Employment Changes . . . . . . 57
44. Daily Labor Report . . . . . . . . . . . . 58
45. Summary of Changes on Different Classes of Work . . . 59
46. Daily Turnover Record . . . . . . . . . . . 60
QUESTIONS ON SECTION II . . . . . . . . . . . . . 61
III. FORMS AND RECORDS FOR THE TRAINING
SECTION
47. Application Blank . . . . . . . . . . . . . 63
48. Weight Chart for Selection . . . . . . . . 63
49. Apprentice Record Made Out by Foreman . . . . . 64
5o. Apprentice Classroom Report . . . . . . . 64
51. Form Used for Obtaining Information about Applicant by
Mail . . . . . . . . . . . . . . . . 65
52. Complete Individual Recordſ. º
QUESTIONS ON SECTION III * * * g. 68
IV. FORMS AND RECORDS FOR THE HEALTH AND
SAFETY SECTION
A. HEALTH Ob 6
te e e a tº VerSe . Q
53. A Simple Type of Physical Examination Recordſ. . 7O
54. A Card Showing Procedure in Checking Up on Report of
Absence Due to Illness . . . . . . . . . . . 7I
55. Notice from Hospital to Foreman of Employee's Ability to
Work . . . . . . . . . . . . . . . . 71
FORM PAGE
56. Hospital Record of Diagnosis and Treatment . . . . . 72
57. Dental Office Summary . . . . . . . . . 72
58. Form for Visiting Nurse's Report on Sick or Injured Employee 73
B. SAFETY
59. Record of Safety Meeting . . . . . . . . . . 74
60. Notice of Warning to Employee of Safety Rule Violation . 74
61. Foreman’s Accident Rºotſ. 75
everse . . . . . . . 75
62. Physician’s Accident Report . . . . 76
63. Accident Report and Time Bill to Be Filled Out By Foreman 77
64. Form Showing Information Called for by Workmen’s Com-
pensation Act . . . . . . . . . . . . . . 78
65. Complete Individual Record of Illness or Accident . . . 79
66. Another Form of Accident Record (Individual) (... . 8o
Reverse . 8I
67. Departmental Accident Record . . . . . . . . . . 82
68. Loss of Time Accident Record . . . . . . . . . 83
C. SUMMARY RECORDS: HEALTH AND SAFETY
69. Weekly Hospital Report . . . . . . . . . . . 84
70. Another Form of Summary Report . . . . . . . . 85
QUESTIONS ON SECTION IV . . . . . . . . . . . . 86
V. FORMS AND RECORDS AT THE DISPOSAL OF THE
RESEARCH AND PLANNING SECTION
INTRODUCTORY NOTE . . . . . . . . . . . . . . 87
A. TIME AND MOTION STUDY &
Obverse . . . . . . . . 89
7I. Request for Job surveyſ. . . . . . . . . 90
72. “Over-all” Time Study Sheet . . . . . . . . . 91
73. A Production Study Observation Sheet . . . . . . 92
74. Follow-up of Time-Study: a Fall-Down Card . . . . . 94
B. PRODUCTION ROUTING AND COST COMPILATION
75. Standing Order Card . . . . . . . . . . . . . 94
Ob & e s is a e º 'º º gº
76. Instruction Card (. VerSé 95
eVerSe . . . . . . . . . . 95
77. Master Route Card–Time Ticket . . . . . . . . 96
78. Notice to Time-Keeper . . . . . . . . . . . 96
79. Job Ticket . . . . . . . . . . . . . . . 97
80. Interworks Report of Costs . . . . . . . . . . 97
8I. Workman's Weekly Summary Report . . . . . . . 98
82. Weekly Collation Report . . . . . . . . . . . 99
83. Graphical Weekly Wage Record . . . . . . . . Ioo
8
FORM PAGE
C. INDIVIDUAL PRODUCTION RECORDS
84. Individual Production Record gº tº ſº. IOI
85. Another Individual Production Record º: . . . . IO2
Reverse . . . . Io2
D. OCCUPATIONAL RATING AND WAGE STANDARDIZATION
86. Job Specifications Card Used as Basis of Occupational Rating
and Wage Deeminationſ. . . . . . . . . IO4
everse . . . . . . . . Ios
87. Departmental Rate Survey and Summary . . . . . . Ioë
88. Salary Classification Sheet–Used in a Commercial Business Io'ſ
QUESTIONS ON SECTION V . . . . . . . . . . . . . IoS
VI. MISCELLANEOUS FORMS.–PROFIT-SHARING,
INSURANCE, AND BENEFIT
89. A Profit-Sharing contactſ. . . . . . . . . I IO
€VerS6 . . . . . . . . III
90. Report to Employee of Profits Distributed . . . . . II 2
91. Application for Membership in an Employees’ Benefit
ASSociation . . . . . . . . . . . . . II.3
92. Notice of Workman’s Disability for Relief Department . . II.4
93. Employee's Statement in Connection with a Group Insurance
Plan . . . . . . . . . . . . . . . . . II4
VII. STATISTICAL REPORTS FOR MANAGERIAL USE
INTRODUCTORY NOTE . . . . . . . . . . . . . . II.5
94. Cumulative Annual Turnover Record . . . . . . . II.8
95. A Method of Presenting Comparative Turnover Statistics . II9
96. Labor Report Showing Daily Activities . . . . . . I2O
97. A Graphical Presentation of the Data Shown in Form 96 . I22
98. An Annual Graphical Summary of the Same Information . I22
99. Follow-up Report of Turnover to Head of Department Con-
cerned . . . . . . . . . . . . . . . . 123
Too. Cost Report of Service Outlay . . . . . . . I24
ToI. A Graphical Record of the Results on Lost Time of a Change
of Hours . . . . . . . . . . . . . . . . I25
Io2. A Graphical Record of Output in Different Industries as
Affected by Hours and Fatigue . . . . . . . . . I26
Iog. A Graphical Record of Hourly Output under a Twelve-Hour
Shift as Compared with an Eight-Hour Shift . . . . I27
QUESTIONS ON SECTIONS VII and I . . . . . . . . . . I28
I
2
i
8
*
E
4.
. Individual
LABOR SUPPLY
TRAINING AND OCCUPATIONAL ADJUSTMENTs
LABOR MAINTENANCE
| : :
RFCRUITING DEVELOPING THE SOURCES ADJUSTMENTS GENERAL EDUCATION
Interviewing AND CHANNELS OF I. Ratings of Employees I. Hygiene I.
Investigation of Past Hºi-sºº 2. Transfers 2. Safety 2.
Records of Applicants I. Outside Sources 3. Promotions 3. Sanitation
Physical Examinations 2. Sources within the 4. Wage Increases 4. Americanization
Mental Tests Plant 5. Tiscipline 5. Evening Classes in
Trade Tests (Individual Cases) Academic or Technical 4.
Assignment to Work 6. Discharge Subjects or Arts 5.
Setting Entrance Wage 7. Recommendations to and Crafts
Rates Other Employers 6. Clubs and Committees
Identification Badges, 7. Plant Journals
Clock Cards, Tool 8. Bulletin Boards
Checks, Locker Key3 9. Lectures and Concerts 7.
Io. Special Instruction
TRAINING gº. ãº. for f 8
. Intr - pecial Groups, as for 8.
f Fº §. Gardening, First Aid,
Employee or Firemen
2. Booklet of Rules II. Legal Aid
and Information 12. Thrift . te
LEGEND 3. Vestibule School 13. Co-operation with
. =::* .. 4. Apprentice Course Community, State, ..
* *** ---- - - - - Co-operation or Borderline 5. Part Time or Co- and National Educational
Activities ... operative Training Agencies
Clearly Defined Functional 6. Shop Instructors I4. Library
Line 7. Special Courses for I5. Visits to Other Plants
Special Groups, as or Other Departments
for Minor Executives, I6. Arrangement for
Clerical Workers, or
Foremen
Attendance of Employees
at Meetings of Trade
GROUP RELATIONs
3. Complaints and Griev-
6. Relations with Labor
Shop Committees
Reduction of Absentee-
ism and Tardiness
3.I] CéS
Shop Order
Teamwork and Inter-
Departmental Co-oper-
ation
Organizations
Introduction of New 6.
Policies or Revised 7.
Standard Practice
Bulletin Boards
:
HEALTH AND SAFETY
I.
Sanitation
(Heat, Light, Ventila-
tion, Supervision of
Lockers, Toilets,
Cleaning, etc.)
Safety
. First Aid and Hospital
. Fire Hazards
. Occupational Hazards
(Dust, Fumes, Posture,
etc.)
Rest Rooms
Co-operation with
Local Health
Officers
CO-OPERATIVE AND SERVICE
ACTIVITIES
. Restaurant
2. Housing
I
Transportation
Recreation
:
and Technical Organi-
zations, or of Employ-
ment Management and
Educational Associations
TECORDS AND RESEARCH
. Medical Aid (Physician,
Dentist, Oculist, Nurse,
Visiting Nurse, etc.)
. Insurance and Pensions
. Athletics
. Co-operative Store
O3. InS
Gardening
i
I
(SOME OF THESE FUNCTIONS ARE ExERCISED IN DIRECT CONNECTION witH EACH OF THE DIVISIONS OUTLINED ABOVE.
OTHERS ARE SEPARATE ACTIVITIES INTENDED TO SUPPLY THE FACT BASIS UPON WHICH STANDARD PRACTICE MAY BE
MODIFIED OR ADDITIONS TO THE WORK OF THE EMPLOYMENT DEPARTMENT MAY BE PROPOSED.)
. Individual Reference Records Containing Essential
T)ata: Identification, Previous Experience, Educa-
tion, Physical Examination, etc.
Progress, Production, Health,
Accident. Records
and
. Causes of Sickness, Accidents, Absenteeism, Tardi-
ness, Grievances, Voluntary Leaving, Discipline,
and Discharge -
Analyzed by Jobs, Departments, Machines, Wages,
Race Groups, Working Conditions, Age, Length
Sex, Other Significant Factors
. Investigation of Hours of Labor and Fatigue
CHART I.
I
i
. Study of JLosses through Seasonal Production,
Waste Material, and Idle Machinery
. Standardization of Occupations
. Grading Jobs and Equalization of Wage Rates
. Job Specifications for Requisitions and Hiring
. Job Analyses for Training, Promotion
. Charting the Organization, Definition of Executive
Functions, and Reorganization of Standard Prac-
tice for Specialized Use in Selecting, Training,
Promoting, and Transferring Employees or
Employment Matters
II.
I 2.
I3.
I4.
I5.
jºardization of Physical, Mental, and Trade
eStS
Reports to City, State, or National Authorities
Regarding Employees or Employment Matters
Co-operation with Outside Agencies in Making
Investigations
Special Studies and Surveys for Introduction of
New Policies or Modification of Practice
Cost Accounting to Show Economic Limitations of
Employment Department Activities
FUNCTIONS OF A PERSONNEL DEPARTMENT: ONE VIEW
**-*-*-* gº ***u-ili-iº LIX Gºal. 477.
H
E.
E OA ſe D OF Dſ/~, E C 7TO R5
CHAſ ſº NAAN
ØPā’A//Y6 (07////745
(hairman &ara'of ſºrtfor:
f-------------> ---- * * * * * * * — Abrømme/Admir/5/ra/or
{ Prodochon Manager
$o/es//arragor
* * * * * * * * *-* - - - - - - - - - - - -> * ~ * ~ * - sº sº sº as == Wreasurer
! | foremon; Mºoresemſa/yº
! | &mpſoyees'A'epresemfahres
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! F---- /orem”;&vr/c// H-4- Pamming Wºzar/me ! ! —--
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| | | ! Y | ! 4 | V’ |
! I ſ ---------|------- ----------- |
* - r --|-- r:--------------------------------- - - * * > - - - - - - - - - - - - - - - - - - - - - - - -
| | i i ! | º i
| | Y | l
t}-Løømº-n Wye'ſafe amºeek----------- * - º sº tº * * * * * * * - - - - - - - - - - - - - - - - - - - - - - - - |
n t * * * * * * * * <----- |
* - - - - - < - - - - - - - - - * * * * * * * * * * * * * * * * * - - - - - - - - - - - - - - - - -------' -- - - - - -
CHART 3. PossIBLE RELATIONS BETWEEN PERSONNEL AND PRODUCTION DEPARTMENTS
(Taken by permission from Tead and Metcalf, Personnel Administration, p. 375. McGraw-Hill Book Co., 1920.)
Via–Routine Records Maintained'
by Personnel Dept. Section
as indicated
Periodic Statistical Reports
Prepared by Research and
Sources of Information
Planning Section
- - * SCHE No.
Individual Service Records, includ- DULE INO Weekl
Application Blank ing: † †. M#. Report on
g To ºv, , - ICnd Of Employment: (a
Interviewer's Report}-- - - - - --!-- - - - - - - - - - - -]. º * . History I, in the j (b) in &
Previous Employers Education º ...;nt Record & district, (c) in the country
Production Department; -- - - - - * * * * * * * * * * * = a, {Produº tºº." A
s sº sº sº a sº º urren 2'
• Wage and Wage.Chan Weekly or Monthly Report on
Posted from Routine Forms;----4------------------|--|Transfers g ges / 3. .º Applications, by
g a g * s ays and weeks
Training Section H--------------|------------...--- }* ºf *:::.cord—c t / 2^ y *s
-> –Curren e .*
Research Section}---------------|-------------------|- : Ratings—periodic 2’ .." Monthly Or Quarterly Report
Health Section!--------------4---------------|- 4 Health Record—physical exam- 2 ,’ showing comparison of esti-
ination, illness, and accidents ,” 2’ --~3° mated with actual require.
Research Section ------------ * * * * * * * * * * 3. * * * | Job Specifications File. ,’ ... --~~~T. " . with º:
s tº . * - ... --- "," ... ºf Comparisons with past Deri-
Foremen's Requisitions 5 §. l y as “” -----> .” 2’ ods p past p
Department Estimates " " ' " " - - - - - - - - - -H---- e of Employment Needs, by LL ----- ar 2^ .”
Empl - departments and jobs .” .” ,”
5. º Exchanges C/) Labor Source File, including: ,” ,” 2 Weekly or Monthly Reports
ºr ºms. : File of Previous Employees ," / ,’ of Labor Turnover, showing
Trade Unions - - --l- - - - - - - - - - - - - - Applications Pen. y 2 . " & ,” causes, with appropriate
Employers' Associations --š sº º s t g . .” Ae analysis by depart
C * - º- Suggestions from Present Em- / > ,” 4. y y departments,
ommunity Agencies, Schools, > loyees / , ” * _2 * * types of work, length of
etc.” S Diº. f Community S / > * .”" ...--" " Service, etc., as needed, with
Data on Volume of Employ- 8: unity Sources ,” .” .** ---" appropriate comparisons
H ment such is that prepared 3 Daily Labor Inventory, showing: , ,' ..." ...” ...~ * with past periods
NY by U.S. Bureau of Labor Applications. y - ... . .” Aft --" "
i. and state indus- Accessions ~ : ')'] . . . . . .” Weekly or Monthly Reports |-
rial commissions . . Exits 22 ... " of Attendance, showing •c
Posted from Routine Notices H- . . . . . . - - - - * * * * * * Transfers 4 • causes of lost time, with #
with appropriate analysis by de- appropriate sub-classifica- #
partments, nationality, types of ... • * * -54 tions and comparisons with. º
work, etc., as needed _-----" " past periods. May be sup-
Posted from . Foremen's or Daily Attendance Record, showing ... *** plemented by a quarterly §
Timekeeper's Notices, fol-(. causes of absenteeism and º Summary of costs, with ap- "…
low-up reports from Health " ; " " - - - - - -------H K time, with appropriate analysis)- propriate analysis §
Section, etc. by departments, types of work, (Note.—The second, fourth and - Ø
etc., as needed fifth schedules above may !—s
+ ºr - combined in a “stability" chart .#
Individual Physical Records,includ- Special Reports with —see Forms 96 and 97.) &
Posted from Hospit - - - - - --" Ing: - recommendations for -
OSpi s Forms| * * * * * * ----- }º sº. Pº Examinations and Fol- action as needed 6. Follow-upd . †. on .
ſ: ... low-up ...ºf over and lost time in specific -
º: Sickness and Accident Record . .--.” " departments to department Sh
J. Z. Records of Periodic Inspections— - - - ". . . " . heads concerned. (See :
Visiting Nurse Reports 2 B #º. safety, ven-- " . . . . " ,' Form 99.) OR 3
Community Agencies -- - - - - •4 * **t ---. ... • * }} C}
Special †. +--------- *|†-H RecordsoſcommunityHealth Data: . .’ Monthly Summary of Illness .5
Stig. T. & Records of Safety Meetings}- & and Accidents, by types, by #
Posted from Hospital Forms, 5 _{Accident Records for Workmen's ------"+, departments, with appro-
Foremen's Reports, Visiting ( ; L ----------- ;" as sº Compensation Purposes & --------" " as ſº priate comparisons with
Nurse Reports, Investiga-( ! -- - - - - - - tº: Summary Record of Illness º __--, -- ~~~ previous periods *
§ - - - " * ~ * - - - - w *
__tions ------ is sº Accidents, by types, showing (*#- * (Note.—Schedule 8 may be com- š
-Tost-me- —, | º bined with schedule K.) *
-*-º-º: tº
* 3. * = -- q)
: Individual Training Recºrds, in- | Quarterly Report on sºlost ; 19
– ~~ ...cluding: Time. Due to Illness and . . . . . . . . ; --zº
* , shop Records --- \ Accidents- showing costs. ſº : *-
& Class Records with appropriate angllysis
{-, - Ratings * # tº by departments, etc., and 2.
Q 3 (to be filed in employmºnt Sec- ~ , appropriate compañsons * !-3
šºm - s & * SL tº with past periods 5
% : tion when * complete t f - - §
C Summary record showing number .' & & g e **t
Z § in training, by ãº!. --- Monthly analysis showing &
O * * * * * - *, ** * * - - s number trained, by depart-
*={ type of work, ratings, etc. !' * * * * * * ~ ... ents and type of work
: Records relating to house organ, . *** *- : ------.. m yp p
- ---9-1 cost per man. May be sup-
O lecture courses, other educational)...] : i foll
P features . is' plemented by annuai follow-
à * * > . up of records of men train-
- - Records of: **--, ed.
JOINT RELATIONS Shop Committee Meetings ,' --.
SECTION Wage Negotiations +--- - - - - - - - - --> Monthly or Quarterly Sum-
Group Dealing with Labor * **- : - - - - ----------19+ mary of Important Devel-
Organizations **-J º opments
_-s-s-s-º *~.
Records of Special Service Features S , , Monthly Or Quarterly Com-
such as: * > . parison of Estimates, Ap-
SERVICE Restaurants _ _ _ _ _ _ - - - - - - - - - - - - - - * * * * * * * -In |\ propriations, and Expend-
| SECTION Recreation * * itures: cost of service per
* Insurance and Benefit Plans II lºſt
Housing Schemes *
--------→--" zz Quarterly Analysis of Workers
Job Analyses by number, department,
Occupational Ratings and class of work, showing
Efficiency Ratings (a) rates, (b) average weekly
Special lnvestigations Yººà Schedules earnings
U.S. Bureaucf LaborStatistics OS g D
Records of Market Rates 13: Monthly Report on Average
* Number of Hours Worked
State and Community Agen-
CleS -
Trade Unions
Employers' Associations
(a) In the Industry
(b) In the Community or District
(c) In Other Industries
Individual Wage Records, showing:
: per Week (may be derived
: ) from Schedule 5)
§
tries, etc., in absolute and per-
centage terms.
*
As ºf
affecting production
Ouſtside experiments
Developments in the labor world
likely to be of interest to
plant, etc., etc. :
}
|
0
º
I
º
t
l
t
|
|
|
§
i.
|
º
§
i
º
g
§
ſº
$
!
t
|
!
ſº
&
Periodicals % (a) Rates ... -- - - - " " 14:\Monthly Trend of Wages and
: (b) Actual Earnings -- - - --- " " ' " sº Earnings, by departments
Ž Summary Wage Records, by de-)--- " " ' " and classes, within the shop,
Production Department —i partments and types of work, compared with trend of cost
Payroll Division * * * * * * * * * * * * * 84.2– showing: of living
Cost Accounting Division 3 (a) Rates and classes
3. {- (b) Actual earnings 15 Monthly Trend of Output per
3 Summary of Unit Labor Cost, by man-day or man-hour, by
;I: 00 departments and types of work !\ departments and types of
§ Summary Production Records, ap- {\ work
<! propriate classifications i Note—Each of the last four
; R; of sº i. - | schedules may include more or
º atigue as affecting production ! less elaborate comparisons wi
o: Hours per day and per week as * | (a) past periods, (b) other indus-
|
l
t
* = a, e, e = * * * * * * *
Special Investigations !-- s ºs º is
Periodicals, etc. ſ
16; Periodic preparation of the
| labor budget
CHART 4. AN EMPLOYMENT STATISTICS CHART
II. FORMS AND RECORDS FOR THE EMPLOYMENT
SECTION
A. ROTTINE PROCEDURE . HIRING
REQUISITION FOR HELP
DEPT DATE
EMPLOYMENT DEPT.—Please furnish the following help for this Depart-
Iment.
When wanted
For Job # Day or º
Number i or Piece Work or Day Rate *
Wanted (As per Job Nº Day Work to Start Remarks
Analysis) Or
Date filled
(Filled in by Empl. Dept.) Foreman
FORM Ia. REQUISITION BLANK
I4.
S | SUPPLY
SELECTION
determined by
| | |NTERNAL 5Uppu...Y
1 | EMPLOYEes MEDICAL 5ERYICE
Coriºsul Târlot:
Coukrtous RECEPryor: Atto
Jr.'rgry, EW NEW Employº:S
D&Al Ayrgº
ADVANCING Uttp:RSTUDIts
Aria Luziris PRESENT Force
FOR ELIG (BLE5
YTE.
R r
Côopt RATIH.6 wºrh EMptoy
M? NT A&E tº tº 3
ASSIsring wirh CONORTIONS
C. PROBLErns Of 5AHITATION
&Mºn-OYZ. If fºLCORD5
J03 AHALY513
PUBLIC OF FArf60&
ExTERNAL supply,
or rrattsiktºr
c | TRAH5FER5
PRIVATE
NAME3 or REQUIREMENTS
DV131QN5
0F CORTAGION
MEEY PRODUCTION
FLUCTUATIONS
of HRtrTEM i
TREATMENT
up "Struatiotis OF REFER-
AQs
5 || $fiftulariº 6 PROMOTWOttº RECORD5
HEY!3 PAPERS
|NTERVlºw
Itt, JURED FILL VACANCIES
JOURNAL5
QF pHY5ICAL
Of $ERVICE,
TO Anto
JOURNALs ºuts MEDICAL STANDARD5 MANAGEMENT
REPORT Of
Re; vacation Luf{CH ROOſº
prºvert'ſ ſort
[ºx Arkºri
UNDERSTUDIF 3
LiêRARY
OſsikABLE
$UPER Vitālfº G Lot Kt. R roſtºfºrº fºr ºbs
FOR RE,6ERVE footº
~)
Foºfrvan's pºvčioPrºtºr
b counses
FOR QUAi.1# IE.0
APP1.16. At+rs
NE Etoſ.ſy
i | TRIAL on Job §tarion AT
UP FAILURE.3 (0
tr; Art Emergency
ºriolvitsuat PRODUCTION:
TABU4-AT Kytis
AOVERTR54}{G
SERVICE Côf{bitions
QRöArūz fºrkºn CHARTS
5 Pt. CIAL. ALt.0\riarcts
PAY fººt. Nºrs
50Lic] TATION
* | LEGAL ASS is TAttce
&R!ty/\ritº set by
Yūr H tº PARY,
|
CHART 2. ANOTHER VIEW OF PERSONNEL FUNCTIONS PER5ONNEL ACTIVITY CHART
(Taken by permission from Earl B. Morgan, “Practical Persbnnel Management.” in Industrial Management, LX (1920), 122.)
|
|
}
ANTICIPATED HELP REQUIREMENTS
PERSONNEL DIVISION
Date,
This form is to be made out in triplinale, The ſle ºppy is to be retained by the Oſlob Whera || Originales. The "Original" and "Department" copies are
to b8 forwarded to the Head of the Wilmington Department bºr; ºilsdiction over the work. If he approves, the original will be forwarded to the Personnel Division,
[I P. f TMENT To be held for the files of the Personnel
DEPARTMENT Representative of the Department Interested,
. This Department will need the following help!
When required (check which) lmmediately, in 30 days Inºcº.days, As soon as obtainable,
Number required [T] Male or female º)
When the job number is known show it here | Will Report to
Describe the type of individual(s) wanted; and the nature of the work that is to be performed;
Location of work
* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
Salary (Give on monthly basis in terms of total psy not as base salary) (Expect to psy) $
Remarks: -
Signed. Department
Approved by - for the... Department Date....................... g
NOTE:-Réquest but One kind of help on a blank,
Any number of a single kind may be requested ºn a single blank.
This blank is to be used only for notifying the Personnel Division of anticipated help requirements, and should be forwarded.
as advised above in a sealed envelope, well in advance of the time when the help will be needed. When the request is for
help that is difficult to obtain and the request is Indefinito in time so state under remarks.
over)
FORM Ib. ANTICIPATED REQUIREMENTS BLANK
(Procedure noted on form.)
I5
Wanted Schedule 191
No. Work
Foreman |No. Work Rate
FORM 2. REQUIREMENTS SCHEDULE
A UT HORIZED RATES
Shop Dept.
Works 19
- Show starting rate first with Inaximum rate immediately
Check Number Series --- "— below it or indicate job rate ; * º s
* º -
No $ºrmal §rmal Sărmal Author- .Actual Earnings | Earni Bonus Job
NAME OF JOB REPORT TO Turn|number hours days ized rate rning arningS on - - -
- oi per per rate per per per refer- || description
in inen day weck tº hour day month encº reference
24 Turn
hrs Turn
FORM 3. SCHEDULE OF AUTHORIZED RATES
I6
JOB SPECIFICATION FOR WORKS EMPLOYES
Occupation No Class Job No
Dept Division Section
THE WORKER:—
Age Limits Minimum Weight
[T]NMan []Speak English DStrong [T]Accuracy []Use Jigs
[T]Woman []Read English [I]Quick [T]Thorough [T]Gauges
[]Tall [T]Write English []Deliberate []Good Memory []Templates
[]Medium D6th Grade []Patient []Read Scale D|Micrometer
[T]Colored []8th Grade [T]Observant [T]Set Up Work []Prints
Tools Operative Should Own
Experience (Time) Previous........................ To Learn................................ How Taught
Promote From ...To
Remarks:.
FORM 4a. JoB SPECIFICATION CARD–FACTORY WORK–OBVERSE
THE WORK;—
DHeavy [TiStanding [T]Hot []Fumes []Day Work
[ ]Light [T]Sitting [T]Cold []Oils []Premium
[I]Close [I]Stooping [T]Wet []Acids [T]Fiece Work
[]Rough [ ]Reaching []Dirty []Hard for Hands []Standard Time
[]Hand Lift [T]Repetition [T]Dusty [T]Eye Strain DGroup
[T]Crane Lift D g [] D LTask
Approximate number engaged in this work: Men................................ Women
Type of machine tool
Materials used
Description of work rº
FORM 4a. REVERSE
I7
JOB SPECIFICATION FOR OFFICE EMPLOYEES
Job No
Dept Division Section
Occupation No Class
The Worker:— Age Limits
[...] Man []Grade []English []Accuracy D|Memory
[]Woman []High School []Mathematics DAlertness L Initiative
[]Tall []Commercial []Stenography DAnalytical DObservation
[] Medium []Technical []Typing []Concentration []Speed
[]Short [] [I]Writing UDeliberate USystematic
D [] [] DExecutive []Tact
Experience (time) Previous............................ To Learn.…................................. How Taught..................................
Remarks—
FORM 4b. JoB SPECIFICATION FOR OFFICE EMPLOYEE—OBVERSE
THE WORK:—
Hours - to Saf to Promote to
Approximate Number on This Work—Men........................................ Women
[I]Ajding Machine [T]Blue Prints [T]Sitting []Check
[JComptometer []Routine [I]Standing []Hourly
[I]Dictaphone [I]Supervised [I]Reaching [T]Salary
[]Slide Rule [T]Regular Overtime []Walking [...]
Description of work
FORM 3b. REVERSE
I8
First, Middle Last
ADDRESS, . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . PHONE: Home. . . . . . . . . . . . . . Bell. . . . . . . . . . . . .
Number Street City or Town State
Where were you born?... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Date of Birth. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
City or Town State Country Month Day Year
What Country are you a Citizen of P. . . . . . . . . . . . . . . . . . . . Date 1st U. S. Papers. . . . . . . . . . . . . .2nd Papers. . . . . . . . . . . . . . . . . . . . . .
Are you Married?. . . . . . . . . . . . How many children under 18 yrs. old? . . . . . . . . . . . . . . . . How many other dependents?... . . ‘. . . . . . . . . . .
If NOT married, do you live with your parents?... . . . . . . . . . . Father's name. . . . . . . . . . . . . . . . . . . . . Occupation. . . . . . . . . . . . . . .
What is your HEIGHT7........ Ft... . . . . . . Ins. WEIGHTP. . . . . . . . . . . . Lbs. Are you RUPTURED?. . . . . . . . . . . . . . . . . . . . . .
Explain fully any PHYSICAL DEFECTS you may have. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . , - - - - - - - - - - - - - - - - - - - - - - -
Have you ever worked for thef COMPANY or any of its branches before?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . If so,
Where?. . . . . . . . . . . . . . . . . . . . . . . . . . . from . . . . . . . . . . to. . . . . . . . . Position or Department. . . . . . . . . . . . . . . . . . . . . - * * * * * * * e - - - * * * *
Date pate
Have you ever worked for any other firm manufacturing Photographic Materials or Supplies?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . If so,
Where?. . . . . . . . . . . . . . . . . . . . . . . . . . . . from . . . . . . . . . . to. . . . . . . . . Position or Department. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Date Date
Give the names of any of your relatives who are now working for the – COMPANY:
NAME RELATIONSHIP WHERE WoRKING POSITION OR DEPARTMENT
What kind of position or work would you prefer to be placed on?... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Are you seeking permanent employment?... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
How many days have you been absent from work during
the past two years?
How many of these lost days were due to sickness?
(over)
FORM 5a. APPLICATION BLANK-OBVERSE
S
Give complete information regarding your EDUCATION as follows:
GRADE
NAME OF INSTITUTION LOCATION SUBJECTs of SPECIALIZATION
REACHED
KIND of SCHOOL ||YRs, ATTD.
Common School..l. . . . . . . . “. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . * * * * * * * * * * * * * * * * * * * * * * | * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
High School. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . * * * * * * * * | * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
Business Course..!. . . . . . . . . .l.. . . . . .... • * : * * * * * * * * * * * * * •s e s a s s , = , = , = , = | * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
Night School. ....l. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ... • * * * * * * * * * * * * * * * * * * * * * * * *
Trade School. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
Prep. School. . . . . . . . . . . . . . . *** * * * * * s & e º is ** * * * , , , , , , , , , , , , , s , , , , , , , , , , * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
University. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ‘. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Give complete information regarding the last four places you have worked:
- - - Position HELD FROM TO SALARY
NAME of FIRM ADDRESS ki;...iid 5. Dºe Rºb Wºº Pºp You Lºve?
If you are STILL EMPLOYED, give: NAME OF FIRM. . . . . . . . . . . . . . . . . . . . . . . . . . . . . ADDRESS. . . . . . . . . . . . . . . . . . . . . . . . . . . .
(Please do not write below this line)
EMPLOYED: Date. . . . . . . . . . . . . . . . . . . . for. . . . . . . . . . . . . . . . . . . . Dept. EMPLOYMENT BEGAN: Date. . . . . . . . . .... • * * * * * * * * *
RATE. . . . . . . . . . . . . . Per. . . . . . . . . . . . . . . . . . . . Clock Card No. . . . . . . . . . . . . . . . . . . . . . . . . Locker No. . . . . . . . . . . . . . . . . . . . . . . . . . . . .
FOREMAN. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . SUPERINTENDENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
EMPLOYMENT MANAGER. . . . . . . . . . . . . . . . . * * * * * * * * * * * * MANAGER. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
RPMARKS:. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
• * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
• * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
FoRM 5a. REVERSE
8
Name of applicant Date
Address Phone No. 3.
Did you ever work for this Company?
Rate of pay wanted
Where born Birthplace of father t
Date of birth Birthplace of mother # &
Married? Number dependent for support i
Did you go to grammar school? High school?
College or Tech.?
Name of last school attended Did you graduate?
What course did you take?
What trade? -- Where learned? º #
Previous employment (Last 3 jobs) ; ă
Firm Kind of Work From To Reasons for Leaving
+
References (preferably those working here.) * # H
..º
(OVER) #
FORM 5b. ANOTHER FORM OF APPLICATION BLANK–OBVERSE
Years Years Years
Draw one line under those occupations in
which the applicant has worked.
Draw two lines under those in which he
claims to be expert.
Also state number of years experience in
each. occupation.
Probable Initiative
Probable Loyalty
l, Accountant
12.2. Auto Box
Mach.
42-3, Auto
42-4. Blacksmith
5. Blocker
}.6. Bookkeeper
}2-7. C. & C. P. Feed.
12.8, C. & C. Press
12.9, C., & C. Cyl.
Press
15-10. Calender
Mach.
ll. Carpenter
12. Carton Dept.
13. Chemist
23-14. Coal Passer
15. Coating Mach.
16, Compositor
17. Cutter
26-18. Die Cutter
19. Die Stamper
20. Draftsman
21. Electrician
23:22. Elevator
23. Engineer
24. Engraver
25. Executive
26. Finishing Dept.
23.27. Fireman
28. Foreman
59.29. Freight Han.
dler
13.30. Ink Maker
31. janitor
33-32. Job Feeder
33. Job Press
33-34. Kelley Press
11:35. Laborer
36. Litho Artist
40.37. Litho Feeder
40.38. Litho Lumper
40.39. Litho Offset
Press
40. Litho Rotary
Press
40-41. Litho Stone
Press
42. Machinist
43. Mailing Clerk
44, Nurse
56-45. Packer
11.46, Painter
5-47. Photo En.
rave
48. Photographer
49. Planning Dept.
50, Plumber
50-51. Plumber's
Helper
52. Poster Artist
53. Prover
54. Restaurant
55. Roller Maker
56. Shipper
50.57. Steamfitter
.58. Stenographer
59. Stores Keeper
16-60. Stoneman
(Composing)
6]. Stone Polisher
62. Telegraph
Operator
63. Telephone
Operator
64. Transferrer
66-65. Type Cyl.
Feeder
66. Type Cyl, Press
12.67. Warnish Mach.
68. Zinc Etcher
69. Zinc Grainer
70. Clerical
Wor
71. Factory
Worker
72. Farmer
42.73. Foundry Man
74. Housework
11-75. Mason
76. Railroad
Worke
11-77. Rigger
78. Rubber Worker
79. Seafaring Man
42.80. S. Metal
Worker
81. Shoe Worker
82. Student
Specific Training
For Position Manners
General Training Dress
Experience in
Like Position Features
General - - -
Experience Conversation
Willingness to
Work Concentration
Willingness to
Improve Ambition
Energy
S— If expert in any occupation not mentioned write it here
FORM 5b.
REVERSE
INTERVIEWER'S REPORT
Date * 191
J
Name
Foreman Check
Was the wage 'satisfactory?—
Was the work satisfactory?
Was the instruction clear 2–
Was the foreman, inspectors courteous?
Reason for leaving
Interviewed by
ForM 6a. INTERVIEWER’s REPORT ON APPLICANT
TO MEDICAL D EP’T.
OATE *
P LEASE EXA Mil N E M S E R A L. N. O.
N AT I O N A LITY C H U R C H
A DD RESS
J O B
TO E M P LOYMENT DE P'T:
B E A R E R H S R AT ED AS FOLLOWS . H E L G HT W E GHT
Fr. | N. |- B S.
sH O U LD R gT U R N FOR A N OTHER EXAM; N A TI O N A B O UT
M E D 1 CAL D EP "T
FORM 6b. REFERENCE TO PHYSICAL ExAMINER
22
ADVICE OF WORK MAN SUPPLIED
Date
Mr
ÖBHERAL FOREMAN
Mr
FUREMAN
has been engaged as
Occupation No.
Occupation Job Analysis Index
Class Card No No
& - Extra for
S. Time Premium |Pe. work Task Day work|Nº. Day rate effective at once; other rate effective when
employee starts on contract work, which should not
º-º-º: be later than
Physical Examination Class
Check No Section
EMPLOYMENT DEPARTMENT
lf workman fails to report for work, return this slip to Employment Department; otherwise it is to accompany Card 5400 to the Pay Roll
Division iſ for check employee, or card 4486 to the Salary Record Division if for a salaried or hourly pass employee. Accounting Depaartment to return
this form to Employment Department.
- - - - - - - - - - - - - - - - - - - - - as as - e. a- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -- * * * * * * * * * ~ * * * * * * * * * * * * * * *
EMPLOYMENT DEPARTMENT
Please issue pass to bearer
- - - - - -
who is to begin work in Section
... J)ay Turn
Or Night Turn Date
TFOREMAN
FORM 7. NOTICE OF ENGAGEMENT
(Note procedure on form.)
Pass to Employment Dept.
M
has been employed and is to start work
At #:#: Date 19-------
Employment Dept.
DEPT. APPLICANT'S NUMBER ASSIGNMENT CLERK
FORM 8. TEMPORARY PASS
23
TO MR.
! N T R O D U C T | O N
DATE
introducing individual named below for position mentioned.
If applicant is satisfactory insert only the date effeotive and return to Employment
Service Department with signature of Function Head.
If applicant is not satisfactory show reason, sign opposite No. 1 and return to Employment
Service Department in envelope at once.
EMPLOYMENT SERVICE DEPARTMENT
By
REJECTION NOTICE, APPLICANT IS NOT SATISFACTORY.
TRANSFERRED TO
REASON
1.
|NOTICE OF
! Engagement | || NAME NO.
J Re-Engagement *
| Re-Instatement ADDRESS S
| Transfer *- I sawmºm-
ON THE M
| Private Payrull HT
| M'n'f' * , Pa roil DATE EFFECTIVE
Thos. A. Edison RATE PER
INTERESTs
FUNCTION Q
|NTEREST
EMPLOYMENT SERVICE
POSITION t) EPARTMENT NO.
- REPLACING
INCREASE RESIGNED
IN FORCE DISMISSED
DEPT. DW" N.
APPROVED :
AUTHORIZED :
EMPLOYMENT SERVICE DEPT.
51GNED ;
DIV. M.G.R., DEPT. M.G.R., FoREMAN
FoRM 9. WORKMAN's INTRODUCTION TO DEPARTMENT HEAD OR FOREMAN
24.
REQUEST FOR IDENTIFICATION BADGE
Employment Dept.
Please issue identification badge to
…'s; "“”
New • * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
| Department Check No.
Replacement -
of old badge Signed.............................. * * * * * * * * * * * * * * * * * * * * * * * * * *
Employee
Badge Number
Approved................ • * * * * * * * * * * * * * * * * * * * * * * * *
Foreman
Issued.............................. Date - - - - - - - e. e s - - - - - -
Date
FORM Io. APPLICATION FOR PERMANENT IDENTIFICATION BADGE
NEW EMPLOYEE
To.….
The following applicant will enter our employ:
Date Department Name
Signed.…. … ...
* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * 19
FORM II. NOTICE TO TIME-KEEPER OF ENGAGEMENT
NAME
DEPT.
cents per hour
New Employee, hired at dollars per week
Overtime at after hours
- cents per hour cents per hour
Raise from dollars per week to dollars per week
Beginning
Remarks :
Signed by - Ok'd by
FORM I2. NOTICE TO ACCOUNTING ROOM
25
Transfer Recommendation—Out of Section
If transfer is within a department, five copies are to be completed.
If transfer is from one department to another, four copies of each color are to be completed
If transfer is to Benefits, Inactive or Sanatorium, so indicate in space for “Transferred to.
I RECOMMEND THAT
NAME DEPT. pi VISION SECTION f POSITION GRAD :
be transferred to. . . . . . . . . . . . . . . . .
Date of transfer. 19.----- Reason for transfer
Signed Approved
Supervisor, Chief Clerk, Section Head, Bureau Head Fourth Vice-President
Countersigned Certified
- Department or Division Head Auditor
FORM I3a. RECOMMENDATION FOR TRANSFER OUT OF SECTION
(Used in a commercial business)
Recommendation for Change in Position—Within Section
Two copies to be furnished to Personnel Division
DIVISION SECTION ----, * DATE.--------------------------------------
I recommend that
in this section, grade
be transferred to the position of
now holding the position of
grade - to sticceed Date effective —19– The reason for making this
change is
SIGNATURE.----------------------------------------------------------------------
APPROVED AS OF......-----------------. 19.----- Supervisor, Chief Clerk, Section Head, IBureau Head
APPROVED
Fourth Vice-President
Division or Department Head
FORM I3b. RECOMMENDATION FOR CHANGE IN POSITION WITHIN SECTION
(Used in a commercial business)
Sº
3
§ 3
3, 5,
S
º
3.
Dissatisfied with Working Conditions
Request to Transfer Date 19
Check Dept.
Mr No. No
Above employee requests a transfer to another line of work consistent with experience indicated on beck
1 [ ] { of this ticket; such transfer not to be made until after two weeks, subject then to vacancies, and the
furnishing to this department of a satisfactory substitute.
2 [] Employee gives three days' notice of quitting
See pay-off schedule PAY-OFF SCHEDULE
If blue and
. whitc copies Employee must 'Employee
3 [] Immediate transfer approved reach Transfer stop work—on will be paid
ce-on
ſ * - e Monday Tuesday 2:30 P.M. Wednesday
4 [...] Quits without notice Tuesday Wednesday 2:30 P.M. Thursday
\ Pay as per schedule Wednesday Thursday 2:30 P.M. Friday
Thursday Saturday 12:00 N. MondayP.M.
5.I] { Separate from this dept. No PAY-OFFS | Friday Monday 2:30 P.M. Tucsóay
ON SATURDAY | Saturday Monday 2:30 P.M. Tuesday P.M.
[...] Reliable [] Non-Attendance [] Insubordinate
[I] Efficient [...] Unreliable D. Careless
[I] Leaving City [] Inefficient [] Destructive
[I] Dissatisfied with Wage
D Foreman
[T]
Reasons by Phone
FORM 136. REQUEST TO TRANSFER
(Used in an industrial plant)
TIMEKEEPER WILL FILL OUT NOTICE, EXCEPT NEW NUMBER,
SENDING FIVE COPIES TO EMPLOYMENT OFFICE CLERK.
EMPLOYMENT OFFICE CLERK WILL ASSIGN NEW NUMBERS
AND SEND COPIES TO
TRANSFER NOT ICE
TRANSFERS TO BE REPORTED TO DEPARTMENT TIMEKEEPER.
EMPLOYMENT DEPT.
COST DEPT.
PAY ROLL DEPT.
PLANNING DEPT.
TIME KEEPING OFFICE.
Oid Number Dept.
New Number Dept.
Name
Date
Change in Rate P Yes or No.
Signed
FORM I4. TRANSFER NOTICE
(Note procedure on form.)
27
Dept.
from your department to Dept.
OT)
Reason for transfer
EMPLOYMENT DEPARTMENT
FoRM 15. NoTICE TO FOREMAN OF TRANSFER
II. Change of Rate
Request for Rate Change
Dept.------------ Clock No.------------- Pate--------------------------------
Time Dept:—Please Change Rate on--------------------`-- - - - - - - - - - - - - - - - - - '- - - - - - - - - g
Present
Rate-------------- Occupation------------------ No.--------- Grade----------
Requested
Rate-------------- Occupat-on--------------* → ~ * = O---------- Grade----------
Date of last change
To take effect------------------------- or of starting rate------------------------
Reason for request: --------------------------------------------------------------
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Foremar,
Rate | Date Occupation No. Grade Reason
3 3
O bº.
§ {
$2.5
ſh; O
º Record Div. Div. Supt. Works Mgr. Dept. Ind. Relations
ă Date-------------- Pate-------------------- Pate-------------------- Pate-----------------
<! Foreman: Keep White Copy.
FORM I6. REQUEST FOR RATE CHANGE
(Made out in triplicate: one copy to timekeeper, one to employment office, one
retained as foreman’s record.)
28
PAY. C H A N G ES
Form F 69
DEPT. TO TAKE EFFECT
TIME 81McE
NUMBER CHANGE A MOUN 8ERVICE t. As I CHANGE
T OCCUPATION
— = _TT T
APPRoven:
ſºlv. ºuyºr. £MP. Man. MANAata or Works
RECommºn pro BY
Fontº Art
rogret. HEAD
FORM 17. SUMMARY OF RATE CHANGE RECOMMENDATIONS
DIRECrops I
(Note approval signatures necessary.)
TO M
Your rate has been increased % per hour,
beginning 19
EMPLOYMENT DEPT.
FORM I3. NOTICE TO EMPLOYEE OF RATE INCREASE
S
§
ORDINARY
Salary Change Week Commencing
NAME DIvision AND SEcºrron PoSITION GRADE *gº º New SALARY
Note: This copy showing maximum salary payable, based *
on last rating and service and t salary. i lied so that APPROVED
ing and service and present salary, is supplied so tha Fourth Vice-President
the head may provide a recommendation for each clerk. e
The form should be signed and sent to the Personnel Audi
Division. Another copy showing official action will be furnished. 14Cltior
CERTIFIED
ForM 19. SUMMARY RECORD OF SALARY CHANGE RECOMMENDATIONS
(Used in a commercial business)
C. ROUTINE PROCEDURE : SEPARATION
Dato
DISPOSITION
EMPLOYMENT DEPARTMENT
Bearer: : Check No.….
Working as : in the *
is referred to you for disposition because of:
Would you ré-employ in your department?
PLEASECHECK OFF THE CHARACTERISTICS YOU MAY HAVE NOTICED,
- DEPARTMENTAL RECORD e
CHARACERISTICS Exceptional | Above Average | Average Below Ajenge Poor
Quality of work -
Quantity of work
Dependability
J udgment
Iniatative
Willing worker
Safety Attitude
Promptness
ARMCO Spirit
Disposition
What qualities interfere with his progress 2
Physical condition
Please: give below, any additional information which you believe may
help us to make disposition to the satisfaction of all concerned
i
Advise re-employment in another Dept?............................ Where?............................
Signed
FÖ.D IN ON D0TTEI) LINES
FoRM 20. NoTICE OF REFERENCE TO EMPLOYMENT OFFICE OF MISFIT EMPLOYEE
3I
Date and Hour of this Report
FOREMAN'S REPORT ON EXIT
INSTRUCTIONS TO FOREMAN: As soon as a man informs you that he expects to quit, and you have talked to him about it, fill out this form
as far down as the first heavy line and hand it (or send in a sealed, envelope) to your immediate superior. This same form is also to be used when
you have decided to lay off or discharge a man. Please try to get this report in as much in advance of the actual leaving time as is possible.
The immediate superior will place his comment on the blank and and send to the Employment Office.
19
Check No. Dept Name
Class of Work Date Employed
Date expecting to leave Ouit, Discharge or Lay Off Shall we pay in full?
Reason given by Employee for wishing to leave
When did he first notify you ?
º
Your opinion as to the real reason if aut
Your reason if discharge or lay off
Indicate by “Good” “Fair" or "Poor" your opinion of Employee's: Honesty Sobriety
Capability Obedience Industriousness Would you re-employ 2
Additional Remarks: Signed by , Foreman
Referred to Date and Hour Comment
O. K. by
Interviewed in Employment Office by Date and Hour
Result x-
To leave § { 19 Pay in full 2
FORM 21a. FOREMAN’s REPORT ON EXIT
Service Department
LEAVING NOTICE Employment Division
TO THE CHIEF OF EMPLOYMENT DIVISION:
Pate-----------------------------------------------.
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - who entered this Department on.-------------. . . . . . . . . . . . . . . . . . . . . .
has tendered i. resignation, to take effect--------------------------------------- Position held.---------------------------------- ---
State definitely reason for leaving:--------------------------------------------------------------------------- g- - - - - -* - - - - - - - - - - - - - -
Answer all of following º º
Attendance ------- good Tl fair ------ poor
Accurate exceptionally ordinarily inaccurate
Address & Personality | pleasing fair unattractive
Courteous very average degree rude
Co-operation excellent satisfactory antagonistic
Executive ability marked fair amount no evidence
lnitiative marked degree Tl good T lacking
Punctuality always on time late occasionaily late habitually
Speed T rapid ordinary Tl slow
Volume of work good fair poor
Workman – exceptional - – average poor
NOTED
Chief
* * * = ** ~ * ~ *- - - - - - - - - - - - - - - - - - * * * * * ~ * - ~ * * * = - as ºr = Manager, Service Department---------------------------------...-------Supr.
Dept.
• * ~ - *...* = = -- ~ * * = ~ * - - - - - - - - * = * * = * = * ~ *- - - - - - * * ~ * ~ * Chief, Employment Division -----------------------...-------------...--- Div. Sect.
APPROVED
- - - - - - - - ---------------------------------- Manager
EMPLOYMENT DIVISION RECORD
Has Name Been Removed Have Cards Been Removed
II as Bond Has insurance FT P 11 Has Locker Key Has Time Clock * * : Has Attondance
Been Cancelled Becn Terminated rom Payro Been Returned Number Been Changed From files Card Been Removed
Pay Roll Sect. Expense Div. S1gnature Salary Personnel From File
FORM 21b. LEAVING NOTICE
(Used in a commercial business)
#
§
§
STANDARD TERMS
DISCONTINUANCE RECOMMENDATION
(Four Copies to be Completed)
192----
192---- Date of Discontinuance
LENGTH OF
SERVICE
Date Notification Received
POSITION | SALARY
DATE IDIvision AND
NAME APPorNTEn SEcTION |
Voluntary Discontinuance
Another Position
Dissatisfied (no other
Marriage . . . . . . . . . . . .
Returned to School . . . .
Parents left N. Y. City
REASON: Check standard term that applies; enter details below.
Follow by recommendation as to retaining clerk if desirable.
Action Taken Date
By *. ra
Of Personnel Division
Approved
Fourth Vice-President
Certified
Auditor
Failed to Report. . . . . .
Resignation Requested
Inadequate Education. . . .
Better Mentality Required
Lack of Interest. . . . . . . .
Insubordinate . . . . . . . . . .
Attendance Record. . . . .
Mental Rejection. . . . . . .
Medical Rejection. . . . . .
Other Reasons
Temporarily Employed. .
Retired . . . . . . . . . . . . . . .
Higher Salary. . . . . . . . . . . . . .
Advancement Prospects] . . . .
* * * * * * * * * * * * * * * * * * * * * *
Transferred to Field......
# & g º sº
* * * * *
s e s tº º
e s tº e &
& e s tº º
* * * * *
* * * * *
• * * * *
• e s is a
e tº s ºf $º
4 º' e º E
• e g º º
• e º e º &
a s = * *
* * * * *
Deceased . . . . . . . . . . . . .
If none of above applies, insert
reason under proper heading.
FORM 22. DISCONTINUANCE RECOMMENDATION
(Used in a commercial business)
Hj
O
35
* g
PAYMASTER— * | f ; ; ; ; ; # # 9 gº
g gº te * s ; : 5. : 5 * : º, tº cº
The bearer, with order, has been interviewed by this department. * | # # # # # = # cº)
º ; * 3 3 |gſ; * P 3, # ſº
Quit slip sent through . Yes No ............ : . . . . . . . . . . . . . . . . * * * * * * * * * * - - - - - 192.... # | 3 ; # 3 ||3|E|#|g tº #| # §-
O || 5 || 3 ; § 5 § |* |*|á .# § Hº S”
Check collected Yes No := | * | # # ; :: *| |#| 2 # 5. & .
Badge collected Yes No # | 3 | # g|*|; à | # |g| | | | # º:
H & 3 J # | |É H || 5 | #| | E. g.g. E
Tool account balanced Yes No : # # #| || Tº | #| || 3 #5 E :
º º * º
Amount due for tools $.................... on # 3 || || ; # ă 5 || 3:
Fº ſº
Amount due for board $.................... H ă î # .# o ;
}- tº s 3. : tº 3 : ;
t rked.… … 2. : § ##3 ||3: & * &
Last day work A. M j- ă #|3 ; +5
Wages payable - - ................. .. At..…. B. M. t— # º g
g * HU g g H' E" ſº
º e ey t; **
Dept.…. . . § # ##| # # §
*~ 3 |: 2| 3
Check No............................. EMPLOYMENT DEPT. 25 #| || É ; : }*
tr; # 5 - || 3: #| # º
Date.…. … Per........ … O 3 # §
tº: # |:
}-H -
Hö
H
FORM 23. CLEARANCE NOTICE TO PAYMASTER
LEAVING NOTICES
SYMBOL & NUMBER || REASON || Conduct SKILL | SPEED
FORM 25. SUMMARY RECORD OF LEAVING NOTICES
3.
D. FOLLOW-UP! RATING
Machine No.
Type
Size
Class of Work
the workman should have.
REPORT OF WORKMAN FOR QUARTER ENDING
Please Check the one Classification under each subject which in your opinion
WORK AND MACHINE
SUBJECT
SPEED Exceptionally Rapid Very Rapid Average Speed Slow Very Slow
ACCURACY Exceptionally Accurate Very Accurate | Average Accuracy Inaccurate Careless
NEATNESS OF Excellent Very Neat Average Neatness Untidy Very Untidy
Good Knowledge of
KNOWLEDGE All-Around Mechanic | All Around Man in all jobs in his class Fair Knowledge of all Limited Knowledge of
OF THE WORK His Department of wor jobs in his class of work one job only
Exceptional
ABILITY TO LEARN d.º.º. Quick to Learn Average Slow to Learn Dense
Exceptional Good A
INDUSTRIOUSNESS i. Very lndustrious "..." | No vey induious Lazy
Exceptional
DEPENDABILITY 5. y Very Dependable Average lmegular Undependable
INITIATIVE
or Ability to go ahead with a job Excellent Very Good Average Poor Very Poor
without being told every detail. §
INTEREST Enthusiastic Quite lnterested Average Lacks lnterest Disinterested
CONFIDENCE Excellent Good Average Lacks Confidence Very Timid
WILLINGNESS Unusually ~ * * * * -
TO CO-OPERATE Willing Willing Average Unwilling Obstinate
BROAD-MINDEDNESS wº.d Broad-Minded Average Narrow-Minded Very Narrow-Minded
LEADERSHIP ABILITY Natural Leader Good Leader Average Poor Leader No Leader at all
ºlººp Exceptionally Good Very Good Well Behaved Somewhat Troublesome | Very Troublesome
HABITS Excellent Very Good Average Bad Very Bad
Additional Comment
Signed Foreman; OK Gen. Foreman
FORM 26. QUARTERLY RATING FORM
36
Rating Scale for Ermployees Below Grade of Assistant Section Head
EXPLANATION OF FACTORS FOR RATING.
QUALITY OF Work—Accuracy is of primary importance, but neatness, thoroughness and Inethod
of expression are also included.
RAPIDI'ry of Work—The speed with which an employee performs work.
INTEREST IN Work—A desire on the part of the employee to become familiar with his own work
and the work of the Section, including the advanced positiens: willingness to do extra work;
or, in any other way, subordinate personal desires to the interests of the Company.
APPEARANCE AND MANNERs—Businesslike neatness of dress and person, correct carriage, bearing
and courteous manners.
Co-oper ATION.—Ability and willingness to work well in conjunction with others.
COMPLETION AND USE OF RATING SCALE.
The rating scale is intended as a unit of measure to facilitate the accurate rating of employees
and should be carefully prepared. First, having in mind “Quality of Work” only, select an employee
in the Home Office, regardless of position occupied, who, in your opinion, is Best. nter his or her
name in the first column opposite the numeral “40.” Next, select the employee who, in “Quality
of Work” alone, is Poorest and enter his or her name opposite the numeral “8.” Enter opposite
IIurneral “24,” the name of an employee who, in “Quality of Work” alone, is Average, or midway
between the other two. Enter opposite “32,” the name of an employee who in “Quality of Work”
is midway between the Best and the Average, and enter opposite “16,” the name of an employee
who, in “Quality of Work,” is midway between the Poorest and the Average.
Following the same procedure, enter in the column for each factor the names of employees,
ranging from Best to Poorest, considering only one factor at a time. It is probable that entirely
ifferent names will be selected for each factor, though names may be repeated,
This rating scale is for your personal use in rating employees from time to time and is your
private property.
RATING EMPLOYEES.
Individual rating slips will be furnished for each employee. . When rating an employee, con-
sider only one factor at a time and determine which of the employees on the rating scale under
that factor he or she most resembles. . The numeral opposite such employee's name on the rating
scale is the rating of the employee under consideration and should be entered on the rating slip for
that factor in the column headed “Primary.” Decide on the employee's rating in each of the
other factors in the same manner and enter them on the rating slip. Where two or more persons are
designated to Inake primary ratings for the same employees, they will, after making individual
ratings, confer together, reconcile the differences, and enter the “committee” rating on a separate
rating slip, in the column headed “primary.”
REVIEW OF RATING.S.
All individual rating slips and, if there be any, committee rating slips, will be forwarded
to the person designated as “Reviewer.” The reviewer may rate such clerks as he is well
acquainted with in the manner described in the preceding paragraphs and will enter such ratings
in the column headed “review" on the committee rating slip or, if there be noue, on the individual
rating slip. For those employees with whose work he is not familiar, he may either enter lower
or higher ratings, if he has reason to believe that the primary ratings for the group are generally
too high or too low... or he may simply chèck the , primary ratings. After initialing the slips
which he has checked or on which he has entered his ratings, he will send thern together with all
the other slips to the Personnel Division.
S C A L E
omy of Work. Rapidity of Work Interest in Work Appearance and Manners Co-operation -
* * * * * * * * 40 20 20 * * * * * * * * * * * * * * * * * = 10
32. 16. 16|..... 8.
24 *|--~~~~ 12|, ... - -
16 - lsº - - - - - - - 4
- - - - - - - ... 8 4 4}. ..? |.....
FORM 27a.
RATING SCALE FOR ROUTINE EMPLOYMENT
(Note procedure.)
g
%
Rating Report for Ermployees Below the Grade of Assistant Section Head
Copyright 1921, by Metropolitan Life Insurance Cornpany
LSE RATING SCALE IN CONMPLETING THIS FORNM
Employees' Name (Wrile Surname First), Dept. Division
Section Date of Rating Date Actually Completed
Address of Employee
Number of Dependents and Relationship
RATING coºl- Position Occupied
32–40–Excellent 20–23–Fair
QUALITY OF WoRK 24–31–Good 8-19–Poor
—Ro: ATTENDANCE RECORD
RAPIDITY OF WORK #ºlent *:::::::. (For six months prior to date of rating or since appointment if
employed less than six months.)
16–20–Excellent 10–11—Fair NUMBER OF DAYS ABSENT TARDINESS
INTEREST IN WORK 12–15–Good 4 - 9–Poor gº - *— &
Vacation or Leave Sickness or Funeral Other Causes No. of Times | Time Lost
APPEARANCE AND MANNERS $ºlent 2 - #. | |
Remarks Concerning Attendance Record
8–10–Excellent 5–Fair
Coop ERATION 6 - 7–Good 2 - 4–Poor
§:::::: # 80 §: *; i. d
Celtis r
§§§§§j}. TOTAL
_Ratings below 50 are Poor
REMARKS: Enter in this space anything that would aid in forming a correct estimate of Clerk's capabilities or limitations,
such as special knowledge or training, advisability of transfer to other work, instances of especially meritorious
work, or the contrary, etc.
Signature of Those Rating
—=:
FORM 27b.
RATING REPORT FOR ROUTINE EMPLOYMENT
EMPLOYEES EFFICIENCY REPORT
M
Head of Dept.
Please list and rate the employees in your department according to the headings listed below.
Give particular attention to the maximum value of each heading. Return to the office of the
chief clerk no later than ...— ..I.9
Attendance lnitiative. In- Speed and Reliability. Value
N A M E position | ..] ownmin § {:}|†: p...] total
(MAximum vaLUE) 5 5 15 2O 3O 25 100 |
~~~~ 2^ p _2^ -
s P.
C2 Tsº S. 2-Res-
2^ - |
The ratings above are accurate to the best of my knowledge and belief and are given without
personal prejudice or bias on my part.
DEter. Head.
FORM 28a. SUMMARY EFFICIENCY REPORT
SALESMAN’S RATING RECORD
Date
ame Employed District
Number | Average Rank in Rank in Mental Test
in District Man's District | District Action Date
Date District| Rating | Rating | Class Rating | Sales Score Rating
NOTE: For details see District Manager’s Rating Report. For summary see Summary Card and
Analysis of Ratings Sheet.
FORM 28b. SALESMAN's RATING RECORD
39
RATING SCA
INSTRUCTIONS
H
ALE FOR FOREMEN.
RATING SCALE
WHAT IS THE RATING SCALEP
1. The Rating Scale is a practical method of gauging a foreman's capacity and fitness for promo-
tion quickly, accurately and with uniformity and justice.
. . 2. The rating scale itself is a numerical expression of the degree in which a foreman possesses the
industrial qualifications deemed most essential; such as Trade Ability, Ability to Plan and Supervise,
Ability to Handle Men, Ability to Teach, and General Value to the Company.
3. The degree to which a foreman meets these qualifications is determined by a man-to-man com-
parison with other foremen.
4. Because the Rating Scale calls attention separately to each of the several, essential qualifications
for a foreman, it lessens the danger that judgments may be based on minor defects, with disregard of
important virtues.
5. It takes about twenty minutes to make a working scale and sixty seconds to make a rating.
6. All ratings are confidential, Department heads will discuss a foremān's rating with him on his
request.
HOW TO MAKE THE SCALE,
1. Write on a slip of paper the names of about a dozen foremen you know well.
2. If you do not have enough foremen in your own department to make a full list, use the names
of assistant foremen, department heads, or foremen in other departments.
3. Include all grades of ability from the highest to the lowest. g
4. This list helps you to remember the names to be used in making the scale.
5. Disregard every characteristic of each of the foremen except, TRADE ABILITY. Select from
your list the foreman, who stands highest in. TRADE ABILITY (disregarding all other qualities).
Write his name or initials on the line marked Highest. On the line marked lowest put the name of the
foreman who is poorest in this respect. Put the middle or average foreman on the third line and the
forcmen who rank half way between the middle and the extremes on the other two lines. If you have
two men in mind, equally good, put down either one.
6. Proceed similarly in constructing scales for the other four qualities.
7. Do not use the same set of foremen for all qualities. Try to use at least ten foremen.
8. The names for the highest and lowest on each section of the scale must represent extreme cases,
the best and poorest you have éver known. The name for the Middle should be that of an average
foreman, half way between the extremes. High and Low should be half way between the Middle and
the extremes.
9. Each foreman whose name appears on the scale should be one who shows clearly and distinctly
the qualification and the degree of the qualification for which he has been chosen.
10. If you find difficulty in comparing the foremen being, rated with any particular foreman on your
scale, substitute the name of some other who will make the comparison easier. In this way with a
little experience the scale can be used easily, rapidly and confidently.
11. In order to understand these instructions quickly, and easily make up a trial scale. This trial
scale bears the same relation to the finished, scale that a first crude sketch bears to a finished drawing.
After a few substitutions of names, the trial scale becomes a satisfactory scale.
12. If you are using the scale for the first time, make a few experimental ratings before actually
rating one of your foremen.
HOW TO USE THE SCALE.
1. Rate your foremān for TRADE ABILITY first. Consider kind and amount of trade (or depart-
ment) experience; knowledge of, and resourcefulness in using machines, tools, materials, and trade
methods. Compare the foremen you are rating with each of the five foremen in Section 1 of the Rating
Scale and give him the number of points following the name of the foreman he most nearly equals.
2. If he is a little higher or a little lower than the nearest foreman on the scale, adjust his number
accordingly. For example, if a foreman, in TRADE ABILITY, seems to fall just below the Middle
point but above Low give him 7 or 8 l
3. Rate the foreman in a corresponding manner for each of the other four essential qualifications.
4. Make a man-to-man comparison of the foreman you are rating with the foremen whose names
appear on your scale. |
5. When rating several foremen, rate all of them on each qualification before adding the total is:
any one foreman.
6. The total rating for a foreman is the sum of the ratings you give him in the five separate qu i.
ities. If directions are followed carefully the average of any considerable group of foremen rated is
about sixty point S.
> * * * ~. Highest . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
I. THRADE ABILITY. High . . . . . . . . . . . . . . . . . g g g tº w tº g º º e º 'º º & g º a tº g g g tº 12
Consider kind and amount of trade (or department)
experience; knowledge of, and resourcefulness in Middle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
using machines, tools, materials, and trade meth-
ods. Low . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Lowest . . . . . . . . . . . . . * & a 4 + 8 & 6 & 8 m 4 tº a -s tº a s g g g g º º 3
• Highest . . . . . . . . . tº g º e º q t e º e i tº * * * * * * * * * * * * * * * 25
II. . ABILITY TO PLAN AND SUPERVISE.
Consider ability to maintain standard quality work; High . . . . . . . . . . * tº $ tº tº º tº g g g g g g g º & * * * * * * * * * * * * * 20
to place help where they can do the best work; to
plan ahead so as to have materials, men and tools Middle . . . . . . . . . . tº £ tº ſº a # 8 w is a tº # . . . . . . . . . . . . . .15
ready to get out orders on schedule time with min-
imum production costs, and to keep a steady flow Low . . . . . . . . . . . 4 g { q tº e s tº tº £ tº * * * * * * * * * tº a tº g g g g g tº 10
of work through the department.
Lowest … # tº $ tº # 6 º º # 8 º' tº s 5 & 6 & 8 5
* sº Highest tº e g g º e º ſº tº ſº º º tº tº tº $ tº * * * * * * * * * * * ... 15
III. ABILITY TO HANDLE MEN. High 12
consider initiative, decisiveness, resourcefulness, " ` 4 º' 4 tº tº e º a tº g s $ tº 4 tº it is 9 e º 'º e g º º 9
energy, self-control; and ability to deal fairly with Mi
º a º iddle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
his help; to earn their respect, good-will and con-
ºf # fidence; to maintain just discipline and a stable
working force. Low # w tº 4 c = e s is e º e s e g º s * * * * * * 9 $ 8 B tº € 8 tº $ tº e º g tº g g º º 6
Lowest . . . . . . . . . * * * * * * * * * * * * * * * * * * s e º º a a g º º º 3
Highest . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
IV. ABILITY TO TEACH.
Consider his ability to explain his work clearly and High . . . . . . . . . . . . . . . . . . . . . . . . * * * * * * * * * * * * * * * 12
; thoroughly to a beginner, to gain the beginner's
confidence and make him interested in the work; Middle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
his success in developing all-around men, bettering
men of lower grades, and increasing generally the Low . . . . . . . . . . . . . . . . . . . * * * * * * * * g + d tº 8 g a tº p * * * * * 6
knowledge and skill of the help under him.
| Lowest ........ è tº $ tº e º & 8 s tº £ tº e º $ tº & s tº s 2 * 8. Q - 9 & 2 & 3
Highest * * * * * * * * * * * * * * * * . . . . . . . . . . . . . . . . . . . .30
V. GENERAL VALUE TO COMPANY.
Consider his years of service, his loyalty, his ability High . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24
to understand and carry out the Company’s poli- *
cies; orderliness of his department; his readiness Middle ... . . . . . . . . . . . . . . . * * * * * * * * * * * * * * * g g º e 18
{ } | and ability to co-operate with other departments
and the management in giving new ideas and meth- Low . . . . . . . . . . . $ 8 tº e º 'º tº $ tº tº 4 g º tº e º ſº e * * * * * * * * * * * 12
ods a fair trial.
Lowest . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
FORM 28c.
(Note procedure.)
4O
RATING SCALE FOR FOREMEN
4 I
CURRENT RECORDS: INDIVIDUAL EMPLOYEE
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NOTE.-In many cases the application blank is so designed aS to Serve at
once as a permanent Service record, and as a folder for filing additional data
regarding the employee, such as physical examination results, rate card, etc.
4.2
versatility
ReCORD
1 2 3 4 5 s 7 s 9 to 11 12 13 14 is is 17 18 is 20 21 22 23 24 25 26 27 28 29 30 31 xz 33 34 35 36 37 is 3s 40 41 42 4x 44 4s is 47 4s 49 so si sz si sã ss ss sº sº. 59 so $1 & 63 6s 8s 66 S7 S5 & 70 in 72 is 74 is is 77 is 79 80
Earnings Weck Earning a Week Earnings
P.W. Tirne - P.w. Time Ending P.W. Time
FORM 29. REVERSE
3.
NEXT LAST
Position held In shop or factory | Position held In shop or fa
HOW LONG EMPLOYED
Hired to start.
in Dept
op
1 || 2 || 3 || 4 || 5 || 6 || 7 8 || 9 || 10 || 11 | 12, 13 || 14 15 | 16 || 17 | 18 19 20 || 21 22 || 23 || 24
Name Shop Clock No.
Address Register No. Operation
EDUCATION
P:-----!
º Years in U.S. A.
Descent
First
At.............. 4- - - - - - - - -
FORM 3oa. FOLDER FORM OF SERVICE RECORD -
(Form 3ob and additional cards may be inclosed in this folder for filing.)
44
E M P LOY NM E N T RECORD
E ETTER JOB
REMA RKS
six DAYS ABSENT
SICKN ESS OR DEATH
AT HOME
A– STARTED TO WORK C– DISCHARGED E—LA ID OFF REGISTER No.--........... . . . . .
B TRANSFER RED D–QUIT F—RE-INSTATED
SH OF OR CLOCK FOR EMAN OR RATE CHANGES
DATE DEPT N. O. RATE DEPT. HEAD OPERATION OR buries DATE RATE
- - - - - - - - - - - - - - - - - - - - - - - - * * * * * * - - - - - - - - - - - - - - - - - - - - - - - - - - - - - • - - - 1 * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * - - - - - - - - - - e e s - - - - - - - - - - - - - - ~~
FIN A L RECORD
QUIT; ACCOUNT D IS CHARGED ACCOUNT ART-ITY...-------...........-------------.............
Diss ATIs FIED | N COMPETENT.
S CK IRREGULAR ATTENDANCE CHARACTER...--. -------......................,
L.A. iD OFF SUSPENDED ACCOUNT DEPORTMENT. ---------...-----...................
RE-HIRE, SAME DEPT 7 . . . . . . . .
o. K. To RE-HIRE, oth ER DEPT 7..........
FORM 3ob. SERVICE CARD USED WITH FORM 30a–OBVERSE
REO. N.O.--------...----...--- A PPLIC ANT'S RECORD DATE ------------------192
5 (GNATURE OF A PFL ICANT N.A. M. E. -
A DDRESS PHoNE in O. POSIT to N WANTED
AGE----------------. H EIGHT - - - - - - - - - - - - - º RECORD OF PREVIOUS EMPLOYMENT
LAST EMPLOYER'S NAME POSITION HELD
COMPLEX ON - - - - - - - - W El GHT - - - - - - - - - - - - -
YES No of DEPENDENTs!------------ - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -------------------------------
MARRIED No | A D tº) RESS WORKED FROM TO
B | RTH FLACE . NATIONALITY
- - - - - - - - - - - - * * * * - - - - - - - - - - - - * * * * * * * * - - - - - - - - - - w w w = a 192.------------192.
NEXT PREvious EMPLOYER's NAME POSITION HELD
AMERICANIZATIOH YRS, IN U. S. A.-------- |
F | RST FA PERS SECURED A DDRESS WORKED FROM TO
AT----------------------------- 192.---
T-----------------------------'9*----|.......................................... ............ 192. --- - - - - - - - - 192
SECON D PA PERS SECURED -
NEXT PREVIOUS EMPLOYER's NAME POSITION HELD
AT ------------------------------ 192 - - - -
EDUCATION - A DDRESS worked FRom TO
G R A M M A R H 1 GH COLLEGE
- - - - e. Y RS -----YRS. -,----YRS. III. I. . . . . . . . . . . Li-III: ------------192---- --------192
Name of Any Relative working HERE | ***" PREV O U S E M P LOY E R S N A M E POS iTION H E L D
- - A DDRESS WORKED FROM TO
PHYSICAL con DITION
. . . . . . . . . * * * ~ * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * - - - - * * * * * 192 - . . . . . . . . ... 19.2 ..
FoRM 3ob. REVERSE
45
fºlàME HAVE EMPLOYEE FILL OUT TH is space: tº Ate EMPLOYEo
6
z
º ADoREss PREV. SERVICE FROM Tro
8
5 CH.G. to WHERE BORN REAsobºs For LEAV tº G
CHG. To DATE creaſ RTH fºLArrior A Litry
gº
REcoRo FROM APPi_1CATION OATED RATINGs BY DEPARTMENT HEAD
#
º
ſº à 3 3 ğ. lsº
* | *g 3 #| || s | 3 || 3 | # | #
AGEs of oth iER ºATE RATING vºyo Riº. otese R tº riotº or work § | 3 || – | | | | | | = | # 3 || 3 || 5 TOTAL
MA. A pººlpºtº cº-int ºr ºf Ci ASS 3 g : 5 3. § i. § ; º ; § à
til * } $ * | * 5 | i ≤ j E § B. º:
£i. {} ti. : lift - iº t
HEIGHT * Fire º-tº- citizens Hip 5 || 3 || | | | | 3: B | }; 3 || 3: § | * | *
*HY. Exam. EY cºerº nºt ºnfºr way Eics}-T's
ERIENDs or RELAT’ive
In EMPt-oº of Co
LAst F1RM Arºra º Fºss
Y Rs. WoRKED Position. SALARY. $ Pººr:
REA sons FOR LEA V1NG *-*.
Next to t.Ast A tºº Rºss |
Y Rs. WoRKED Pospºrton SALARY, 3 jºº ºr
Reasons Fort LEAvºng
or HER Ex;
TRANsfers -
ºATE To DEFrr. tº escription or work REAscº
*~
-sº
FORM 31.
ANOTHER TYPE OF SERVICE RECORD–OBVERSE
(Note space for ratings and time-keeping record.)
ABSENCE
ReAs on
R&Ason
FORM 31. REVERSE
LATENESS
Hou R
REASON Given
5,
Pept” . . . . ~~~~….................... Section
Name. ...i.…..... . . . . ..... ..... Position
SALARY De- Labor Orders Labor Orders
- 19 fective Turn- Over- || Expense | Times | Days De- Turn- Over- Expense Tirnes | Days
Arnt. Date Work over due | Control | Late |Absent 19.... [fective | over due |Cºntroi Late |Abse
% % % % Wor % % %
Jan Jan
Feb Feb
~~
^- Mar. Litt- --~~ ^- Ma L-T ~~~~
FORM 32. FOREMAN's RECORD–OBVERSE
Trade. Ability
to Plan and
Standard of work
Get work out on time
Place men to best
Time and cost records
flow of work
to Handle Men
Command will
Command confidence
Understand human relations
Can work to others
Character
Sense of
Resourcefulness
Tact
Total
Grand Total
Date
FORM 32. REVERSE
47
*
E. Occupation No. R Anticipated R # cº
- & | | | . a te O nicipated Na ate of Bir ll C. rade ; E | Reasons | Len
: Ins. RE Nanne Serial No. # H ! … : a Occupi X. cºs Fº º L)ate of Birth º: #. ## $3 Re or S º:
* 3 : 3. . ; ; ; ; Code Service idoliars #| E | Leaving
6 No. R : a a ºf #ºn - #||
: OQ o O O O |O o O O o|O:O:0:0:0 Ojo o O O O O"O O O Olojo o O O ol Q|O Ojo o O |0|0|0 Ojo O
§: Yes | T | --- -i. +--------------|--|----------------------------|--|--------------- S - SR | -- _ _ _ = - -
# 1 || 1 || 1 1 1 1 || 1 1 1 1 1 || 1 || 1 | 1 | 1 | 1 1 | 1 || 1 1 1 1 1 || 1 1 1 1 || 1 || 1 1 1 1 1 || 1 || 1 1 || 1 1 1 || 1 || 1 || 1 1 || 1 1
M IWA ; : : - M
2 : 2 2 2 j 2 || 2 2 2 2 2 || 2 || 2 2 || 2 2 2 || 2 || 2 || 2 2 || 2 2
F W]) D
§ 3 || 3 || 3 3 || 3 || 3 3 3 3 3 || 3 || 3 3 || 3 3 3 || 3 || 3 || 3 3 || 3 3
§ FB | 8 || -- * - - - - - - - - - - - - - - - - * * * * ~ * W l-------i- - - - - - - - - - TR ] ---|------|- - - - - -
$2 4 || 4 || 4. 4|4|4 4 44 4|4|4 4|4 4 4|4|4|4 4|4 4
Col 9 A
5 || 5 || 5 5|| 5 || 5 5 5 5 5 || 5 || 5 5 5 5 5 || 5 || 5 || 5 5|5 5
a WA 10 ; ; ; ; : B Fº
§ 6|3|8 6.6 6|6 6 6 6 6|6:6;6:6;6 6:6|6 G 6 6 6|6 6 6 6|6|6 6.6 6. G|g|6.6|6 6.6|6|6|6 6|6, 6
5 § 10%|----- - - ------------ F------------------------------|--|--------------- 0 || ------|-- - - - - - - - - ---|-- gº. ---
: 77|777 777 77 777,777 77|7.77 7 77 77 7|7|7.77 77|7|77|7.77|7|7|77|7.7
# T | 1. i-j-i-i- - D #5
# 8 || 8 || 8 8 8 8 || 8 8 8 8 8 || 8 || 8 | #88 88|8 8 & 3 818 & 3 81818 & 3 & 81818 8|8 8 8|8 |3|8 818 a
# H || 42 : : : . : E §.
ă' 9 || 9 || 9 9 9 9 || 9 9 9 9 9 || 9 | 9 || 9 ; 9 9 9 || 9 || 9 9 9 9 9 || 9 9 9 9 || 9 || 9 S 9 9 9 | 9 || 9 9 || 9 9 9 || 9 || 9 || 9 9 || 9 Q
1 2 3 4 5 6 7 3 9 10 11 [2 13 14 15 lö 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45
FORM 33.
MECHANICAL COMPUTATIONS CARD USED FOR ASSEMBLING EMPLOYMENT DATA
BY MACHINE
F. ATTENDANCE . PROCEDURE AND SUMMARY RECORDS
| ST HALF
of MöNTH | TIME CARD
Form No, S 10464
MORNING | NOON N00 N. NIGHT | EXTRA | EXTRA
| N OUT 1N | OUT |N OUT
FoRM 34. TIME CARD
LATE SLIP
• * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * s s e s m s e s • * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * s a s e s s = e s e º e s a s s = s. s is s a m
s s a s s s a s a s sº s = & sº a sº e s & s s sº s sº a º gº w is tº e ºs e s sº ºn s e s s a tº s º is is sº * is sº s s a s = * * * * * * * * * * * * * * * * * * * * * * * * * * * * s is a tº tº tº gº ºn a sº º ºs s is a sº e s e s m as as is & tº gº sº s = * * * * * * * * *
* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * is s is a e = * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * s tº * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * g =
* * * * * * * * * * * * * * * * * * s e s is a e s tº e s is s is s s a s s is a s s a s s is a e e s a s a s a s e s = e < * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * tº 4
* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * - - - - - - - - - - - - - - - - - * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
FORM 35. LATE SLIP
(To be filled out by time-keeper and sent to employment office.)
49
DA ILY ABSENTEE, LIST
The following is a list of all men absent in
Dept. No.
OD- 19– Shift No.
| REASON
- Sick or In-
NO. NAME No Excuse Excused jured in Laid Off
Factory
|
—
}
NUMBER NOT ASSIGNED
On Vacation
On Compensation Payrol)
Laid off temporarily
TOTAL ASSIGNED WORKING - ABSERNT
Male
Female
Total
• * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *ČLERK"
.# FoRM 36. SUMMARY ABSENTEE LIST
f (Sent to employment office for record and follow-up.)
5O
DAILY ATTENDANCE REPORT
SERVICE DEFARTMENT
EMPLOYMENT Division
FOR 192
TO FROM FUNCTION
SERVICE DEPARTMENT DEPT.
EMPLOYMENT DIVISION DIV.
SEC.
* ASSIGNED FRESENT ABSENT LA TE
MALE FEMALE MALE | FEMALE MALE | FENAALE MALE | FEMALE
TION OF WASTE PAPER BASKETS WAS MADE AT THE
£3; BUSINESS ON: B REPORT SUBMITTED BY
i 92
BY
MANAGER
CHI EF
BY SUPERVISOR
REASONS
EMPLOYEES ABSENT
Envi PLOYEEs AESENT
º
2^N
NL2
N2
S. Zº
SIGNATURES OF ALL LATE EMPL-OYEES AND REASONS FOR LATENEss ro BE sue MITTED on REVERSE sl DE
FORM 37. DAILY ATTENDANCE REPORT
(Used in a commercial business)
º
º
DAILY REFORT
NATIONALITY DISTRIBUTION OF TOTAL MEN VVORKING
DEPARTMENT American Polish Russian Greek | rish
Inspection
Tire
Tube
Cutting
Crude Rubber
Mill
Cement
Electrical
Power
Off. J
H
English Scotch
French
Swede
Total Yesterday Total Today
Increase
Decrease
German
Italian
FORM 38. ATTENDANCE REPORT BY DEPARTMENTS AND NATIONALITIES
Tl is c.
DAILY ATTENDANCE REPORT | Fº
DATE
ASSIGNED PRESENT ABSENT | -
DEPARTMENT LATE - * DEPARTMENT ASSIGNED FRESENT ABSENT IAIE
Mia!g female Male | Femala Male female Male female Maid Femala -
Officers Collection Function
- Check
FORM 39. ANOTHER TYPE OF SUMMARY
(Used by a bank)
ABSENTEE SUMMARY Day Starting at 7 A.M.
ASSIGNED ABSENT |P.C. OF ABSENTEES TOTALS BY SHIFTS
Product Misc. Maint. Product Misc. Maint. Product Misc. Maint. Assigned Absent Absent
Ist Shift Males
Ist Shift Females
2nd Shift Males
3rd Shift Males
Total by Depts.
Grand Totals
P.C. of Absentees: Figured by
One week ago, Checked by
One month ago, Approved
One year ago.
FORM 4o. ABSENTEE SUMMARY
(Used by an industrial plant) (Note comparisons.)
Ś
§
REPORT OF ABSENCE
DEFARTMENT
EXCUSED
FORM 41.
LEAVE OF ABSENCE VACATIC N
FOLLOW-UP REPORT ON ABSENCE—OBVERSE
EMFLc YM. ENT Divisto N
1 NVESTIGATION: 93 SECTIC, N.
ABSENT RETURNED
EXCUSE: D
VIS IT, EE EY
LEAVE OF ABSENCE VACATION
ABSENT
REFORT OF INVESTIGATHON
R E P C R T
FORM 4I. REVERSE
RETURNED
§
EMPLOYMENT DEPARTMENT
NOTICE OF FOURTH DAY ABSENCE
ADVISES:—
REMARKS:
FORM 42. WARNING AND FOLLOW-UP ON ABSENCE–OBVERSE
DATE AND EIOUR
MUTUAL INTEREST DEPARTMENT
INQUIRER
PLEASE ADVISE CAUSE OF ABSENCE
REQUEST DATE OF ATTEND’G. PHYSICIAN | PROBABLE -
RECEIVED VISIT ABSENCE DAYS
OUTSIDE COMPANY REPORT
REPORT *— CASE CASE BY
PLEASE RETURN THIS CARD PROMPTLY TO DEPARTMENT MAKING REQUEST
FORM 42. REVERSE
(NOTE.-See also Form 54.)
56
DAILY LABOR INVENTORY
Labor Turnover—%
Month
I9——
Total
WORKING FORCE ENTRANCES
On Inc.
Ab- || Work Total of Re- Total
ºf sent ing Force place
Average
EXITS TRANSFERs
Dis- || Laid Left Dec. Bal- Total Pro- || Dept.
miss Off Inc. a, Il Ce moted Fluc.
Phys.
Disci-
pline
Adj.
Taken by permission from Circular No. 3-B, published by the Bureau of Commercial and Industrial Relations of the University of
FORM 43. DAILY SUMMARY OF EMPLOYMENT CHANGEs
Wisconsin Extension Division.
Prepared by Willis Wissler, Chief of Bureau.
9.
%
DAILY LABOR REPORT
Percentage of labor turnover Co. I9—
Posted by departments and transfers in red
PERSONAL ENGAGEMENTS TERMINATIONS Z. RATE
DATA g CHANGE
} {
Replac’t | Inc. Discharged Left Laid Off || 9 |., a
H | # 3|LENGTH
Cº.; NAME JOB | WAGE P q) # |##| of
O. : +3 . . . .4 • I C) $3 | . A Ś |5 g|SERVICE
# || | | | & J , , , |& || “. d, 5 #| 3 || 5 || 3 || 3 |## F T
3 ||##|##|##|##|| 3 || 5 || 5 || 3 ||3:3|##| || || 3 || 3 || || |º IOII] | LO
# | 3 || 3 ||##|##|##|##|| #| || 3 || 3 |###3| # || 3 || 3 || 5 |55
C}} | < || 2 || |É- || 1 |8- E | 5 || 5 || 2 || |> | 3 || F | 2 || 5 |5,
- - |
Total |
INTERVIEWER’S SUMMARY
REQUISITIONS DUE REJECTIONS ENGAGEMENTS REMARKS
APPLICA- ENTERED IN
TIONS PROS. FILE
Repl. Incr. By |By Inter-By Med. Replacements Increase of Force Totals
Appl’ct viewer | Exam.
& +: § 2, & E # 2,
g P. C. ſº G. : :
## ## ## #3 , q2
P- 8– ſh- H +: à T;
M | F | M | F | M | F | M F || 3 || 3 || 3
Signed
FORM 44. ANALYTICAL SUMMARY OF EMPLOYMENT CHANGES
(Taken by permission from same Source as Form 43)
Report of Changes on Different Classes of Work
Normal No. Transferred %
N - Transferred -
Class of Work * | Hired % % ºnsterºl 3. Class of Work Employees Hired % % Other WK.
Employees Other
Fly Frame
FORM 45. SUMMARY OF CHANGES ON DIFFERENT CLASSES OF WORK
§
DAILY LABOR TURNOVER RECORD
ARTMENT PERIOD BEGINNING
Average Normal Force for Month
Number Hired to Replace Losses
Number. Hired to Increase Force
Number Hired for Temporary Work
Number Transferred from Other Departments
Total HIREp &
Reasons for Leaving
Death
Marriage
Moved Away
Unpreventable Sickness
Better Position
Returning to School
Other Unavoidable Causes
VII. Total Unavoidable
Accidents
Nature of Work
Dissatisfaction with Wages
Irregular Attendance
Laziness
Not Adapted to Work
Occupational Sickness
Other Avoidable Causes
Total Avoidable Causes
IX. Those from VIII Discharged
X. Those from VIII Laid Off
XI. TotAL
+ 1) 13 = % total turnover (per annum basis)
FORM 46. DAILY TURNOVER RECORD
QUESTIONS ON SECTION II
. Compare Forms Ia and Ib as to procedure involved, and kind and
quantity of information needed for filling out. Which seems to you
to suggest the greater forethought and the better planned Scheme of
II.
I 2.
I3.
I4.
I5.
I6.
I7.
filling requirements? Why?
. What additional columns might be provided in Form 2 P (Note
information called for in Schedule 3 of Chart 4.)
. Redraft Form Ib in such a way as to provide for use of Forms 3
and 4a.
. Compare and criticize Forms 5a and 5b. Omissions? Superfluous
information? Could they be used conveniently as permanent records?
. What disposition would be made of Form 6a P Would a monthly
summary of the information on these forms be of any use to the manage-
ment? What use P Draft a form providing for such a summary.
. What use are the “nationality” and “church” items on Form 6b P
Should they be omitted P What disposition would the employment
office make of the second half of this form P
. Explain reasons for procedure called for on Form 7.
. Compare procedure suggested by Form 7 with that suggested by Form 9.
Can you see any reasons for preferring one to the other P
. Form I3a calls for five copies. To whom would they go?
IO.
Of what use to the employment office is the information called for at
the bottom of Form 13C P Would any of this information reach the
management? How and in what form P
Can you see any advantages in using Form 17 rather than Form 16?
Should it be necessary for the board of directors to approve routine
pay changes?
Four copies of Form 22 are called for. To whom should they go P
Compare the separation procedure Suggested by Forms 20–23 and
that suggested by Form 24. (Form 24 is made out in triplicate: one
Copy going to time-keeper, one to cashier, and One to employment
office.) Which do you prefer P Why?
Would any of the information on Form 25 reach the management?
HOW P
Compare the method of rating suggested by Form 26 and that sug-
gested by Forms 27a and 27b. Which is preferable? Why? Would
your answer depend on the type of work being done? On other factors P
Explain.
What disposition would be made of the information collected on these
rating forms? Who would use it?
Criticize Form 29 in detail. Omissions? Superfluities? Compare
and contrast with Forms 30a and 30b, and 31. Which suggests more
careful planning? Have you a general preference for either, or would
choice depend on type of work and other factors?
6I
I8.
I9.
2O.
2I.
22.
23.
24.
Compare these records with Forms 84 and 85. Should they all be
combined into a single record, or is some of the information Superfluous P
Is Form 32 adequate P What additional information, if any, should
it contain P
Draft a form for summarizing the information called for on Form 33.
How and by whom would such a summary be used ?
Outline in full a method (or alternative methods) for following up
absences, showing how each of Forms 34–44 might be used.
Trace each item shown on Forms 43 and 44, showing the Source from
which each would be posted.
How would Forms 43 and 44 be used? To whom would Form 44 go?
Compare these two forms with Form 97. Which method of keeping a
continuous record of employment changes would you prefer? Why?
Suggest at least five forms which might have been included in this
section. Draft them.
62
III. FORMS AND RECORDS FOR THE TRAINING SECTION
A COMPLETE SET OF FORMS USED BY THE WESTINGHOUSE
APPRENTICE SCHOOL
Westinghouse Electric & Manufacturing Company
East Pillsburgh, Pa.
EDUCATIONAL DEFARTN/IENT
TRADEs. APPRENTIcE APPLICATION FoRM
Name in Full * - Date 19|
Present Address
* - - - - - - -
O. Street City State.
References
Remarks
I have investigated the Trades Courses of the Westinghouse Electric & Manufacturing Company and hereby
apply for an appointment on the course I have indicated. (Mark X after course desired.)
TRACERT] [PATTERNMAKERT FOUNDRYMANT MACHINSTITIETOOL.MAKERT][ELECTRICANT
If accepted, I should like to report
Signature
~
Accºr ARC E of rh E APPLic Art is cott purio NAL upo N H is PASSt N G THE PHYSICAL ExAM in Arloft of THE WEstriNG Houst £LECT Ric & MARuf Actu Ring co.'s
RELt EF DEPARTM Kºnr.
NOTE-Application should be sent to Educational Department, Westinghouse Electric & Manufacturing Company. East
Pittsburgh, Pa., accompanied by a recent inexpensive photograph of yourself.
FoRM 47. TRADES APPRENTICE APPLICATION FORM
. On ; : ; ; ; ;
º º * * * * * : : g : : :
ſº º º : - :
3 * * * * * *, *, aº, ºn as e-A as eº, e- * a ; : : i e
O ;I: § : 3 tº tº gº :
3 to a to a to 3 as 3 to to 2 | g c = 6 to g = * | 3 g : B: O O O :
g 3----- 13 -213 --21s ° " ' " : ; ; ; ; ; ;
#: @ ; : ; ; ; ; ;
§ 3 . & 3. cº º § 3 ; # 5 § 5 §
§ 3 ; £- £- 8-4 F- * 3 Å 3 - as 3 ºf
ſº © &O 8- H
fr; ſº 3 gº # rc; c. : : : : .2.
2.É. § {} º 3. # 3 2 : . : É
:: # # sº § $3.3 3 : ; ; ; ;
Ö0 go 'res § # 3 ºf . . -
* * e º ſº
% = 5 § 3 ; g § ### * : ; ; ; ;
tº # * a 3 $s g: pr: 3 : tſ? . . : ū
§ §§§ ## § 2, § 53. O ; : : : : -;
§ 2. 23 ºn 3 : … .º. s: § 3 ; - G -
E- tº $ $3 8 : & E; * , , ; c. 3 E 3 £4 : Q
$2 # 3 g :- 3 & ...] § 3 ; ; ; ; ; < . 2 : 3
;I, # * * : as § 3 2: 3: $; $ - 3 3 d5 3 ºf 2. * 2: 3 º
º: 3 #554% 2 * > § 44; 3 sea. fă ș 3 # 5. §
# 333333 g 33 #333 33225 g; ă ă ă ă
>. > 5. go F; ; § 3 ; ;
FORM 48. WEIGHT CHART FOR SELECTION
63
AFFRENTICE FECORD
we svi Ng tº ous E E L Ect Ric a raa Nur Acrutal rugs co tº Patºv
!Narne Section
Machine Too! or Work
_|Speed. The rate at which he works as compared with the #e3epeated
Workmanship. The grade of the finished work as compared to standard practice.
Attitude. Personal unterest shown in his work and his conduct toward superiors and fellow-workmen.
T. Knowledge The amount of general information he has, un line with his work. -
.A - Very Good B = Average C is Unsatisfactory
In what does this man excel 2 - -
in what is he deficient?
Signed Date
Note—Send to Educational Department
FORM 49. APPRENTICE RECORD MADE OUT BY FOREMAN
A PPREMT/CE SCHOOL–7 ERM REPORT
- Drawing
Name, | Term Wo. Problems
Machinist | | Tooſ faker | Patiern lifaker | | Foundryman | |Electrician |
1.—Excellent—2. Good—3: Medium—4. Poor—5. Failure—Passing Grade 70%
Times Lafe Hid. Term Examination
Times ſiósent Final Examination
Speed Class Work
feafness Horne Work
Accuracy - Term Average
femory -r- General Remarks:
Reasoning Power
Observation
- --
Effort
-
Attitude
Deportment Signed Date
FORM 50. APPRENTICE CLASSROOM REPORT
64
lent Good | Average | Poor ||Unsatisfactory
&SSOCrates
Remarks:
Date 19;
FORM 51. FORM USED FOR OBTAINING INFORMATION ABOUT APPLICANT
BY MAIL
65
AFFFENTICE FECORD
VVESTINGHOUSE ELECTRIC AND MANUFACTURING COMFANY
PREVIOUS FRACTICAL EXPERIENCE
Father’s Business
Electrician [T] Machinist [T] Tool - maker [T] Pattern - naker [T]
REMARKS
i
&L) **
class g &
i
i
FORM 52. COMPLETE INDIVIDUAL RECORD-PAGE I
3.
SH OF RECO
FD
Cl
rd "O = º: (D
# ##| | | = g | 8: |g|#|##
* | 5% | E 5 : 75 O * | 3 || 5 || 3: RENAAFKS
# $ O #3 ö 3: § | 8 || > | E
à | ##| + T | {{* in || 3 || 2 | #
ſh. & O § |*
--~~
L-
Date Completed Course
Rate of Pay
Enn ployed as Regular Man in
Kind of Work
Date Left Course
Reason .
—w
VVO RKMAN SHIF RECORD.
MOTORS AND GEN.
ARD DETAIL
FORM 52. PAGE 2
*—a.
~Test-
WIRING TRANSFORMERS CONTROL
Swbd. Shop Winding Assemb. Building Rwy. Ind. Autom. Winding Assemb.
Daté | Sec. Hrs. |Date | Sec. Hrs. |Date | Sec. Hrs. |Date | Sec. Hrs. |Date | Sec. Hrs. Date | Sec. hrs. |Date Sec. Thrs. TDate Sec. Thrs. I date|Sec. lirs. I Date | Sec. Hrs.
-— J
S.
QUESTIONS ON SECTION III
. Make up a weight chart for a school for Salesmen corresponding to that
shown in Form 48.
2. What should be the final disposition of Form 52 P
3. What information should be contained in the “follow-up” suggested
in Schedule 9 of Chart 4 P Draft a form providing for a summary of the
information secured in such a follow-up for the information of the
management.
. Can you suggest additional information about its training School which
the management should have P
. Draft a school record for the foremen attending a foremanship School in
Some specific industry.
68
IV. FORMS AND RECORDS FOR THE HEALTH AND
SAFETY SECTION
A. HEALTH
Health & Sanitation Dep att Yment
Name Age
Address
Dept.
Gen. Appearance
Eyes vision Diº 10 Fº
Ears: Hears Watch ſ R- Inches
Nose
Throat
Tongue
Teeth
Neck
Chest Contour
Heart
Abdomen
Extrem.
Ing. Reg.
G. U.
Spine
Skin
FORM 53. A SIMPLE TYPE OF PHYSICAL ExAMINATION RECORD–OBVERSE
69
Pulse
Urinalysis
Alb.
Color
Sugar
Ppt.
Microscop
Sp. Gr.
React.
Summary
REVERSE
FORM 53.
7o
E M P Loy MENT DEPARTMENT
Lt FT THIS CARD D A tº E
st: N D To e M P Lo Y M. ENT D EP “T
c H E C'K No. O AT E
Name
CHECK N O. . DATE
N A M E.
ABSENT CARD
F O R E M A N
D EP A R T M. ENT
In compliance with your request, ar-
rangements have been made to have the
above mentioned employee
EXAMIN ED BY THE
ME DICAL DE PARTMENT
I N T E R W H E W E D BY THE
E M P L OYMENT DE PARTMENT:
The man will not know that you made
this request unless you tell him.
D 1 RECTOR OF E M P LOYMENT
PART I
AESENTCARD
TIME-KEEPER
T H E A B O V E M E N T | O N E D E M P L O Y E E H A S
B E E N A BS E N T FROM w. O R K O N A C CO U NT OF
| N J U R Y
s I C K N Ess
ABLE TO RESUME WORK
O AT e M ED lic AL DE R A R T M E N T
EMP Loy MENT DEPARTMENT
T H E A B O V E E M P L O Y E E R E S U M E D WO R K
D.A.T. E. T I kt E. k E E PER
I N S T R U CT I O N S
TAKE THIS CARD TO
PHYSICAL EXAMINATION DEPT.
G E T A B O V E N OT 1 C E O F
A BLE TO. RESU M E WORK
C E R T 1 F : E D 'ro B Y M ED 1 C A L D EP A R T M E N T.
T H E N B R in G T H ! S CARD TO CLOCK HOUSE
A N D Y O U W I L. L. B E G | V EN Y O U R C L O C K C A R D
PART 2
FORM 54. A CARD SHOWING PROCEDURE IN CHECKING UP ON REPORT of
ABSENCE DUE TO ILLNESS
Hospital Notice to Foremen
Foreman will sign and return to Hospital
Date.........................................................
Name........................................................................................... No.................................
Is able to do regular work beginning......................................... * * * * * * * * * * * *
Returned to work. Date...............................................Hour...............** *.* * *
Foreman
* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * r * * * * * * * * * * * * * * * * * * . . . . . . . . . . . . . . . . . . . . . . . , , , , , , , , , , , , , , , , ,
FORM 55.
WORK
NOTICE FROM HospitaL TO FOREMAN OF EMPLOYEE’s ABILITY TO
7I
NAME
SICEONESS SLIP
NO,
ADDRESS
D. W.
REMA
PHYS. EXAM.
DEPT.
DATE
DIAGNOSIS
TREATMENT
FORM 56. HOSPITAL RECORD OF DIAGNOSIS AND TREATMENT
(Posted to Hospital Summary and Workman's Record.)
VWEEKLY SUN/MNAARY
Week Ending
ITEMS Xi (JN DAY TÜBSDAY WEDNESDAY / THURSDAY Fixity AY SATURDAY TOTALS
. Number of Patients
No. of New “ , ” _2^
S. Z
Cleanings > sº
T ~~
P.
§ { Changed P.
Amalgam Fillings
FORM 57. DENTAL OFFICE SUMMARY
72
Name (last name first) Ck. No. Dept. Class of Work Date Date Native Country or State|| Alien Male Female
Employed Joined E.H.I.A. Naturalized
- U. S. Citizen White Colored
Other M. A. Cit. of Cinti.
Addresses and Dates of Changes Church Affil. Name, relationship and occupation of head of
Married Name of Wife - Mother family (where employe
Singl
Ingle Names and ages of Children (Date )
Widowed
Divorced
Past Absence Record
Rel. in Shop 7
Past
Medical Record
Chief cause of Absence
ſh. Ö #| = SANITARY 63
: 2 8.5 a 9 | **3 || 5 || - CCPNDITION •o
Dat Date CAUSE OF ABSENCE AND SERVICE RENDERED * 8 || 3: ; | 3 ||-- * | 3 g g 5 -d ‘. . 5
ate tº 9 Q || 63 o Cº. º
H O -o (ſ) sº ſº © q) º
of Absent Eºa. Record nature of illness, temperature, name of attending phsyician, and his diagnosis # ; § r Tº .# 㺠+: ‘s , Pº 3 @ º §§ <
gases $s tº •: º,
Visit Since to If injured, where did accident occur, nature and extent of injury? If a State Industrial # .# É # ; : .# # º # 3 g # #: ..
Isº Return case, have papers been signed? Did patient send for nurse? : o ºg # § Lil “g § 5 f # # T ſº ſº 'E
£5 |Pă *#| # Ž tº:
...sº-
L-r *-
*~
L’ *s ºr
~~~~
TT-T TS__-T *
NS -"
NA
nurses report
FORM 58. FoEM FOR VISITING NURSE’s REPORT ON SICK OR INJURED EMPLOYEE
CŞ
B. SAFETY
REPORT OF SAFETY MiBETING Date x -i-...~...
Nuumber of pages........., ---
Held (Date) *…~~~~
From...................................................... ........... Department
Copies to
To HEALTH & SAFETY DEPARTMENT
Those present:—
Subjects discussed:—
Recommendations:–
Signed * * * * * * * * * = * * * * * * * * * * * * * * *-* * * * * * * * * -- ~ * * *
FORM 59. RECORD OF SAFETY MEETING
Name Pass No.
Employed as Dept. Mill No. Div.
The above named employee was this day found committing the following act in viola-
tion of the rules of the Company and warned against a repetition of the offence and
advised of the danger. §
Signed:
Overseer.
This notice is to be mailed to the Employment Department.
ForM 60. NoTICE OF WARNING TO EMPLOYEE OF SAFETy RULE VIOLATION
74
FOREMAN’S ACCIHDENT REPORT
'I'O FOREMAN:
Fill out permission section, using carbon paper for
duplicate. Send whole form to hospital with employee.
Hospital will make out bottom section in duplicate
and return to foreman by employee. Foreman will then
complete accident report in duplicate, sign personal-
ly, SEND ORIGINAL TO HEALTH ANī) SAFETY
DEPT., IMMEDIATELY and keep copy.
Permission is given
No. to visit hospital for treatment.
Signed Foreman
Time Dept. Date
The above has received treatment at the hospital and
able
unable to continue at work.
is
Signed H. & S. Dept.
Time Date
Remarks
FORM 61. FOREMAN’s ACCIDENT REPORT-OBVERSE
HOW DID ACCIDENT OCCURP
WHERE DID ACCIDENT OCCURP
TIME
WITNESSES---2 Names and Nos.
W H AT HAVE YOU DONE TO PREVENT RECUR-
RENCEP
SIGNED - Foreman
DEPT SHIFT DATE
FORM 61. REVERSE
C:
FH YSI C I A N'S RE PORT OF A C C I D ENT
Name Address - Age
Department Overseer Occupation
Length of experience Piece or time No. of
here and elsewhere worker Dependents
in this employment
Guardian if a Nationality Interpreter
Minor
Date of Accident - Date Reported y M. F.
M. S. W.
Patient's Description of Accident Injury Described by Physician
FORM 62. PHYSICIAN's ACCIDENT REPORT
(NOTE:-The back of this form is used by the physician for a record of treatment.)
76
Release No,…, -
ACCIDENT TIME BILL
No. Mill........, Room
. Pay
For ...hours at ~ $.”y-
Manchester, N. H. 19
Overseer
ACCIDENT REPORT
Name of person injured
Date of Accident
How long has this person - -
worked for the Corporation 7...............................................................................................................................................
Married or single 7 No. of Dependents
In your opinion, is this person honest
regarding injury and worthy of a
fair percentage of time lost 7 * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
In your opinion is there any liability
on the part of the Corporation ?
Special remarks about this accident
This report with Time Biſſ attached, both properly fiſſed out, to be sent to
— Co., Accident Dept., in a sealed envelope. The same to
ymºmºsºm-sº
be sent by Company's Mail service when person injured returns to work. Overseer
FoRM 63. ACCIDENT REPORT AND TIME BILL TO BE FILLED OUT BY FOREMAN
77
WORKMEN'S COMPENSATION ACT-MASSACHUSETTS
(Uije (Urabelerg 3/m3urante Company
#attfort, Čonnettitut
. . . Upon the occurrence of an accident, send one notice to Branch Office, The Travelers Insurance Company, Rooms 810-812 Third National
Bank Building, Springfield, Mass.
Within forty-eight hours after the occurrence of an accident, send one notice to the Industrial Accident Board State House, Boston, Mass.
Sec. 18, Part 3, Chap. 751, of the Acts of 1911 and amendments thereto provides: “Any employer who refuses or neglects to make the report
required by this section shall be punished by a fine of not more than $50 for each offence.” Return to be made within 48 hours after accident occurs.
AN ANSWER SHOULD BE MADE TO EVERY QUESTION
REPORT OF A PERSONAL INJURY TO AN EMPLOYEE
REPORT NO. 1
- Male.--…-
1. Employer's name. 2. Average number of employees { Female.----.........--
3. Office address: Street and No.-...-.
SEC, A. 4. City or town
º, 5, Business (state exact nature)
* 6. Location of plant where injury occurred
Street and No City or town….........--..............----~~~~
7... Date of injury 8. Day of week...............................................9. Hour of day.................. ---
10. If employee did not leave work on day of injury, on what day did incapacity begin?
1. Are you insured to provide payment to injured employees under the Workmen's Compensation Act?........................................---
SEC, 8. 2. If so insured, give name of insurance company (not name of agent) -
INSURANCE | 3. If a city, town, county or district, state whether Workmen's Compensation Act has been accepted
4. Has injured employee given notice in writing, reserving common law rights?...................... 5. If so, when?..................................
1. Name of injured employee
2. Address -
3. Sex 4. . Age 5. Married or single...........................---
SEC, C, 6. Occupation
INJURED 7. In what department or branch of work?
PERSON. 8. Was this the regular occupation of employee?
9. If not, state regular pati -
10. Was injured employee piece or time worker?
11. Wages, or average earnings weekly
1. Name of machine, tool, appliance, etc., in connection with which injury occurred
2. Hand feed or mechanical
3. Describe fully how injury occurred
SEC, D,
CAUSE. 4. Part of machine on which injury occurred
5. Is it possible to provide a guard, safety appliance, or regulation in connection with this machine that might have prevented this
injury?
6. What guard, safety appliance, or regulation to guard against the injury was in use when it occurred?
1. Part of person injured (state whether right or left in case of arms or hands)
SEC. E. 2. Nature of injury, as near as possible
NATURE OF 3. Attending physician or hospital where sent, name.and address
INJURY. 4. State probable period of disability (number of days employee is expected to be absent from employment, dating from day of injury)
5. Has Employee returned to work? If so, give date
Date of report Made out by
ſº If employee is disabled, detach here, preserving remainder of blank for later use.
tº SUPPLEMENTAL REPORT
A Supplemental Report should be filed: Immediately after the return to work of the employee; if employee does not return to work within
60 days, at the end of such period; in every case, where an §: does not return to work within 60 days after the occurrence of the injury, a
second report must be made to the Board at the end of the period of disability.
Date of injury - - 191........
Name of injured person - Previously reported 191........
Present address of employee §\,.
Name of employer t City or Town
SEC. F 1. What incapacity resulted to the employee by reason of this injury? State nature exactly, or as near as possible..............................
EXTENT OF
INJURY.
1. Has injured person returned to work?
SEC. G. 2. Date of return
DURATION | 3. At what occupati
4
5
Present rate of wages per week?
If injured person not yet at work, state probable length of further non-employ
0F
DISABILITY.
Date of report Made out by...~~~~…~~~
FORM 64. FORM SHOWING INFORMATION CALLED FOR BY WORKMEN’s
COMPENSATION ACT
78
Acci DENT-SICKNESS FORM.
Treat M Ents—So Roncal—Mroical
Extent of Permanent Disability
Wages Paid. Settlement of Claim.
ForM 65. CoMPLETE INDIVIDUAL RECORD FOR ILLNESS OR ACCIDENT
(NotE.-The inside of this folding form is used for additional description of
injury or disease.)
79
t ACC DENT RECORD WORKS
|AccIDENT No.
. A. M.
NAM E CHECK NO. DEPT. DATE P. M.
- MARRIED CHILDREN EMPLOYED
occuRATION * -. AGE NATIONALITY OR SINGLE UNDER 16YR. YRS. MO.
AccipENT LOST TIME A.M.) RET'D A. M.
NATURE OF INJURY REPORTED BEGAN TO WORK
P. M. P. M.
A.M. A. M.
CAUSE RELAPSE
P. M. P. M.
ESTIMATED PERIOD ESTIMATED
FINAL RESULT OF DISABILITY COST
EARNINGS AVERAGE RATE COMPENSATION RATE TIME LOST
TOTAL PER WEEK HOURS WORKED PA; D FOR
HOURS $ PER DAY PER WEEK % WAGES PAYABLE WEEKS WEEKS WAGES LOST
TOTAL ** DAY DAY'S WORKED -
DAYS , $ ** HOUR PER WEEK PER DAY DAYS DAYS
- SPECIFIC LOSS
NOTE-ENTER ALL COMPENSATION PAYMENTS OTHER THAN TEMPORARY TOTAL UNDER “SPECIAL | DisPIGUREMENT NT
Jy ( İ j } OTHER PARTIAL PERMANE
COMPENSATION,” AND THEN CHECK “KIND” OF SPECIAL COMPENSATION PAID TOTAL PERMAN ENT
- IDEATH =
COMPENSAT|ON PA|D.
PERIOD TEMPORARY TOTAL SPECIAL PERIOD TEMPORARY TOTAL SPECIAL
COVER ED DISABILITY COMPENSATION COVER ED COMPENSATION COMPENSATION
FROM TO DATE AMOUNT CUMULATIVE DATE AMOUNT FROM TO DATE AMOUNT CUMULATIVE DATE AMOUNT
FORM 66. ANOTHER FORM OF ACCIDENT RECORD-INDIVIDUAL–OBVERSE
(Note cost items)
3.
TO
DATE
DſsBURSEMENTS
AMOUNT
CUMULATIVE
DATE
OTHER EXPENSE
HOSPITAL PERIOD COVERED
AMOUNT NAME FROM TO OTHER ITEMS AMOUNT
MiscELLANEOUS
SUMMARY-TEMPORARY ToTAL compeNSAtion
SPECIAL COMPENSATION
AL
OUTSIDE DOCTORS
EYE
X RAYS
MISCELLANEOUS
REMARKS
FORM 66. REVERSE
º
;
#
#
:
;
ATTENDANCE
All
Loss of
Time
Compen-
Sation
;
i
Previous
Accidents
This
Month’s
Accidents
Total This
Month
HOURS WORKED
PERCENTAGE HOURS
LOST TO HOURS
WORKED
Carelessness
of Fellow
Employee
Carelessness
of Injured
Employee
Unguarded
or Defec-
tive Con-
dition
Non Pre-
ventable
Laceration
Abrasion
Contusion
Puncture
Incision
Sprain
Strain
Burn
Foreign
Body
Fracture
Z
8
LOSS OF TIME ACCIDENT RECORD
PERSONAL RECORD ACCIDENT RECORD
CASE No. Fisk outside
Name Card No. Age |Nationality #. Location | Cause | Nature | X-Ray | Hospital
Treatment Hospital Treatment
Physician €Il
MONTH OF -
TESULT RECORD
Compensation Ph l IR b A REMARKS
Date of ysica esponsibility ction
Return Hours Lost Partial Specific Other Result for Accident Taken
Rate Amount Disability Injury Charges
FORM 68. SUMMARY RECORD OF LOSS OF TIME FROM ACCIDENTS
each case on a continuous sheet.
NoTE.—In original form, lower half of this page is a continuation of upper half, data being carried through for
º
C. SUMMARY RECORDS: HEALTH AND SAFETY
Texo I. Apioa/A.
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84
STATISTICAL REPORT
º SICK AND ACCIDENT
49
ACCIDENTS TREATED AT HOSPITAL
From To.
FORM 70. ANOTHER FORM OF SUMMARY REPORT
Wounds Eye | Ear | Face iScalp Skull | Arm Wrist || Hand leg | Knee Ankie || Foot | Abd. | Chest Back Total
Lacerated
Abrased
Contused
Punctured
Incised
*Burns
Strains
Dislocations
'Infected
Foreign Body
, Total
DISEASES TREATED AT HOSPITAL
From To —f
EYES EAR
Eye strain - - Otitis media
Infection
Conjunctivitis
Sty” -----------------
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - total * * * * * * * * *
| EXTREMITIES
! Infection arm
Infection hand
ection finger-...--~TTYQ |.....
NJ.
85
QUESTIONS ON SECTION IV
. Who would need access to Form 53 P Should copies be maintained by
more than one office? Any reasons for limiting its accessibility ?
. Form 54 is made up of three parts; part one being in duplicate and the
duplicate parts of the three cards being filled out with the use of carbon
paper. Trace the procedure involved. &
. Criticize Form 58 in detail. Superfluities? Omissions? Any informa-
tion you would object to having gathered 2 Explain your answer.
Would any of this information reach the management? How and why?
. Compare Forms 65 and 66. Trace each item to its source, outlining
procedure involved in getting the information, and explaining why
the information is needed. Do the requirements of Form 64 explain
the need of all the items? What should be the final disposition of these
two forms ? How much of this information would the management
need to get, in what form, and why?
, Draw up a form for a monthly inspection report on physical conditions
about the plant.
. Outline in detail the procedure involved in dealing with an individual
accident case as suggested by the forms in this Section. -
. Suggest at least three additional forms which might have been included
in this section. Draft them.
86
V. FORMS AND RECORDS AT THE DISPOSAL OF THE
RESEARCH AND PLANNING SECTION
INTRODUCTORY NOTE
In the assumed Scheme for a personnel department around
which the material of this manual is organized, the research and
planning Section is charged with such functions as the following:
analysis of data relating to wage rates and recommendations based
On its analyses; similar duties as to hours from various points of
view; any other statistical studies or investigations of conditions
within or Outside the plant; the planning of the labor budget; any
Special Cost studies desired, as of accidents, turnover, or the adminis-
trative costs of the department; schedules of future requirements;
the preparation of periodic statistical summary reports of all phases
of personnel department operations.
Some of this work may actually be carried out by other sections
of the department. For example, fatigue studies may be made by the
health section alone or in co-operation with members of the research
Section. For Convenience, however, it is assumed that all research,
planning, and statistical work is centered in the one section.
Only part of the data for the work of this section can be secured
from the routine records of the plant. Much of it will come from
Special investigations inside and outside the plant, and for these,
obviously, no routine standard forms will serve. Forms IoS-108,
and Chart 4 on pages I2 and 13 will suggest the character of some
investigations of this type.
One of the most important functions of the section will be the
Collection and analysis of data bearing on wage determination. In
any plant the actual system of rates arrived at will be the resultant
of many variables, including among the most important the market
or “going” rates for the community, trade, or industry, Costs and
standards of living, the bargaining power of the parties to the wage
Contract, administrative convenience, production costs and individual
efficiency, general business conditions, the regularity of employment
and the prosperity of the individual industry and plant.
It has been thought worth while to illustrate specifically in this
section standard forms bearing on only one factor or group of factors:
those having to do with efficiency and production costs. Those
presented include time and motion study forms (71–74): a sampling
of production control and cost accounting forms sufficient to suggest
87
methods of compiling labor costs (75–82); a summary graphical
wage record (83); two somewhat elaborate individual production
records (84–85); and three forms illustrating schemes of wage classi-
fication based on occupational rating (86–88).
As far as production costs and much other plant data relating to
wages are concerned, the personnel department will depend typically
on the production department and its planning division, the cost
accounting Organization, and the payroll division for the actual
collection of the information. The research and planning section
will be concerned only with the analysis of the data with reference
to the task of setting and revising wages, and the records needed
will be secured in duplicate or borrowed for this special purpose. It
is obvious, however, that the task of the section cannot be performed
effectively without the closest familiarity and contact with the pro-
cedure involved in the maintenance of the records.
* Forms 75–82 are taken from the production control scheme of the Westing-
house Electric and Manufacturing Co., which uses a “modified” Gantt system
with task and bonus Scheme of payment. The principles underlying this system
will be found in Gantt's Work, Wages and Profits. Full explanation of forms similar
to those illustrated here, however, can be obtained from any standard work on
factory management.
38
A. TIME AND MOTION STUDY
Request for Service of Cost Dept. by Dept.
Date - Wanted
Subject
Operation
A—
EXPLAIN IN DETAIL WORK TO BE DONE
Is there a present piece rate?
What is it?
Why is new rate needed?
ls there an experienced worker available for the studies?
Name
If no piece work rate, give cost in time work.
Average rate earned.
Give Approx. No. of orders per year.
Give Approx. Quantities per order.
Total - Sample File No.
Signed
FoRM 71. REQUEST FOR JOB SURVEY—OBVERSE
89
COST DEPT. RECORD
Received
BY DATE
DATE
DATE
Assigned to
Summarized
Date Figured
Date Typed
Sent for approval
Rate cards typed
|.
|
|
CHANGES MADE IN METHODS
Present Hours Per
Present Rate Per
Revised Hours Per
New Rate Per
Saving in Hours Per
Saving Per Doz.
Total Hours Per Year
Saving in Hours Per Year
ForM 71.
REVERSE
9C
TIME OF DAY SUBJECT
TO worksh
IMPLEMENTS AND MATERIALS
CONDITIONS AND REMARKS
DETAIL OF OPERATIONS
ForM 72.
OPERATION
DEPT. OBSERVER
REMARKS OPER.
“OVER-ALL” TIME STUDY SHEET
REMARKS
FILE No.
DATE
REMARKS
º
§
$2
CLASSIFICATION OF WORKMAN AND ool Cáre
Old Rate
Checked
DETA|L OPERATIONS Tools Used 7
V CLEAN CHIPS s:
ST 3.
Oll. OR COOLANT
FILE T
MACHINE CARE P
W
:
of Hole
Hole
This time study observation Sheet to be used X
SYM solº
for recording operations and establishing piece
work rates,
M
FORM 73. A PRODUCTION STUDY OBSERVATION SHEET (UNIT TIME AND MOTION STUDY)
Mini. | Standard
:
TRUCKING
GAUGE
GRIND TOOLS
TROUBLE
PERSONAL
WAITING TIME
Iss’d
Time Taken
Time AHowed
Time. Each
Foreman Setter
FoRM 74. FOLLOW-UP OF TIME-STUDY: A FALL-DOwn CARD
B. PRODUCTION ROUTING AND COST COMPILATION
* |
ORDER NO. MACHINE NO.
TO BE STARTED DVV G. N.O.
TO BE FINISHED ITEM NO.
PART NAME g TIME REQUIRED PER
OPERATION N.O.
OPERATION NAME - NO. OF PIECES
CLASS OF MACHINE
PRICE PER TOOL NO.
NEXT MACHINE
STANDING O RDER
FORM 75. STANDING ORDER CARD
94.
OPERN, NO,
PART
D R AWING NO.
ITEM NO.
OPERATION
MATERIAL
TIME FOR FIRST PIECE_HRS, EACH ADDITIONAL PIECE HRs.
MACHINE TO O L NO.
DESCRIPTION OF MACH.
RE MARKS
DATE
INSTRUCTION CARD
FORM 76. INSTRUCTION CARD–OBVERSE
SPEED | FEED TIME
DEPTH
OF
OPERATIONS - * {
CUT Revolutions ; Per Rev.
Ft. per Min., per Hours
DETAHL.ED INSTRUCTIONS
FORM 76. REVERSE
Q5
CARD NO.
NO. OF CARDS DWG. N.O.
NAME • ITEM NO.
MATERIAL STYLE
oper.
º
H in
no opºrº ATI on D. Epºr. Mac e
MASTER CARD
FoRM 77. MASTER RouTE CARD–TIME TICKET
JOB ORDER ADVICE TO TIMEKEEPER
ORDER No. | CHECK No.
AMOUNT OPERATION
DRAWING No. ITEM PATTERN No.
DATE TIME STARTED TIME FINISHED
*
Foremaa
FoRM 78. NoTICE TO TIME-KEEPER
96
RET'D §§ AND
RiDER NO.
ISS'D
MAN'S NAME MAN's No.
Tify|E TIME DRAWING
Ali.OWED TAKEN. QR L. SPEC.
BONUS HOURLY ITEM PATT. No.
RATE -
PAY WAGES MACHINE NO.
FOR
NAME OR PART OF JOB
OPERATION NAME, °P*R* serial. No. NO, PIEGES flniSHEQ
* @e FINISHED
NOT FINISHED
TRANSFERRED
BREAK DOWN
CAUGHT UP
ENTERED IN
“COUNT CORRECT
QUALITY correct
ſºft\{Qū'ſ $2AY
Çı. ER K M & Hººf
GCST’
sºils ºr
|REoond
sherr
: Move. MAN
ForeMAN on inspector
FORM 79. JoB TICKET
INTERWORKS REPORT © F LABOR AND MATERIAL VALUES
To Chief Cost Clerk, Sect
T}ºf P.
with cost of Dwg.
Sub
sº
> º
Return to Chief Cost Clerk, Sect L. Spec
ities of with
Based on quantities o without Stock Order
LABOR. MATERIAL TOTAL
NO. FACTORY
|TEM DESCRIPTION OF PART REQ CIRECT ł. F. E. WEIGHT PRICE WALUE COST
4. $ CTS. $ CTS, PER $ CTS. $ CTS
Rcquested by Cost by Sec FYates
FORM 8o. INTERWORKS REPORT OF COSTS
97
L'HORIGIŅI ĀRĪVWWQS ĀTXIGIGIAA S, NVWXINOAA
unae
auſ L.
* I3 INHO）{
so3ugųo‘Bwſ | auoqs
ºuu!）. Í auuſ. ſ.
*uenò
98
Machine, Operator, or Group
DAY WORK OVER T. WORK N |G HT WORK
M. R.
MACH. DATE | operatoR | *P** C LASS OF WORK MO. R
NO. NO. | M.P. Quan. Run,
Quan. Run Quan. Run. T] ME TIME
Week E
DELAYS
STONE M. R. & RUN COST PER
| 6 || || 8 22
15 || 7 | | | 20 2. 24 || 25 26 CRED IT CREDIT HOU R RATES
FORM 82. WEEKLY COLLATION REPORT
§
89|| 39 | ſg | 09
gț¢ | Lș| 9 y | gſ | W | 8*
ClO]leſ
Iſ | Oy | 68
CIRIOOGIŅI GIOVAA TVOIHāVºſſ) ĀTXIGIGINA ‘98 WRIO H
ſº || 98 || 98 || #8 | 88 || 28 || 18 || 0：8 || 62 | 8292 || 9，2 || ſiz | 82 || 23 | 12 | 02 || 61 | 8 || || I || 9 || || gl | ý{ | 8 || || ZT || II || 0 || || 6
8
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søoņuauđgy
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IOO
f
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:
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i
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#
:
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etc.
and
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of *ttend.
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*E*...
Total Av. Hour
Rate Class
Hour, Rate
Bonus
Interes; -
Sonfids. Ce
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"O
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IOI
§
WO R K MAN's
vº o R K aw: A N “s
†I ºf t wºo R Y ºr tº A***Ag? Yof 4t. gA
º tº ºu gº g" ºr tº gº * g º ki.Y i º tº it g woºt grº
# *- ºr ºf ºić fºr ſº. H M. &A Rºtum gs wk. E rºot ºf g
FoRM 85. ANOTHER PRODUCTION RECORD–OBVERSE
(NOTE.-For complete information, see Babcock, The Taylor System in the Franklin Shops.)
WORKMAN'S RATING
CLOCK NO.
Tirno
ToTAL Task Earned on Task on Day Susp. Absent Spoiler | Conduct
- - t d * ,
TAKEN cººk. Y R. oA. | * R. + m | + ny)= e'– #- | P: =; Pd = # | Pe = Pa =. s= #. C
Aviº. Rag E.
o R To TAL
sERVICE EN DED For Constant of Total
RECORD D.A. |YR. YRs. 1 os | Taken fi := + (N × 1 = | as) = | at — fla
Moºt ºt F
NAM E.
PER O D BEGI in s EFFECT . zº Factor factor
A v E. R.A.G. E.
o R T OTAL
º, A.J OF EXTRA Ability Drawing No.
in OW. O. N. CA N G Co LEAR fºls. D res nºt Spoiled
Lºeb its Credits
FoRM 85. REVERSE
The Babcock Wage Formula, in connection with which the
information called for by Form 85 is as follows:
The equation is
=|(º)(P. P.G. s.)|c
and for the determination of labor and indirect cost (not including
materials) is:
X = (r(I-Hv)+-R)t
The definitions of terms follow. They are common in both
equations: g
r = Base hourly rate man is to receive
K= A constant, when V is Too per cent, to bring worker under standard
conditions to standard rate
B = Fundamental base rate, temporarily that of 1905
# = Percentage of increase in living since 1905, taken on the 15th of Janu-
ary, April, July and October
m = Percentage allowed for each extra process known or learned
n = Percentage allowed for years of connected service
y = Years of such service
R = Fixed charges rate per hour which man has chance to modify
e = Percentage of premium earned on time allowance
V = Ioo, which is the standard accomplishment per cent
E = Standard premium task time Set
Pa = Percentage of time absent or late
S = Value of spoiled work per producing hours worked
= Percentage of time under task
= Percentage of time spent on non-task or straight time work
C = Co-operation and conduct
X = Labor and fixed charge cost
t = Time taken to do work
# Adapted by permission from G. D. Babcock, “The Taylor System in the
Franklin Shops” in Industrial Management for January, 1917, since republished in
book form.
IO3
§
UOB SPECIFICATIONS
Job Name BELTMAN job No. B-7
Departments
DESIRABLE EMPLOYES QUALIFICATIONS
Male [] Female. ENGLISH |X| Speak |X| Read |X| Write SCHOOLING [X] Public [] High [] Technical [] University
NATURE AND CONDITIONS OF WORK
Floor Standing [I] * [] Quick . D Rough [] Hot [] Dust Dirty
- 1ſ
X| Machine Stooping X| Light X| Dangerous Exacting Wet or Acids -
Moist
Kindred Occupation
Machine Tools Operated SEE NOTE
Personal Hand Tools Required BELTMAN'S TOOLS wº *—
Approximate time required to train an inexperienced employe to do this work.
RATE DATA
[...] Day work job [T] Piece work job D. hour
Starting rate [] day is from
[...] hour r .*
Day D week to
Work[I] day .
Rate [T] week " from (a) (b) (c)
to -
Base hour is from Approximate [I] hour are from .
Rat [] day Piece work [T] day
ate week - earnings D week to
Overtime Bonus or Premium
Remarks ---
FORM 86. JoB SPECIFICATIONS CARD USED AS BASIS OF OCCUPATIONAL RATING AND WAGE DETERMINATION.—OBVERSE
5
Job Name BELTMAN
THE DUTIES OF THIS JOE ARE:
To install and maintain all kinds of power transmission and
conveyor belting.
NOTE: At some Works the duties of this job also involve the
operation of a power scarfing machine.
Job No. B-7
THE NECESSARY EMPLOYE QUAL FICATIONS TO FILL
THIS UOB AF E:
(1) Must be a thoroughly experienced beltman able to make,
repair and install belts of any material for all kinds of power
transmission and conveying purposes.
(2) Must be handy in the use of beltman's tools such as knives
belt scraper, belt hoe, belt shave, long skiver, punch, awls,
and clamping tools.
(3) Must be able to figure and measure belt lengths, thickness,
and widths, for all sizes of pulleys, making necessary allow-
ances for splicing and cementing.
(4) Must be capable of squaring, scraping, splicing and cementing
or punching and lacing all sizes of belts; and be familiar with
the different kinds of belt fasteners and belt cements.
(5) Must be able to repair and splice large belts in place and be
experienced in dressing and treating belts.
(6) Must be an active, careful workman, possess good eyesight,
observant to avoid accidents and capable of working from
ladders or elevated structures.
(7) Must know the dangers involved and be thoroughly familiar
with all “safety first” rules and also be capable and willing to
follow such instructions very carefully.
(8) Must be capable of directing helpers.
Remarks
FORM 86.
REVERSE
§
g
Ind. Rel. Dept.
Rate Division
DEPARTMENT RATE SURVEY
Dept. No.
FoRM 87.
Dept. Name
TE–No. TE–No. TE–No.
WOMEN WOMEN WOMEN
DEPARTMENTAL RATE SURVEY AND
No. of Sheets
This Sheet No.
Date
SUMMARY
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Io'7
&
II.
I 2.
I3.
I4.
I5.
QUESTIONS ON SECTION V
. Make a list of the measurable factors involved in the setting of wage
rates. How can each be measured P. How accurately P
What is the purpose of the analysis called for by Form 71 P Explain
the reason for each of the items contained on this form.
. What are the main differences between Forms 72 and 73 P Under
what circumstances might either be preferable to the other ?
. Would the personnel department be interested specifically in Form 74?
If so, why? What use could be made of it?
. Trace the procedure involved in the use of Forms 75–79. How is the
personnel department interested in these forms ?
. Would the personnel department wish to receive and maintain duplicate
records of Forms 81 and 82 P Post this information to the man's
Service record P Receive the duplicates and compile summary records
of them? If the last, what kind of summary records and for what
purpose?
. What are the purposes of Form 83 P Do Forms 81, 82, and 83 throw
any light on the sources of the information called for by Schedules 12,
I4, and I5 in Chart 4 P. Would you suggest modifications of these
forms to assist in making up those Schedules? Can you draft a sum-
mary form for recording the information called for by these schedules?
. How about Form 84—do the items called for here throw any light on
the form which summary wage records for the personnel department
should take?
. What type of wage system is suggested by Form 84 P
IO.
Trace each of the items posted on Form 84 to its source, indicating
procedure for obtaining it.
Do the same with Form 85.
The formula shown in connection with Form 85 is an effort to provide
for and express mathematically all the factors involved in rate determi-
nation. Theindividual worker's wage is thus determined automatically.
Does this do away with the need for Schedules I2–15? Does it sug-
gest additional data which should be collected P Does it suggest the
need for additional summary records?
What do you think of the expediency of maintaining a record like
Form 85 in the average plant? Why? How could you judge?
Look through the factors provided for in the formula. What method
would you use in determining the quantitative value of each: for
example, B, m, n, C2 Should the worker be consulted P *
Form 86 is to be used as the basis for a scheme of classifying wages by
occupational rating. Just how does it assist in setting a rate P How
determine that one job is “worth” more than another? How deter-
mine how much more? What should be the initial job with which
comparisons are to be made P What the initial base rate? Why?
Io8
I6. Who should use the rate cards in this rating scheme? Should the
worker help rate his own job P Determine the pecuniary difference
between jobs? What would be the advantages of an occupational
rating system P The weaknesses?
17. What are the uses of Form 87 ? Any help in the wage schedules in
Chart 4 P
I8. What are the uses of Form 88? Does it suggest an “occupational
rating” scheme?
Io9
VI. MISCELLANEOUS FORMS-PROFIT-SHARING,
INSURANCE, AND BENEFIT
CONTRACT
£ºnnieowºlanufaeluting Gompany
CONTRACT FOR EXTRA REMUNERATION
WITH EMPLOYEE INDUSTRIAL PARTNER
(Not a Contract of Employment)
DENNISON MANUFACTURING COMPANY (Inc'd 1911) and
hereinafter called Employee Industrial Partner (or E. I. P.), in consideration of the following promises and agree-
ments, do hereby contract as follows: -
(1) That this contract is effective experimentally and is subject to termination by the Company at the
end of any year, but unless so terminated shall continue for a period of five years from January 1, 1920.
(2) That the provisions of the Employees’ Industrial Partnership Plan printed on the back of this contract
are made a part of this contract.
(3) That at the time of signing this contract, the name of said E. I. P. has been placed upon the list of
Employee Industrial Partners.
(4) That said E. I. P. will be entitled so long as he remains an E. I. P. to receive as extra remuneration
for his services during each calendar year, his proportional share of the E. I. P. Fund for that year.
This extra remuneration shall be paid him in Employee Industrial Partnership certificates or stock, (with
a cash payment in adjustment of any remaining amount due of less than ten dollars).
(5) This contract is made subject to the Agreement of Association and By-laws of the Company and to
any changes which may be made in the same. It may be modified in detail by agreement between the General
Works Committee and the Company.
(6) In case of his death, said Employee Industrial Partner hereby designates as beneficiaries of this con-
tract and to be the holders of the Second Preferred stock to be issued in place of his E. I. P. certificates or stock,
the persons whose names and permanent home addresses are classified below.
The three classes shall receive benefits in numerical order and no person in a succeeding class shall receive
benefits unless all persons in the preceding class or classes shall have died before the E. I. P.
If there be more than one person in a class who shall survive the E. I. P. they shall receive benefits equally,
unless said E. I. P. shall otherwise indicate below: - w
NAME PERMAN ENT HOME ADDRESS
Class I
Class II
Class III
Executed in duplicate this.............. day of I Q
DENNISON MANUFACTURING COMPANY
Employee Industrial Partner
FORM 89. A PROFIT-SHARING CONTRACT-OBVERSE
I IO
Employee Industrial Partnership Plan
(1) EMPLOYEEs industrial. PARTNERSHIP FUND.
Each year the Board of Directors of the Dennison Mfg. Company, shall set aside
as extra remuneration a fund, to be known as the “Employees' Industrial Partnership
Fund,” which shall not exceed one-half of what is distributed as extra remuneration
to Principal Employees, hereinafter called "Managerial Industrial Partners.”
(2) EMPloyee INDUSTRIAL PARTNERs.
Every employee of the Dennison Mfg. Company, or its subsidiaries, on the first
diy of any calcmdar year,
Who has completed at least two years of CONTINUOUS full time
service with the Company,
ty.
c. Who is not receiving extra remuneration as a Managerial Industrial
Partner,
d. Whose name is placed upon the list of Employee Industrial Partners
before February 1st of any year by the Conſmittee on Operation.
c. who conforms to all rules made jointly by the General works Com.
mittee and the Company not inconsistent with this Plan, and in other respects
conforms to the provisions of this Plan and contract,
f. And who has contracted in writing with this Company for extra remu-
Who is cighteen years of age or over,
shall be, and continue as, an Employce Industrial Partner of the Dennison Mig Corn.
pany so long as he continues to fulfill the above conditions find until he resigns or is
discharged from the employ of the Company when his rights as an Employce Indus-
trial Partner shan thereupon be suspended. If he subsequently returns to the employ
of the Company his rights as an Employce industrial Partner shall be restored as
soon as he has completed on the first day of any year after his return one year of
CONTINUOUS full time service with the Company.
Employee Industrial Partners, like other employees, shall at all timics be subject
to the rules, discipline, and discharge of the Company.
(3) BAsis of Distribution of EMPLOYEES' INDUSTRIAL PART-
NERSHIP FUND.
The Employees' Industrial-Partnership Fund of any year shall by March 15th of
the following year, be distributed among the employees who were Employee Indus
trial Partners on January 1st of the year for which distribution is made. All such
Employee Industrial Partners shall be classified into six groups on the basis of
length of ACCUMULATED full-time scrvice as indicated in the following table. The
individual members of each group who have worked the full year shall each receive
the same sum, which shall bear the ratio to the sums received by the individual
tnenbers of each of the other groups, that are also indicated in the following table.
ndex numbers or “points" indicating
relative amounts received by the
individual members of each of
Terrn of Full-time Service on
Jan. 1 of the year for which
Group distribution is made. the several groups.
l: , - . Less than 5 years 10 points
2 - & 5 years to 10 years 12 points
J * * - 10 years to 15 years 15 points
4 - e - 15 years to 20 years 18 points
$ - g g 20 years to 25 years 21 points
6 . - - 25 years and over poi
No Empſoyee Industrial Partner shall participate in the distribution of any year
unless he has completcd at least six months of full-time service in that year. If he
has worked over six months but less than one year, he shall receive a share propor
tionate to the number of full months worked.
Any Employee Industrial Partner who leaves the employ of the Company after
six months service, but before the end of the year, shall be given a statement indi.
cating the number of months of service for which he is entitled to share, and his
share shall be sent to him at his last known address, or if he shall have died, to his
beneficiaries as designated in (6) of this contract.
The funds distributed are a special remuneration for extra efforts, saving of waste,
and whole-hearted co-operation, and the fact that this special remuneration is paid
the employees shall not be considered in determining regular wage' *3tts,
(3) computation of LENGTH OF SERVICE.
Length of full-time service shall be computed as follows:
a. Holidays, vacations not exceeding two weeks in one year, temporary
absences not excceding the rate of 12 working days" in one year, lay-offs of
less than one week in duration, and absences of less than one working day
shall not be deducted from length of service, but all other absences from work
shall be deducted.
b. The service of home workers and such other cºmployees as dd not
normally work the full standard hours of their particular class of work shall
. Hot be counte - --
c. Time shall be computed and carried over from year to year in full
months only (and for this purpose a month shall be considered as having 25
working days), afīd any fraction of a month remaining at the end of a year
shall be' disregarded.
*Nors: For the year 1920 each 10 hours of absence in any week shall be reckofled
as absence for one working day.
d. Only absences which constitute resignation or discharge shall be con.
sidered as interrupting CONTINUOUS service.
. In computing ACCUMULATED scrvice after 1920, the service of any
Fmployce industrial Partner, prior to the day on which he became an Em-
ployce Industrial Partner, even though more than two years, shall be counted
as two years and no more, and the service of an Employee Industrial Partner
whose rights have been suspended, between the date of suspension and the
day on which his rights as an Employee Industrial Partner were restored.
_even though more than one year, shall be counted as one year and no more.
f. In determining length of CONTINUOUS or ACCUMULATED service
in years prior to 1920 the lengths of scrvice used for the purpose of distribut-
ing the 75th Anniversary Fund shall be employed and’shall not be subject to
amentinent.
(6) FORM OF DISTRIBUTION OF EMPLOYEES' INDUSTRIAL PART-
NERSHIP FUND.
This Fund shall be distributed to the E. I. P.s in Employee Industrial Partner-
ship certificatcs or stock as provided below (with a cash payment in adjustment of
any amount remaining due to any such E. l. P. of tess than ten dollars).
Until January 1, 1925, or so long as the Plan shall be regarded by the Directors
of thc Company as experimental, the distribution shall be made in E. H. P. certif-
icates of ten dollars par value and shall bear interest at the samc rite that dividentis
are paid on Martagerial Industrial Partncrship stock during the same year.
li and when the Plan shall become the permanent policy of the Company, the
Company may issue instead of and in czchange for the Employecs' Industrial Part.
nership certificates, a new form of stock to be known as Employees' Industrial Part-
nership stock. This stock shall be non-voting, shall have a par valuc of ten dollars
a share and the Company shall pay dividends thereon at the same rate that divi
dends are paid on Managerial Industrial Partnership stock during the same year
These certificates or stock shall be non-transferable and non-assignable,
E. I. P. CERTIFICATES OR STOCK VOID AFTER RESIGNATION,
DISCHARGE OR DEATH OF E. I. P.
Whenever a holder of E. I. P. certificates or stock resigns or is discharged from
the employ of the Company (whether he receives a pension or otherwise) or dies, or
this Plan is terminated, his right to interest on his certificates or dividends upon his
stock shall cease from the last previous interest or dividend payment, and his certif.
icates or stock shall at once become null and void and said former E. I. P., his legal
representative or any person having possession of said void certificates or shares
shall surrender them up forthwith to the Company. The Company shall, at its
option, redeem at par in cash or issue shares of Second Preferred stock of the same
par value ºs the totăl of such E. H. P. certificates or E. H. P. stock in the names of
the beneficiaries desk.uxted on the first page of this contract, together with pay-
ments in cash to him or thern for any remainder of said certificates or E. I. P. stock
not exceeding nine, at par, and in adjustment for dividends on these shares of Second-
Preſcred stock beginning at the date of the last interest or dividend payment on his
E. I. P. certificates gr stock,
(8) AN E. I. P. BECOMING AN. M. I. P. "
f the name of an E. I. P. shall at any time be placed upon the list of “Man.
agerial Industrial Partners” he shall retain any certificates or stock which he may
have acquired as an E. I. P., but his name shall be removed from the list of Ern-
ployee Industrial Partners, and he shall not be entitled to share in the distribution of
the Employees' Industrial Partnership Fund after his name has been placed on and
so long as it remains on, the M. H. P. list. -
(9) CONTRACTS FOR EXTRA REMUNERATION.
Each E. I. P. shall sign a contract for cztra remuneration in the form approved
by the Directors of the Company. The beneficiaries, however, may be changed by
an E. H. P. at any time by bringing in liis contract and having cridorsed thereon and
assented to by the Company, the change of beneficiaries which he wishes.
(10) COMMITTEE ON OPERATION.
The Chairman of the General Works Committee and the Chairman of the Central
Committee, ex-officio, shall be a Committee on Operation for the Employees’ Indus-
trial Partnership Plan. It shall be the duty of this committec to investigate the
operation of this Plan for the purpose of determining whether it is being carried out
in every particular, and to report annually to the General Works Committee con-
cerning its operation. To this end, the Committee on Operation shall at all times
have power to inspect the books and records of the Company, but not to compel any
accounting by the Company. No other Employee Industrial Partner, however, shalf
have this right of inspection or any right to an accounting by virtue of his contract
for extra remuneration, or otherwise. -
It shall also be the duty of this Committce to prepare according to the provisions
of this Plan the list of Dennison Employee Industrial Pariners for each year, desig-
fiating the group to which each employee belongs. In case any cmployee is not satis.
fied with his position in this list or feels that he is unjustly excluded, he may take
his case up directly with the Committee on Operation, which shall reconsider his
case. For the purpose of Šuch reconsiderātion, but for no other purposes, the Presi-
dent of the Company, shall, ex-officio, be a member of the Committee on Operation,
The decision of this Committee upon any such reconsidered case $hall be final and
not subject to alteration by the General Works Committee or the Company.
ForM 89.
REVERSE
III
Sears, Roebuck and Co.
-ms-mammammºma
Employes' Savings and Profit Sharing º Fund
December 31, º,
–º º
NJ, "
sº
amº is a statement of your account, showing
the amount of moneywith which you have been credited this year
and also the number of shares of Sears, Roebuck and Co. common
capital stock in which all your money has been invested.
1
JULIUS ROSENWALD,
ALBERT H. LOEB,
O. C. DOERING,
JOHN H. MULLEN,
MRS. A. RUDD BROOKER,
Trustees.
December 3 1. 1 or
for 1918 J 4]
Savings for 1918 150 00 4 O O O
S I 91
26 $1.oo
10
December 31, 1918 1
The total amount to your credit is invested in and represented by the number of
shares of Sears, Roebuck and Co. common capital stock shown above.
The total savings deposited by you since you joined the Fund amount to $ 3 75 00 ,
and are included in the balance shown.
FORM 90. REPORT TO EMPLOYEE OF PROFITS DISTRIBUTED
II 2
Certificate No.
Class B ; *
APPLICATION FOR MEMBERSHIP IN
EMPLOYE'S BENEFIT ASSOCIATION
Name of Company º sº
Employed at Occupation— Date entered Service
Check No. Dept.— Nationality
To the Superintendent of Employes’ Benefit Association, — Company:
3 , being — years of age, and residing at
Christian name in full
No. Street in the § of , in the
County of and º, C º of , now employed by
the above named Company do hereby apply for membership (Class B) in said Employes’
Benefit Association, and agree to be bound by the regulations of said Association, a copy of
which has been by me received, and by any other regulations of said Benefit Association here-
after adopted and in force during my membership,
I also agree, request and direct that said Company, by its proper agents, and in the
manner provided for in such rules, shall, during the continuance of my employment, apply
as a voluntary contribution from any wages earned by me under said employment, one and
one-half (1%) per cent of my wages, for the purpose of Securing the benefits provided in the
regulations for a member of Class B of said Association.
Unless I shall hereafter otherwise designate in writing, with the approval of the Super-
intendent of the Benefit Association, death benefits shall be payable to my wife (husband), if
I am married at the time of my death; or if I have no wife (husband) living, then to my
children, collectively, each to be entitled to an equal share, including as entitled to the parent’s
share the children of any dead child; or if there be no children or children's children living,
then to if living, and if not living, to my father and mother
jointly, or the survivor; or if neither be living, then to my next of kin, payment in behalf of .
such next of kin to be made to my legal representative; or, if there be no such next of kin,
of if proper claim is not made to the Superintendent within one year from the date of my
death, the death benefit shall lapse, and the amount thereof shall become and remain a part
of the Benefit Fund.
I also agree, for myself and those claiming through me, to be governed by the regulations
providing for final and conclusive settlement of all claims for benefits, or controversies of
whatever nature, by reference to the Superintendent of the Benefit Association, and an
appeal from his decision to the Board of Trustees. -
I also agree that any untrue or fraudulent statement made by me to the Medical
Examiner, or any concealment of facts in this application, or any attempt on my part to
defraud or impose upon said Benefit Association, or my resigning from or leaving the service
of said Company, or my being relieved or discharged therefrom,
shall forfeit my membership in the said Benefit Association, and all rights, benefits and
equities arising therefrom, except that such termination of my employment shall not (in the
absence of any of the other foregoing causes of forfeiture) deprive me of any benefits to the
payment of which I may be entitled by reason of disability beginning and reported before and
continuing without interruption to and after such termination of my employment, nor the
right to continue my membership in respect of death benefit only, as provided in said rules.
I certify that I am correct and temperate in my habits; that, so far as I know, I am
now in good health, and have no injury or disease, constitutional or otherwise, except as shown
in the accompanying statement made by me to the Medical Examiner, which statement shall
constitute a part of this application.
In witness whereof, I have signed my name hereto at
e tate
in the County of J º of
this day of , A.D. 19—, the member-
ship issued under this application to take effect on such date as may be designated by said
Superintendent, if I shall be at work for the Company on that date. If not at work on that
date, then on such future date as may be designated by said Superintendent, provided I pass
a new medical examination if the said Superintendent requires one.
Signature of Applicant—Christian name in full
Witness
The foregoing application is approved at the office of the Superintendent of the
Employes' Benefit Association, Company, at —
this — day of— A.D. 19–5 to take effect the – day
of − A.D. 19–
Superintendent of Employes' Benefit Association
FORM 91. APPLICATION FOR MEMBERSHIP IN AN EMPLOYEES' BENEFIT
ASSOCIATION
(The information called for on the reverse side of this form is similar to that called
for by an ordinary insurance policy.)
II.3
F
STATEMENT
TO the Employer,
in connection with Group Insurance Policy issued or to be issued on lives of Employees by
THE EQUITABLE LIFE ASSURANCE SOCIETY OF THE UNITED STATES
Employee's name in full (print)...…................…............................~........................................................
My residence is No
Street. - City or Town. County. State.
My place of business is No....... -
Street. City or Town. County. State.
My particular duty is that of
Date of Birth Age at Nearest Sex Single | Entered Employment Amount
Year || Month Day Birthday Male | Married Year || Month Day
..................years | Female Widowed|| $
BENEFICIARY,
Full name of beneficiary (print) Relationship to Employee
with right to change reserved
as Stated in policy,
It is expressly understood and agreed that all liability and obligation under the aforesaid policy,
if issued, shall cease and determine immediately upon the termination of my employment with
my employer, as named above. -
Dated at : - - - - - - - - - - - - - - - - -- . . . . . . --- - - - - - - - - - - . . . . . . . . . . . . -- - - - - - - - - - - - - - - - - - - - - - - - - - - - On - 192
Approved:
(Signature of Employer)
By Write 3.} < .
* * - Inanne in ere ºs
(Signature of Employee) -
(Official Title
clai Intley DO NOT WRITE BELOW THIS LINE
Bencficiary's address if other than that of Empioyee
EFFEC. - DATE
CERT! FICATE RECORD
W. C.
AMOUNT PREM, IUM
FORM 93. EMPLOYEE'S STATEMENT IN CONNECTION witH A GROUP
INSURANCE PLAN
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S
VII. STATISTICAL REPORTS FOR MANAGERIAL USE
INTRODUCTORY NOTE
Some of the exhibits already shown have illustrated report forms
in common use for presenting and tabulating some special types of
employment data. For effective administration, especially in a
large business, however, the management will need a series of com-
parative statistical summaries of the operations of the personnel
department covering all possible information which will help to
throw light on the efficiency with which the business is being con-
ducted and on its needs and possible difficulties in the future. The
personnel manager will need them for immediate administrative
purposes, the general manager will need most of them to enable him
to judge how well the personnel department is performing its duties
and to assist him in Correlating personnel activities with the other
activities of the business. In many of these reports, also, the pro-
duction manager will have a vital interest, as it is with the activities
of his department, typically, that employment functions are most
closely allied. Other officials will need some of them where their
interests are particularly affected. It need hardly be added that the
personnel manager cannot perform his task effectively without receiv-
ing in return and studying carefully reports from the other depart-
ments of the business, especially those that reflect the trend of pro-
duction, sales, and the financial Condition of the firm.
The chart on pages I2 and 13 Suggests a possible statistical organi-
zation for a personnel department, showing the relation which a series
of reports might bear to many of the forms illustrated in the preceding
pages, and the original sources of information from which the data
would come. The organization shown is, of Course, more elaborate
than the majority of businesses would need or would be able to
support, although it represents in general outline the scheme which
may be found in many of the larger American and English corpora-
tions. The scope of the statistical work which will be indulged
in in any given case will be governed mainly by the question of cost.
This does not, however, affect the main point that decisions on per-
sonnel problems in any business, however small, will demand at one
it For example, Forms 25, 28, 36. 37, 38, 41, 44, 67, 68, 69, 70, 83, and 87.
IIS
time or another a knowledge of all the facts suggested in the chart
presented, and the more accurate the facts and the more careful the
analysis of them, the greater the chance of a wise decision.
The reports scheduled may be presented separately or combined
in a variety of ways, the governing considerations being simplicity
clearness, and suggestiveness. Forms 96, 97, and 98 following show a
method of combining part or all the information called for by Sched-
ules' 2, 4, and 5 in one graphic chart. Graphic methods will in many
cases be found the most effective in other schedules as well as these.
In case tabulations are to be used, two examples should be
sufficient to illustrate the form necessary and to enable the student
to work out for himself a series adequate for a particular case.
Schedules 3 and 8, for instance, might be presented on forms with
the following columnar headings:
SCHEDULE 3: ESTIMATED Vs. ACTUAL REQUIREMENTS
. Department or Job
. Estimated Requirements
. Actual Requirements
. Ratio Estimated to Actual
Supplied
. Shortage
. Estimated Last Month
. Actual Last Month
. Ratio Estimated to Actual Last Month
Io. Ratio Actual This Month to Actual Last Month
II. Comments
(Might include comparison with same month last year and Summary
for quarter)
SCHEDULE 8: COMPARATIVE SUMMARY” OF LOST TIME DUE TO
* ILLNESS AND ACCIDENTS
. Department
. Number Accidents (might be divided into (a) Serious; (b) Slight)
. Last Quarter
. Percentage Change
Same Quarter Last Year
. Percentage Change
. Amount of Lost Time (Same Comparisons)
. Cost (Same Comparisons)
. Comments
+ Schedule numbers refer to chart on pages 12 and 13.
* See Forms 67 and 68 for more elaborate analysis of accident data. It may
or may not be expedient to include more detail in summaries for major executives.
II6
Of the forms in this section not already mentioned, Forms 94
and 95 suggest methods of presenting turnover figures, Form 99
is a follow-up report to the head of a department giving him the results
of the turnover record for his department, and the remaining forms
suggest methods of presenting the results of various kinds of special
studies. - -
II 7
:
LABOR TURNOWER RECORD
CUMULATIVE ANNUAL TURNOWER
ARTMENT
FOUR-WEEK
7 || 8 || 9
Average Normal Force for Month
Number Hired to Replace Losses
Number Hired to Increase Force
Number Hired for Temporary Work
Number Transferred from Other Departments
Total, HIRED
Reasons for Leaving
Death
Marriage
Moved Away
Unpreventable Sickness
Better Position
Returning to School
Other Unavoidable Causes
VII. Total Unavoidable
Accidents
Nature of Work
Dissatisfaction with Wages
Drunkenness
Irregular Attendance
Laziness
Not Adapted to Work
Occupational Sickness
Other Avoidable Causes
Total Avoidable Causes
Those from VIII Discharged
“Those from VIII Laid Off
TortAL LEaving
+ I =
FORM 94. CUMULATIVE ANNUAL TURNOVER
YEAR BEGINNING
OF LEAVERS
RECORD
Lab or Turn over
Jan. Feb. Mar. Apr. May June
YEAR ITEM July Aug. Sep. Oct. Nov. Dec. Total
Number Working (Average). . . . . . . . . . . . . . . . . . . . . . . 3647 3731 3727 3710 3793 3950 3832 3693 3695 3753
1915 |Number of Separations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 478 450 321 296 2.13 178 113 144 102 2295
Number of Hires. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 450 535 315 279 296 334 38 4 107 2358
% Turnover . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13.1 12.06 8.61 7.98 5.62 4.51 2.9 3.9 2.76 61–H
Number Working (Average) . . . . . . . . . . . 3577 3503 3079 2995 3094 3336 3712 3955 3883 3865 3694 3778 8536
1916 Number of Separations. . . . . . . . . . . . . . . . . . 204 125 465 203 195 183 266 341 334 243 205 143 2907
Number of Hires. . . . . . . . . . . . . . . . . . . . . . 86 51 41 119 294 425 642 564 232 228 48 227 3007
% Turnover . . . . . . . . . . . . . . . . . . . . . . . . . . 5.7 3.57 15.1 6.78 6.4 5.49 7.17 8.62 8.6 6.29 5.55 3.78 82-—
Number Working (Average) . . . . . . . . . . . . 3922 3964 4045 4177 4315 4329 4303 4326 43.24 4379 4407 451.1 ° 4256
1917 Number of Separations. . . . . . . . . . . . . . . . . 206 271 263 298 291 281 268 316 398 234 190 131 3147
Number of Hires. . . . . . . . . . . . . . . . . . . . . . 350 213 344 442 420 295 322 329 326 299 218 234 3731
% Turnover . . . . . . . . . . . . . . . . . . . . . . . . . . 5.25 6.84 6.5 7.13 6.74 6.49 6.23 7.19 9.2 5.34 4.31 2.9 74
Number of Working (Average) . . . . . . . . . 4650 4653 4720 4697 4685 4732 4869 4918 5025 5229 5186 5153 4876
1918 Number of Separations. . . . . . . . . . . . . . . . . 121 127 237 391 359 264 264 345 295 292 220 128 3043
Number of Hires. . . . . . . . . . . . . . . . . . . . . . 261 131 303 367 347 340 401 463 402 496 178 95 3784
% Turnover . . . . . . . . . . . . . . . . . . . . . . . . . . 2.6 2.73 5.02 8.32 7.66 5.58 542 7.01 5.87 5.58 4.24 2.48 62+
Number Working (Average) . . . . . . . . . . . . 5143 5123 5091 5043 5166 5417 5574 5663 5773 5823 5823 5804 5468
1919 Number of Separations. . . . . . . . . . . . . . . . . . 90 63 98 82 137 140 111 147 153 133 95 89 1339
Number of Hires. . . . . . . . . . . . . . . . . . . . . . 68 48 49 63 409 303 251 232 261 141 104 92 2021
% Turnover . . . . . . . . . . . . . . . . . . . . . . . . . . 1.75 1.23 1.93 1.63 2.65 2.58 2.00 2.60 2.65 2.28 1.63 1.72 24.5
FoRM 95. A METHOD OF PRESENTING COMPARATIVE TURNOVER STATISTICS
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Employment Records,” by W. S.
ells, Employment Manager of the Newburgh Shipyards, in Industrial Manage-
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LABOR REPORT SHOWING DAILY ACTIVITIES
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FORM 97. A GRAPHICAL PRESENTATION OF THE DATA SHOWN IN FORM 96
MONTHLY.
Y-.
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ll- > . <C >. -> -> <C {O 2. C.
FORM 98. AN ANNUAL GRAPHICAL SUMMARY OF THE SAME INFORMATION
(Taken by permission from same source as Form 96)
I 2.2
The following is the turnover report for your dept.
taken from our monthly report for. . . . . . . . . . . . . . . . . .
REASONS FOR LEAVING
Prospective advancement. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accident or ill-health previous to employment here. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Occupational accident or ill-health since employment here. . . . . * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
Non-occupational accident or ill-health since employment here. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Unknown ill-health. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . s.
Not physically adapted for the job. . . . . . . . . . . ." * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
Inefficiency. . . . . . . . . . . . . . . . . . . . . . . ** * * * * * * * * * * * * * * * * * * * * * * * * - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Unreliability. . . . . . . * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Misconduct. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . * * * * * * * * * * * * * * * * * * * * * * s • '• . . . . . . . . . . . . . . . .
Suspended. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . '• * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * - - - - - - - - - - - - - - - - - - - - - - -
Departmental fluctation......... * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * • - - - - - - - - - - ** * * * *... • * * * * * * *
Temporarily employed, or leave of absence. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Unstable. . . . . . . . . . . . . . . . . . . . . . . . . . . . . * * * * * * * * * * * * * * * * * * * * s • * * * * . . . . . . . . * * * * * * * * * * * * * * * * * * * * * * * * *
Job undesirable for purely personal reason. . . . . . . . . . . . . . . . . . . . . * s e = * * * * * sº s e < e < * * * * * * * * * * * * * * * * * * * * * * *
Preferable position, perhaps without regard towages. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Distance. . . . . . . . . . . . . . . . . . . . . . . * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
Other personal reason: marriage, removal, relatives, home cares, rest, education, etc. . . . . . • * * * * * * * * * * * * * * * *
Unknown. . . . . . . . . . . . . . . . . . . . t = * * * * * * * * * * * * * * * * * * * * * * * * * *... • * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
Transferred out. . . . . . . . . '• - - - - - - - - - - - - - - - - - - - * * * * * * * * * * * * * * * * * * * * * * * * * * * ‘. . . . . . . . . . ..** * * * * * * * * * * * * * * *
TOTAL. . . . . . . . . . . . . . . . . . . . . . . . * * * * * * * * • * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *.* * * * * * * * * * * * * * * * - - - - - - - §
FORM 99. FOLLOW-UP REPORT OF TURNOVER TO HEAD OF DEPARTMENT
CONCERNED
I 23
Special Fund for Twelve Months, 1919
Average Employees, including General Office—5,950
December Estimated
Average Cost Per Man
Year
Month Week Day
1–ſº EXPEND-
SPECIAL FUND $191,689.27
$32,22
$2.688
.6406
.1131
*—º NEC-
P -
PENSATION.
LAW
SURGICAL–Doc-
tors, Nurses and
Expenses
Compensation
Paid Employees. . .
47,294.29
5,976.22
53,270.51
7.95
1.00
8.95.
.66
.08
.74
.16
.02
.18
.03
.003
.033
3–EXPENSES WHICH
ARE A DIRECT
SAVING TO EM-
PLOYEES
Loss on Factory
Kitchen and
Restaurant . . . . . .
Paid Employees for
time lost in Jury
Service
Benefit Society
Donations
66,860.77
4,153.95
5,231.35
& e s e 9 & s is
s & s s tº $ &
76,246.07
is e s e º 'º º
11.24
.70
.88
12.82
.94
.06
,07
.1.07
.22
.014
.017
.251
.04
.002
.003.
.045
4—EXPENSES WHICH
RENDER SPECIAL
SERVICE TO
EMPLOYEES
Medical Service, Doc-
tors, nurses and
Expense . . . . . . . .
Amusement Fund—
Choral Society, Band
and Orchestra .
Baseball
Dances . . . . . . . .
White Book Pub-
lications
Education and
Library
Information Bureau
and Industrial
Service
17,661.67
2,800.00
1,900.00
153.75
23,392.45
5,353.29
tº e º º ſº e º 'º e
tº e º gº º º g º &
TOTAL SERVICE
EXP
ENSE
12–28–1919
10,911.53,
62,172.69
a tº e º 'º º
2.97
.47
.03
3.93
.90
1.83
10.45
.25
.04
.08
.003
.33
.075
.15
.878
,06
.01
,006
.0006
.08
.018
.035
*
.2096
.01
.002
.001,
.0001
.013
.003
.006
*º-º-º-º
.0351
Norfº. estimate is made on the basis of an increase of force up to
7,000 men, which will actually lower the cost per man to these
It is also made on a basis of 305 working days a year, and
F0c a man it will show the following figures:
ESTIMATED TOTALEX-
PENDITURES OFSP
E-
CIAL FUND, 1920.... $210,000.00 $30.00 $2.50 .59
figures.
allowing
.10
Special Fund
The chart reproduced on this
page detailing the expenditures of
the Special Fundset aside from pro-
duction for the conduct of such
activities as seem necessary or a
goodinvestmentis self-explanatory.
The expense of the surgical
department was unavoidable under
State law, even if it had not seemed
desirable, and it is believed that
the remaining items, all of which
have received the endorsement of
the majority of employees, are ful-
filling their purpose of making more
efficient workmen and better citi-
zens of the employees, and so
directly effecting an increase in
productivity of the factory.
The management is very much
opposed to having this service con-
sidered as “Welfare Work,” because
it is paid for directly by the pro-
duction of the employees to whom
it is accorded, and is in no wise
the gift of a loving parent to his
children. The total expense per
man, however, as shown, under
twelve cents a day, is much less
than the individual could procure
the same service for elsewhere.
The elimination of the Factory
Kitchen alone would probably cost
the twelve cents extra outside, as
a man can buy food more cheaply
now in the factory than at home.
In addition, it is likely that
without this service production
would be hampered to such an
extent that the entire amount Saved
could not be put into the pa
envelope. +.
FORM Ioo.
COST REPORT OF SERVICE OUTLAY
I 24
f
i
i
#
i
;
i
f
i
f
à
; tº o, CQ * VC) ify <!- to & }={ O
Q. ó
3 g .
3. ÉÉ FORM IOI. CHART OF LOST TIME IN RELATION TO Hours
A Graphical Record of the Results on Lost Time of a Change of Hours from 563
to 50% per week.
(Taken by permission from “Time Lost in Industry,” a bulletin issued by the College of Technology,
Manchester, England, prepared by A. F. Stanley Kent, M.A.D.Sc., Oxon.,
Director of the Department of Industrial Administration.)
I25
( 105 Silk Weavin (Plaiſ) -
100 A t
S5
Silk Weavind (Fanc
tool B
S5 Boot-Making (Lastin
! 05
|C
| O0
S5
S0
JO5 _r -T
95
SO
85
80
75 – - — — — — — — — — — — — — — — — — — — — — — — — —
| O5
S5
|
SO &=ºmº
851— — — — — — — — — — — — — — — — — — — — — — — — .
| O5
F
jº. 37.7
| O5 Fuº n & c e 3
|O)
º G.
95--- •
Day shift
90
8% - - - - - - - - - - - - - - - - - - - - Fº
| OS
I Q0
Sº 5 Nº shift * sº sº ºs sº º $º gº tº gº ºs sº ºne sº sº, º sm.
| 05
| OO
LR
S5 Average
sº Monoar ~ Tuesday. Wéonf20AY-Thursday. FRuday. Sarvºday. 5unoAY
FORM Io2. A GRAPHICAL RECORD OF OUTPUT IN DIFFERENT INDUSTRIES As
AFFECTED BY HOURS AND FATIGUE
(Taken from the Second Annual Report of the Industrial Fatigue Research
Board [British Government Report], September 30, 1921.)
I 26
/2O I }. | J– J | I
//5 H.
|- ſ /O H.
R
k-
Q
O
>
~!
CC
S
Q
SU
90 H. 12. HOLR SHIFTS 8 HOUR SHIFTS
mºmºmºm- H. } } _+-
Jul Jan, Jul. Jan Jul Jan. Jul. Jan Jul
1910 19 || || |9|| 19| 2 |9| 2 |913, 1913 1914 /9/4
FoRM Iog. A GRAPHICAL RECORD OF HOURLY OUTPUT UNDER A TWELVE-
HOUR SHIFT AS COMPARED WITH AN EIGHT-HOUR SHIFT
(Taken from Same source as Form Io2)
I27
IO.
II.
QUESTIONS ON SECTIONS VII AND I
. Can you see any differences between Charts I and 2 (Section I) as to
functions? as to provision for planning? as to responsibility and
authority ? Are these differences essential or only superficial? Why?
. Draw up an organization chart for a personnel department for a plant
employing one hundred men. Draw up an organization chart for the
plant as a whole, showing where you would put the personnel depart-
ment in it.
. Draw up a scheme of reports for the same plant. How many of tile
schedules shown in Chart 4 would be needed? What records would be
needed ?
. Criticize the form of organization indicated in Chart 3.
. Draw a chart showing the organization of a personnel department for a
Corporation with a central office and two large manufacturing plants,
the plants being in different but nearby towns. Show relation personnel
manager and his staff should bear (a) to vice-president in charge of
production, (b) to the works managers in the individual plants.
. Suggest additional reports which might be included among the schedules
shown in Chart 4.
. Draft forms for Schedules 2, 5, 9, 12. Include any modifications you
think useful.
. What are the uses of Form 95 P Can you suggest other matters on
which similar follow-ups might be used ?
. Trace each of the items in Form 97 to its source, indicating procedure
by which it would be collected. What do you think of the summary
method of presenting data suggested by Forms 97–99 as against a
series of simpler reports? How judge? º
Suggest several uses for an analysis such as that given in Form Ioo.
Other things it might include P
Outline the procedure involved in preparing a labor budget.
I 28
VIII. ROUTINE PROCEDURE
This section presents a brief synopsis of the routine procedure
involved in the use of a typical set of the foregoing forms—suggesting
how they would be manipulated in the day-to-day operations of a
personnel department. It should help to clarify the process of
information-gathering outlined in the two left-hand Columns of Chart
4 on pages 12 and 13. The uses of the information and of the reports
in the right-hand column of Chart 4 are discussed further in the sec-
tion following.
a) THE EMPLOYMENT CYCLE
I. Hiring.—The process of hiring may be regarded as originating
in the requisition for help (Forms Ia and Ib), signed by the foreman,
approved by the division head, and sent to the employment section
of the personnel department. A duplicate slip will be filed by the
foreman and in many cases by the division head approving. The
information on the original slip, when it reaches the employment
section, may be posted to a requirements schedule (Form 2) for con-
venience in administration. The schedule as shown might be
improved by the addition of four extra Columns, one for the date of
the requisition, one for the date on which the help is required, one
for the key number of the set of job specifications involved, and a
fourth for the estimate made at the budgeting period as to the probable
requirements for each department during the current month. The
use of this last column will permit the requirements schedule to show
at the end of each month a comparison between estimated and actual
requirements, the uses of which are discussed on page 144 following.
Other columns for special information may be added if required.
(Note, for example, the data called for on Form Ia.)
With the information it contains thus recorded for action, the
requisition slip may be filed temporarily for reference in case of ques-
tion, and later destroyed. The reference to job specification number
(Forms 4a and 4b) will permit the employment executive to turn to
his file of job analyses and specifications (indexed and filed numeri-
cally) and ascertain the type of worker needed." The schedule of
* Job specifications will have been prepared by the research section. Even in
the large plant the information in this file will be considerably supplemented by the
employment man's personal knowledge of the job, acquired through investigation.
I 20
authorized rates (Form 3) serves as a convenient reference sheet in
filling requirements. º
To fill the requisition, the employment head turns to his file of
Sources. This will include chiefly pending applications; available
transfers from other departments; notifications from employment
agencies, including trade unions if a union trade is involved; records
of past employees available for rehiring; and persons recommended by
present employees. This source material will usually be filed by
number, corresponding to the numbering of the job specifications. If
an accurate labor estimate has been Secured in advance from the
production department (see p. 141), plans for filling the requisition
may be laid before the slip actually comes in. In any case, the fore-
man should be encouraged to send in requisitions as far ahead as
possible of the date on which workers are needed. If the source
file proves adequate, the prospective employee can be notified by
letter or telephone, and the process of honoring the requisition duly
carried out. If the source file does not serve, the employment office
must institute the further search necessary; a search which may,
of course, necessitate plans for Special training as well as securing
the men.
The procedure can now be taken up from the entrance of the
applicant on notification that an opening exists. If his application
is not already on file, his first step will be to fill out an application
blank, either personally or with the aid of a clerk (Forms 5a and 5b).
He is then interviewed, as a further test of fitness, and the necessary
check made of his qualifications against the requirements of the job.
Assuming he qualifies thus far, he is then asked to undertake any
special tests, mental or physical, which the firm may require, and is
referred to the examiners for this purpose, with a slip giving them
any information about the job under consideration which they will
need to have to gauge the applicant's fitness. Form 6b suggests the
routine involved. The lower half of the form provides the medical
examiner with space for returning the man's physical rating to the
employment office, and this will be attached to the man’s application
blank and posted to his individual record when he goes to work. If
accepted, he is notified when to appear for work (note Form 8) and
the application blank is placed in a suspense file until that date. If
he is rejected the application is put in the dead file, or, if he is regarded
as a possible prospect for other work not yet available, it may be
placed in the Source file. Acceptance may be tentative, pending
replies from references the applicant has given.
T 3O
On his appearance for work, the procedure is as follows. He is
taken to the foreman, whose word may or may not be final as to his
definite engagement, depending on the System in vogue in the plant.
(Note provision for foreman’s O.K. in Forms 7 and 9). With the
foreman's confirmation (Forms 7 and 9) and sometimes the approval
of the division head concerned (note Form 9), the employment office
must take the following steps: (a) provide the employee with a
permanent pass or badge (Form IO), with such information booklets
as are used, with a clock number; and (b) notify the timekeeper
(Form II), the pay-roll office (Form I2), and, sometimes, the cost
department and planning department.
This completes the routine of hiring. The following clerical work
O]] the part of the employment office staff then becomes necessary.
An individual record card must be made out for the new employee
(Forms 29–31). To this card will be posted the necessary information
from the application blank and the reports of interviewer and mental
and physical examiners. This card will be retained in a current file
as long as the man remains in the employ of the company, and to it
successively are posted as required such additional data as proficiency
ratings, transfers and promotions, changes in rate, record of special
training, attendance record, and the like. (Note information called
for on Forms 29–31 and also on Forms 84 and 85.)
In addition to these individual records, since the man's engagement
means an increase in the force, notation must be made on the current
summary of changes in force. The maintenence of a daily labor
inventory (Form 43) provides a convenient method of recording
changes. For the large plant this may be supplemented by the
daily labor report (Form 44), which provides an analysis of causes.
Forms 43 and 46 are designed to carry through an entire month, and
so involve less paper work than the use of Form 44. For most plants
a form drawn up for each department along the lines of Form 46 will
provide adequate detail. A copy of the daily summary will typically
be sent to the paymaster to facilitate the daily adjustment in the
pay-roll.
2. Adjustment.—A request for transfer (Forms 13a–13c) may ori-
ginate with the employee, the foreman or department head, or the
employment office itself. If a suitable vacancy is open when the ap-
proved request arrives, and the transfer can be effected immediately, a
transfer notice is filled out and copies are sent to the officials concerned
(note Form I4). In addition the change is posted to the daily labor
inventory and to the employee's record, with appropriate comments.
I31
If no vacancy is available, and the case is not urgent, the request
may be placed in a suspense file, to be carried Óut when occasion arises.
The source file may be used for this purpose, with transfer requests
given a distinctive tag to secure their first consideration in filling
requisitions for help in other departments. In a large plant, a transfer
and promotion Schedule may be devised to facilitate these cases, with
definite lines of adjustment mapped out. Such a schedule has the
added merit of directing attention to general policy on readjustment
of force and promotion, and of facilitating periodic surveys of action
taken.
Promotions involve the same general procedure as transfers, and
the same is true of changes of rate. It may be noted, however, that
under the scheme indicated by Form 17, rate changes are made only
at stated intervals, in combined lots, a method which permits more
exact control over the general trend of increases, making it easier, for
example, for the manager of works and the employment department
to watch closely the relation between rate changes in different depart-
ments, the relative “mean” rates in all departments, and the number
of people in each who are above or below the “mean” for different
classes of work. (Compare what is said on page 158 about standard-
ization and differentials between jobs.) Whether changes are made
individually or in groups, however, they should be posted to a current
record which provides this comparative information, so that it will
be available for interested executives and for the research section of
the personnel department. Form 87 indicates the kind of information
required, and a modification of this form could be made to serve the
purpose of a day-to-day perpetual inventory of comparative rates in
different departments. Aside from more general considerations,
differences in the generosity with which department heads recommend
rate increases may be a fertile source of disaffection. A record of the
kind suggested will serve as a useful control device.
3. Separation.—A recommendation for discharge or a notice of
voluntary quitting will reach the employment office through a form
such as 20, 2Ia, 21b, or 22. This will result in an interview with the
employee by the employment manager or an assistant. If the diffi-
culty cannot be removed by a transfer, a change in conditions, or some
personal adjustment, and the employee leaves, his clearance will
involve (a) advance notification to the paymaster, the timekeeper, and
These interviews may serve as a very effective general control device for
putting the employment office in touch with weak spots in the plant—thus supple-
menting the turnover records.
I32
sometimes the cost department and planning department, (b) cancel-
lation of pass and clock number. (Note Forms 23 and 24.)
Reasons for leaving, together with the final estimate of the
employee made by the foreman (note Forms 20 and 21b) and the inter-
viewer will be placed on the man’s service record, and the record will
be transferred to the dead file if he is not available for rehiring, to
the source file if he remains a “prospect.” The change will then be
posted to its appropriate Column in the daily labor inventory or
turnover record. For a large plant, a form similar to No. 25 may be
used by the interviewer as an intermediate summary, and if the date
of leaving were added, a carbon copy could be used as a daily notice
to the paymaster and the time clerk. This completes the summary
of procedure relating to the employment cycle—hiring, adjustment,
and Separation.
b) ATTENDANCE
Forms 34 to 4. are concerned with records of attendance.
As regards tardiness, usually a “late slip” (Form 35) is sent to
the employment office by the timekeeper—the tardy employee may
be required to fill it out himself when he enters. This makes possible
any further needed inquiry by the employment office, and the institu-
tion of corrective measures, so far as the individual case is concerned.
Reports of tardiness are usually posted to the individual service record
(note Forms 29 and 31), preferably with cause. A key for the most
prevalent causes may be worked out to Save Space on the cards. -
In addition, however, as a means of general control, some sort
of summary record of tardiness throughout the plant should be main-
tained. The elaborateness necessary will depend on the size of the
business and the seriousness the problem assumes. A daily summary
of the amount, as indicated in Form 39, may be enough to enable the
office to keep track of the trend, while causes are ascertained and
dealt with informally. For the large plant, it may be advisable to
set up a daily record providing a departmental analysis in terms of
number of persons late, apparent causes, and total amount of time
lost. Tardiness may be due to any one of many kinds of factors—
personal or family reasons, conditions within the department or plant,
or such outside matters as transportation facilities. A running anal-
ysis permitting comparisons over succeeding periods will assist both
in dealing effectively with these causes, and in determining the extent
to which they are brought under control.
Often an occasional Sampling or special investigation of this more
elaborate sort will serve the purpose; there is, of course, no point in
I33
maintaining regularly elaborate records unless they are needed. Form
IOI shows the results of an investigation in which tardiness and lost
time are correlated with the length of the work period. An estimate
of costs (necessarily rough) due to time lost through tardiness will
help to establish the Seriousness of the problem, and the need of special
provisions other than personal adjustments to meet it.
Absenteeism (“unemployment within employment”) is usually a
more serious problem. A report of absences usually reaches the
employment office from the foreman or time clerk of the department,
who adds any explanations he may have (Forms 36 and 37). This
report may be sent in to the employment office and the pay-roll depart-
ment in duplicate, or, preferably, one or two copies may be sent to
the employment office first and sent on by this office to the pay-roll
department after checking. The second method permits the employ-
ment head to make any desired special adjustments in the pay of
absentee members of the force. ...--
The first step in the employment office will usually be to turn
the list of absentees over to an investigator, who takes such steps as
seem desirable in determining causes, probable length of absence, etc.
Cases of illness are referred to the health department (investigation
is often carried out by a representative of this department). Note
Forms 54 and 58 with respect to medical follow-up.
In the meantime the employment office must usually take some
steps to fill the places of absentees, either by shifting substitutes over
from other departments or by drawing on temporary reserves outside.
In considering the former alternative, the employment office must
depend on the advice of the planning room as to the relative priority
of different orders in process, and act on this advice within the limits
imposed by the general elasticity of the force.
Absence, with Causes, must then be posted to the individual
service record. In addition, a current Summary of lost time due to
absenteeism, classified in terms of Causes, by departments, is usually
much more important than the Summary of tardiness. Its character,
however, is perhaps sufficiently indicated by what has already been
said in connection with tardiness. Forms 39 and 40 suggest two types
of summary, but neither gives an analysis of causes. The addition
of another column for key numbers indicating causes might serve the
purposes of a daily Summary and give the basis for periodic surveys
of amount, causes, and costs of lost time due to absenteeism. This
might be combined into a general periodic “lost time” sheet which
would include a summary of lost time from all causes. Forms 67
I34.
and 68 show records of this sort as applied to lost time from accidents
only. (Note schedules 5 and 8 in Chart 4, p. 12.) -
c) TRAINING
Forms 47 to 52 need little explanation so far as routine procedure
is concerned. Interested employees are invited to apply for admission
to the training course (Form 47). Acceptance is decided on the basis
of service records, foreman's recommendation (note Form 49), and an
interview and rating (Form 48), with any other available informa-
tion about the applicant. (Form 51 may be used in getting informa-
tion outside the plant.) When the apprentice enters the school
(training includes both class and shopwork), his record is kept on
Form 52. Form 50, a progress report, may be sent to department
heads, the apprentice's parents, or others concerned with his success.
When he finishes his training he is reassigned by the employment
office to a place of the kind for which he has been preparing, and his
School record is filed with his service record. *
In addition to these individual records, the training department
will need to maintain the summary of its work suggested in Schedule 9,
Chart 4, page I3.
d) HEALTH AND SAFETY
The record-keeping procedure involved in the task of the health
and safety section may be traced by summarizing briefly the uses
of the sampling of forms presented on pages 69 to 85.
Form 53 is filled out when the employee is examined on his entrance
to the plant. A summary of results is sent to the employment office
for guidance in hiring, and if the employee is accepted the record
itself is filed in the health section. With it are filed successively
records of re-examination, special treatment, illnesses and accidents,
and other items in the man's clinical history.
Form 54 is used in following up an absence due to illness. The
procedure can be traced on the two parts of the form itself—the first
part informing the foreman that an examination has been arranged
for, the second part to be filled out by the examiner, taken by the
employee to the timekeeper, who retains one Copy and sends a duplicate
to the employment department. *
Form 55, another facilitation device, informs the foreman that
an employee is able to resume work and provides space for him to
notify the medical department that the man is back.
Form 56 is a record of treatment, posted to the hospital Summary
of treatment and to the workman's physical record.
I35
Form 57 is filled out and maintained by the dental department as
a summary record of its work. -
Form 58 will provide the employment office with information as
to probable length of absence, and the health office with guidance as
to additional necessary treatment of this case and as to general
sanitary and health conditions among employees. These reports
may be filed as an aid to periodic surveys of plant and neighborhood
Sanitary Conditions. -
Form 59 serves the Safety director as one check on his work.
Form 60 is a device for securing safety discipline.
Form 61 (procedure indicated on form) serves both to give the
Safety director information on prevention work, and to impress on
the foreman himself the importance of it (note the implications of
the last question on the reverse side). *
Forms 62 and 63 suggest the measures necessary in providing
information both for the guidance of the health department in taking
care of the injured employee and for providing compensation. Form
64 shows some of the routine in meeting the requirements of a state
compensation act.
Forms 65 and 66 are complete individual records of the accident,
to which information is posted as it comes into the health and safety
department, for the guidance both of the medical officials and of the
officials in charge of compensation work. They collect the informa-
tion as to time lost, costs (necessarily an estimate), and character and
cause of accidents, necessary to the summary Control records which
enable the department to check up on its prevention work. (Note
the number of different cost items which make up the total.) The
summary records on pages 82 and 83 should be compared with the
executive Control Schedule Suggested on page II6. -
Forms 69 and 70, while they may be used in making up the
periodic report just mentioned, are primarily for the information of
the plant physician and safety director, enabling them to watch the
trend of particular types of illness and accidents.
e) FORMS OF INTEREST TO THE RESEARCH SECTION
The remaining forms in the Manual belong for the most part in
the field of periodic surveys or research, rather than in that of daily
routine, so far as the personnel department is concerned. The uses
of the report forms shown in Section VII, and of some others, are
discussed in Section IX following. The rating forms shown on
pages 36–4I and the miscellaneous exhibits in Section VI are self-
I36
explanatory. In conclusion, a word of explanation may be added
as to the purposes of the production and costing forms shown in
Section V.
Forms 71–73 are concerned with rate-setting, the procedure being
indicated sufficiently by the forms themselves. Form 74 is used to
check up on the application, in individual cases, of the standards set
by time-study. The work of rate-setting is typically administered
by a Special section of the planning department, or the manufacturing
Standards department, the rates conforming to the management’s
general wage policies."
Form 75, Scheduling the time at which an order is to be put in
process, is prepared by the planning department and placed on a
rack or dispatch board to await release. Form 76 is an instruction
card prepared by the planning department to accompany the job to
the Operator, giving him detailed directions as to the operation.
Form 77 is a routing card attached to the order on the way through the
shop, indicating its Course. - -
Form 79 is a job or time ticket, which is stamped with the time
the job starts and given to the operator. When the job is completed
and moved to the next process or when the man quits at the end of the
work period the card is again stamped with the time, the proper
notations are made, and the card is returned to its rack. From
these cards can be compiled both the man's time and record and
(by assembling the cards) the cost of a complete order. Form 78 is a
different form of time ticket. Form 80 suggests a method of compiling
various elements of cost.
Form 81 shows a summary of the workman's production and pay
record for a week, and Form 82 a weekly summary of the operations
of a particular production “group.” r
Form 83 is a continuous summary of the weekly earnings of the
members of a department. This summary sheet would be compiled
from the individual weekly reports, and could be used as the basis
of either regular executive reports of the trend of earnings (note
Schedule 14 on page 13) or for periodic wage surveys."
Forms 84 and 85 are individual service records, providing elaborate
machinery for establishing and recording efficiency ratings. In the
case of Form 85, the man would be given a rating for each factor
indicated (definition of factors is given on page Iog), and his wage
would then be determined automatically by the formula on page Iog.
Forms 86 and 87 are discussed on pages 159–60 and 132 respectively.
*See discussion of wage policies on pp. I52–60 fſ.
I37
QUESTIONS
. The X Manufacturing Co., employing five thousand men, with four
main departments, has been suffering seriously from absences. You
are asked to make a study of the problem and recommend remedies.
Your first step is to get the actual facts of the situation. Draft a form
which will provide the necessary analysis, and show how the information
would be secured and recorded.
. In hiring men for the X Company, part of them are sent to a training
department before being given regular jobs. Some of them are weeded
out as unfit during training. How would you provide for this in your
record-keeping?
. The management would like an analysis of the relative lengths of service
of men leaving its employ. Draft a form for the purpose and show how
you would get the information. Of what use would the information be,
if any P . * -
. Draft a transfer and promotion schedule for controlling these adjustments
in the X plant. Assume any facts you need.
. Show how you would set about making an estimate of the costs involved
in (a) tardiness, (b) absenteeism, (c) turnover.
. In the X Manufacturing Co., mentioned in the first question, the safety
section, the hospital, the production department, the employment
office, the legal department, and the accounting department all find
that for their own special purposes each needs certain information about
accident cases. Work out a simple procedure by which each shall get
the information it needs with the least expenditure and duplication of
clerical effort, drafting the forms needed.
. “Wage rates are typically set by a special Section of the planning depart-
ment or manufacturing standards department.” Through what admin-
istrative procedure, then, will the personnel department exercise an
influence over them 2 -
. Draw up a “lost time” sheet for the X plant providing a satisfactory
analysis of the amount, character, causes, and cost of all lost time in the
plant for a given period, with Columns for such comparative data as
vou think useful.
I38
IX. THE PREPARATION OF THE LABOR BUDGET
What does planning a labor program involve? And how is the
fact-gathering machinery outlined in the foregoing sections to be
used in determining policies and translating them into administrative
fact P -
“PLANNING” MUST BE IN TERMS OF THE BUSINESS
AS A WHOLE
The following suggestions are based on the necessary assumption
that the program of the business as a whole is planned periodically,
that the sales, production, purchasing, and financial needs are carefully
estimated, correlated, and budgeted. If “hand-to-mouth” methods
and guessworkare the rule in the general administration of the concern,
no other methods are possible in labor policy. The building-up and
maintenance of a stable, efficient, and co-operative plant personnel is
absolutely dependent on the degree of care which is exercised in
planning production, which in turn depends, of course, on the Correla-
tion of production with the other elements of the business.
For convenience in discussion it is assumed in what follows that
the labor program is planned by a personnel department, and more
particularly by its research section. The important point, naturally,
is not what name or title is given the man or group of men who have.
the task in charge, but the wisdom of giving some executive with the
requisite ability and access to information the definite function of
estimating future labor needs, criticizing the production program from
this point of view, and assisting, as a member of the budgeting or
planning Committee, in shaping the business program as a whole for
the ensuing period.
As in the case of budgeting procedure in general, the advantages
to the business of budgeting its labor program are twofold: it facilitates
and gives added certainty to financial plans, and it necessitates a
periodic overhauling, critical reconsideration, and revision by the
management of its whole labor policy. While the following discussion
is chiefly in terms of the needs of a manufacturing business, much of
it is equally applicable to those of a commercial concern.
I39
THE LENGTH OF THE BUDGETARY PERIOD
Business houses which have well-established budget systems vary
considerably in the length of period for which they plan, depending
on the rapidity of their merchandise turnover, the character of their
market for both finished goods and raw materials, and various other
factors. Frequently it may be as short a time as three months.
For purposes of an ideal labor program, however, definite planning
must look ahead at least a year. An efficient labor force cannot be
picked up at short notice in the market, no matter how plentiful indi-
vidual workers of a sort may be, and the personnel manager must
have ample time to reach out to the most promising sources, to take
Care of any necessary special training, and to meet any necessary peaks
and valleys in the production schedule with the least possible dis-
turbance of his regular force.
In many businesses, of course, it is impossible for the sales and
production departments to anticipate conditions with sufficient
accuracy to make exact estimates which will hold for a year ahead.
It is seldom impossible, however, to make at least a rough tentative
schedule which will be much better than none at all, and which will
be of real service to the personnel department. In a moderate-sized
eastern bleaching establishment in which a budgeting system was
established a year or two ago, and in which the regular budgeting
period was three months, the official in charge of the preparation of the
financial budget made for his own personal satisfaction last year (1921)
an estimate of sales and production by months for the year ahead.
He found on checking up after six months that the variation from his
forecast was in no case more than 5 per cent, a degree of accuracy which
would probably have served amply for personnel needs. This is a
business which sells service only, and is therefore particularly sensitive
to fluctuations in the textile industry, to which it caters, and in which,
therefore, a great deal of uncertainty in production schedules is taken
as a matter of course. r
In fluctuating trades, naturally, the personnel department must
be prepared to meet some sudden emergencies, but it is surely safe to
say that without any changes in the general business structure more
careful planning would introduce a far greater degree of Certainty than
does at present exist in the typical business.
There is another good reason for the personnel department’s
regarding its planning as an annual task, rather than one to be done
every three or six months, even where the business uses the shorter
period. This is the cost of collecting and correlating some of the
I4O
facts which it needs to make its job thorough. For example, to
attempt a general Critical overhauling of its wage system oftener than
Once a year would in most cases be quite unwise. If made at all, such
a survey should be thorough. Wage surveys are complex and expen-
sive, and for the usual business it will typically be sufficient for the
department to lay its plans a year ahead, making such minor revisions
as are necessary at each Sub-period. If the plant happens to be one
which operates under collective contract with a labor union, the point,
of course, holds even more strongly. The suggestions below are in
terms of a year's program, with the reservation that the plan will be
given minor revision at the beginning of each new budgetary period
should that period be shorter. * -
THE FIRST STEP: THE LABOR ESTIMATE
As a starting-point, the personnel department must have from
the production department an estimate of the amount of labor required
for carrying out the production schedule for which provision is being
made. The estimate must be in terms of classes or grades of labor,
by departments or processes, by either months or quarters, and as
far as possible in terms of hours. In the case of a firm making a
large number of diverse items, or making largely to order, this obvi-
ously may be a Somewhat complex task.
Some of the possible methods of approach are thus described by
Mr. J. O. McKinsey:
In the same manner in which the production department maintains an
analysis of each of its products to show the manufacturing operations and
materials required in its production, it should maintain an analysis which
will show the labor required in the production of each commodity. If a
planning department is in operation this analysis will probably be main-
tained by it. This analysis is necessary for its use in preparing time tickets
for distribution to the different departments when production orders are
being scheduled. If this information is not available in the planning depart-
ment it may be available in the estimating department, the pay-roll depart-
ment, or the personnel department. If none of these departments has
such records it is necessary that they be prepared by the staff of the pro-
duction manager. - * -
By the use of this analysis it is possible to estimate on the basis of the
production budget the labor which will be required to produce the goods
called for by the production program. The preferable way of making this
estimate is to take each item on the finished goods or production budget
*In a manuscript not yet published. I am indebted to Mr. McKinsey for this
citation and for other helpful suggestions.
I4 I
and determine the amount of labor of each kind which will be required to
produce it. To illustrate, the production budget calls for the manufacture
of I,000 articles X and Y size. The product analysis shows that article X
passes through four processes. Process A requires four hours of labor,
process B two hours, process C three hours, and process D five hours. It
takes, therefore, a total of fourteen hours to produce one unit of article X.
If I,000 are to be produced it will take a total of 14,000 hours. It is, of
course, probable that the labor used in the different processes will not be
of the same grade, in which case the total labor required for each process
will need to be estimated separately. If each item on the production
budget is considered in this manner it will be possible to determine the
total labor requirements of the production program.
It is easy to see that this method of determining the labor requirements
may in some circumstances be quite difficult. There may be so many
commodities produced and so many different kinds of labor may enter into
each that it may require an immense amount of clerical work to determine
the labor requirements of each commodity.
In some cases it is thought expedient to use the budget of machine capa-
city as a basis for estimating labor requirements. The number of “machine
hours” required by the production budget having been obtained, an estimate
is then made of the number of workmen which will be required to operate
these machines. In other cases it has been found expedient to obtain the
ratio between the production volume for several periods and the volume of
labor of each kind required for this production and apply these ratios to the
production budget of the current period to obtain the probable labor
requirements for the period. These estimates will be more accurate if
separate ratios are determined for the different classes of products manu-
factured. The reason for this is apparent, for different quantities of labor
will be required for different classes of finished product and the ratio between
the different classes is apt to vary from period to period. g
In some businesses the estimate of labor requirements is made by deter-
mining the labor cost per unit of production for several periods and then
applying this unit cost to the estimate of production for the current period.
For instance, it may be determined that the average labor cost as shown by
the records for several periods is $20.00 a ton. The estimate of production
calls for the manufacture of I,000 tons; therefore the estimate of labor is
$20,000. If the unit cost is determined carefully and is calculated sep-
arately on each product an estimate made in this manner may serve satis-
factorily for purposes of financial control, but it does not provide satisfactory
information for the use of the personnel department. In a business where
the volume of production is fairly uniform and the working force stable, it is
not so important that the personnel department receive a report showing
labor in terms of hours. It must always be remembered that the cost of
obtaining information must be balanced against its value.
I42
These suggestions should illustrate sufficiently the usual procedure
necessary to obtain a labor estimate adequate for the personnel
department’s needs, although individual concerns will evidently need
to work out their own adaptations. It is obvious that the facility
and accuracy with which this preliminary estimate is made will be
much greater if the business has a well-developed Scheme of production
standards under which production per man per hour is a relatively
known quantity. Such “standards” of production are now beginning
to be applied not only to machine operation but to many types of
clerical work and even to Salesmanship. w
With such an estimate in hand, giving a rough gauge of the number
of labor hours required per month, by grades and by processes or
departments, the personnel department can approach its own task
of determining the cost of the program. The successive items of
expense involved, to be taken up in turn, are as follows: (1) the expense
of procuring qualified workmen; (2) the expense of a training program;
(3) the expense of maintaining health, Safety, and good physical Condi-
tions of work, including the budgeting of risks in this field; (4) the
expense of special “service” features, including, if necessary, such
heavy items as housing; (5) administrative overhead not included
above; (6) wages—the pay-roll estimate.
Remembering that many of these matters are highly interrelated,
and that considerations in one field must be used as checks against
those in another, the procedure involved in canvassing these items
may be summarized as follows.
THE STABILIZATION OF THE FORCE
The first and most obvious task of the personnel department is to
have on hand at the time they are needed the necessary number of
workmen with the requisite qualifications for their jobs. The per-
sonnel department should not, however, feel obliged to accept without
modification the production schedule outlined in the labor estimate.
It cannot hope to build up a stable and efficient force with the requisite
amount of team work, or any consistent labor policy, without a stable
and regular production schedule, and its first duty should be the
criticism of the labor estimate from this point of view. Stable pro-
duction is, of course, equally desirable from the point of view of Saving
on machine overhead, and the estimate should not be accepted until
the production, personnel, and Sales departments have canvassed all
possible devices for ironing out peaks and valleys in production, This
will include the consideration of Such possibilities as making for stock
I43
in dull periods, which will demand a survey of storage facilities; the
building up of Supplementary Sales lines; temporary conversion of
machine capacity to other products, and the like. The feasibility of
Such schemes will of course depend upon the character of the industry,
particularly the degree of perishability or impermanence of style in the
product. - - -
The estimate should also be checked back against reports showing
the relation between estimated and actual requirements for labor in
past periods (Schedule 3 on page 12) to get an idea of the degree of
probable error involved. -
Only the exceptional concern, doubtless, will be able to turn its
volume-of-production curve into a straight line. The personnel
department will typically have left on its hands some fluctuations
which it must meet with as little disruption as possible to the regular
working force. If it can foresee them some time in advance it will
have an immense advantage.
As against a general falling market—the down trend of the business
cycle—there is little, probably, that the individual firm in a com-
petitive position can do toward maintaining all or even a major part
of its force beyond Saving its key men and doing all it can to build up
new business. The question of policy usually comes down to one of
whether to keep all its force on part time or part of its force on full
time, and to this an answer is possible only in terms of specific cases.
Exceptionally placed businesses may be in a position to do much more
than this and profit by maintaining their forces intact, but for the
usual concern the steadying of employment in general depression must
be sought through action which includes at least the whole of the
industry rather than through action by the individual manage-
ment.* * * . . . - ,
For seasonal fluctuations, however, and still more for those daily,
weekly, or monthly irregularities attendant on uncertain orders, acci-
dental interruptions and delays, and even for rapid style variations,
there are many possible methods much more desirable and in the long
run much less costly than the casual policy of hire, fire, lay off, and
take on again. * *
In the case of seasonal fluctuations, the most common possibilities
are two: (a) the maintenance of a minimum force only as “regular,”
depending on definitely part-time help (such as students in the holidays
or after hours) to take care of the peaks, and (b) the dovetailing of
* The effect on the fluctuations of the business cycle of a more general extension
of budgetary planning is at least an interesting subject for speculation.
I44
employment with another business whose fluctuations alternate with
those of the one under consideration. As an example of the latter
scheme may be mentioned a recent experiment carried on by a large
printing establishment located near an eastern city. It was found that
slack times in the bindery corresponded more or less with holiday sea-
sons in the city department stores, with the busy season in the bindery
also corresponding more or less with slack periods in the stores.
Arrangements were therefore made with one of the department stores
to exchange girl employees at these periods. This particular experi-
ment was not over-successful, as it was found that the employees of
the one were not temperamentally adapted to the work of the other,
but unorganized transference of this Sort does go on Continually among
different businesses in factory towns, and if planned co-operatively
by agreement among the employment departments it might be made
far more useful than at present to both firms and employees. In
semi-rural communities, also, Something of this. Sort takes place
seasonally between farms and factories, and here again definite plan-
ning of the seasonal shift would make for less disruption in the factory
force when the transfer takes place.
The possibility of smoothing out casual and departmental irreg-
ularities hinges chiefly on balancing one department against another,
and consequently on the elasticity of the force as a whole. If men
are to be shifted from a department where work is dull to another
which is busy, it means (a) that they must be trained for more than
one job and (b) that they must be willing to be shifted. The advan-
tages of versatility both for shifting the work force and for relieving
occupational monotony are apparently already focusing greater atten-
tion on more all-around training. Where the work is only Semi-skilled
there is nothing inherently very difficult about it, although it some-
times leads to complications in the adjustment of rates. In the case
of skilled work, however, particularly where union regulations are
involved, the problem is quite different, involving considerations of
equity which lie too far beyond the scope of the present discussion to
take up here. The suggestions which have been made are only by
way of illustration. . . . .
The procedure thus far, it should be clear, has served simply to
provide the personnel department with a revised and more exact
estimate of requirements. It should now be in a position to know
how many men of each grade it will be necessary to have on hand
daily throughout the ensuing year, with Some advance notice of the
peaks and hollows which must be met. Its next task is to canvass
I45
the actual facilities for getting them, determine the cost involved,
and budget its program. For the stable business of moderate size,
especially if it be in a small town, the task will not be particularly
complex. Its past records will typically not require a great deal of
revision. For concerns more definitely in the path of industrial
change, however, especially if the management is of an experimental
turn of mind, the case is quite different. - *
SUPPLY., SOURCES AND FACILITIES
As an initial step in determining where and how the necessary
men are to be obtained, the record of applications during past periods
(Schedule 2 on page 12), checked against the current trend of employ-
ment in the industry and community (Schedule 1 on page 12), should
be of material assistance. If, for example, volume of production
during the ensuing year is expected to be about the same as that of
the year preceding; if, further, the plant force is already fairly stable
and the records show that voluntary applications during the past
year took care of necessary replacement requirements while the present
trend of employment and general business conditions indicates no
marked change in the labor market, it is fair to assume that the general
problem of supply will not be difficult. If, on the other hand, changes
or increase in production is planned, and the records are not so favor-
able, the source files (p. 12) must be canvassed and provision made
both for securing and training the additional help and an estimate of
this expense added to the budget. In rare cases, of course, such
expense may definitely cancel any additional profit which is expected
to accrue from the proposed changes in production. -
Before provision for these matters is made, however, another
inquiry is necessary. Is the ratio of replacements to normal pay-
roll, the labor turnover rate, as low as possible? In other words,
cannot the volume of requirements, and Consequently the estimate of
selection and training expense for new men, be cut by (1) making the
existing plantºforce more permanent; (2) readjusting the existing
force to secure greater efficiency, as through judicious transfer and
supplementary training; (3) selecting more carefully such new men
as are taken on? ... A canvass of turnover and attendance records for
past periods (Schedules 4, 5, and 8 on page 12) will, of course, lead into
consideration of health and physical conditions, problems of wage
and incentive, and the extent to which output standards are main-
tained. These last will be considered by themselves as factors. in
the general efficiency of the plant a little later.
I46
From the point of view of physical supply alone, such questions
as the following will be pertinent. Would more careful methods of
selection and adjustment (special tests, physical, mental, and “trade,”
for example) cut down plant or department turnover? What would
they cost by comparison with present costs due to production wastage
and inability to meet standards, expense of finding new men, lost
morale P Would expenditure for supplementary training for the
existing force offset the expense of training initially the number of
new men now proposed, at the same time Securing more stability?
(Cf. Schedule 9 on page 13.) Would a readjustment of the existing
force in one or more departments cut down the estimated size of the
“normal” pay-roll? What would be the cost of a larger expenditure
for accident and sickness prevention, whether in physical equipment
or in medical Service, as Compared with present turnover and lost-
time costs due to illness? If wage rates seem chiefly responsible for
turnover, what would be the comparative cost of an increase or
readjustment of existing rates? On all these points, the records of
the plant might usefully be supplemented by comparative figures
from other plants and industries, if they are available. On many of
them, reports prepared by federal agencies, state industrial com-
missions, employers' associations, trade unions, and private research
bodies, will throw additional light. A beginning only has been made
toward getting definite answers to these questions, but the mass of
suggestive statistical material in the field is already too large to be
ignored with impunity. - t
With its estimate of requirements and its estimate of expense
rechecked in the light of these considerations, the department can
turn to other elements of its budget.
HEALTH, SAFETY, AND PHYSICAL CONDITIONS
The minimum requirements of this part of the budget will, of
course, be determined by statutory requirements. Many plants, how-
ever, go successfully far beyond such requirements, and the cost differ-
ences between effective and ineffective methods of dealing with the
physical requirements of efficient production are too marked to justify
contentment with a minimum estimate based on legal necessity.
Modern methods of prevention of both accidents and illness, together
with modern experiments in group insurance, have opened up surpris-
ing possibilities of economies in this field. So far as insurance and
the distribution of health risks are concerned, the small plant is
undoubtedly at present at a marked disadvantage, a disadvantage
I47
which can be overcome only through greater co-operative effort
between plants either with or without community or state aid. For
the large plant, however, the cost differences between intelligent and
unintelligent administrative control is sufficiently illustrated by the
experience of a Massachusetts Corporation employing about ten
thousand workers, both men and women. The degree of hazard,
both as to accident and disease, would be regarded as about “average”
in this particular industry. -
Under the Compensation act of the state of Massachusetts,
industrial plants must provide for accident compensation in one of
three ways: they must insure themselves with a commercial accident
insurance company, or deposit a fund with the state which can be
used for the purpose, or establish their own insurance on approved
lines. (Certain technical qualifications and modifications are omitted
here as not affecting the present illustration.) The corporation in
question, which may be called X, experimented first with the second
option, at the same time putting into effect a thorough program of
accident prevention, including better machinery, Safety devices, prop-
aganda, and medical Supervision. Notwithstanding the consequent
reduction of their accident hazard to a point far below the average for
the community, however, they found their premium rates continuing
unduly high. On investigation they found the reason to be chiefly
what they regarded as a serious Overcharge by the insuring company
for expenses of administration. They found further that much of
the administrative effort for which they were being charged—that
having to do with the actual investigation of accidents and the pay-
ment of compensation—duplicated work which had to be done in
any case by plant officials in charge of prevention.
Their next experiment, therefore, was to cancel their contract with
the commercial insurance agency, and form an insurance Company of
their own as a subsidiary Corporation, Capitalizing it with the fund
which otherwise must have been deposited with the state. In the
first place this avoided the duplication of administration which had
previously existed and saved the difference between their actual
hazard rate and the premium which the commercial company had
charged. - - - w -
In the second place, however, it prevented tying up the fund in
idleness. The fund was used for two successive purposes. At the
time of the establishment of the Subsidiary Corporation the firm needed
additional working capital. Its bank was therefore told that if it
would extend further credit, the subsidiary insurance corporation
I48
would deposit the fund (a rather large sum), not definitely as security,
Since the State law prevented that, but simply as an increase in the
assets of the bank. The firm being in sound condition, the bank was
quite ready to accede, and the insurance company’s fund therefore
served the triple purpose of guaranteeing accident compensation,
earning the bank rate of interest, and increasing the plant's working
Capital by an amount practically equivalent to its effect had it been
definitely deposited as Security for a loan. Later on, the immediate
need for working capital having passed, the fund was invested in a
Second subsidiary Corporation—a real estate business which the com-
pany was establishing for the purpose of improving housing conditions
for the plant's workmen, the securities of the new concern remaining
as a guaranty of Compensation. 4. x
The X corporation is now undertaking an elaborate scheme of
health insurance, having already demonstrated through some ten
years’ experience in medical Supervision that its health hazard can be
kept low. It is not suggested that the same indirect gains as in the
Case of accidents can be secured in this field, and indeed officials of
the plant disclaim ability to prove absolutely in dollars and cents that
their Combined program of health insurance and medical supervision
results in a lower cost of production; there are too many intangible
factors involved. They are none the less convinced that it does
“pay,” listing as gains (a) better work from both executives and
routine workers as a result of better health—reflected in high produc-
tion standards, and (b) greater stability in the force through more
regular attendance and a greater feeling of security. They regard
their present program as experimental, as they feel that only further
experience and observation of the facts will determine the correctness
of their present health budget and its provision for compensation to
the individual worker. - - - - . . . . . .
It should be noted that the procedure involved in making a wise
estimate for this part of the labor budget involves at least four distinct
questions: (1) What is the actual present health and accident hazard
in the plant in terms of both volume and cost? The answer is to be
secured by inspection of the plant’s own records (Schedules 7 and 8,
page 12). (2) Is it higher than it need be P Answered by analysis
of the “trend” indicated in Schedules 7 and 8, by special investiga-
tion within the plant, by comparison with the records of other plants,
and by comparison with data provided by governmental and private
research agencies. (5) What would be the cost of increased outlay
for prevention? Answered by special investigation, by the expe-
I49
rience of other plants, and by balancing the proposed outlay against
possible economies it might secure. (4) How should the remaining
risk be distributed? Answered by available data as to different
forms of health and accident insurance, “benefit” schemes, and the
like. As to the two latter points it may be pointed out that methods
of handling this type of risk are as yet only in the experimental stage,
and that a wise decision for any particular plant (for example, as
between a definite assumption of the risk by the management and Some
form of “mutual” insurance) will depend on a great many variables,
among them such factors as (a) the size of the community and the
relative importance of the plant as chief or minor employer; (b) the
possibility of co-operating with other plants in bearing the risk; (c)
the intelligence, education, and capacity for Self-organization of the
employees; and (d) the effectiveness of community agencies for health
supervision. This part of the labor budget must necessarily be experi-
mental, to be re-evaluated in terms of growing experience.
“SERVICE’’ FEATURES
As to certain expenditures for “service” in which some corpora-
tions indulge, the same variables enter in and the same tentative
answer must be given. This includes such undertakings as restau-
rants, legal aid, recreation and athletics, and the much more important
problems of housing and transportation. The wisdom of expenditures
for these matters, the methods by which they should be administered
if undertaken and the extent to which they should be (a) directed by
the management, (b) handled co-operatively, or (c) left to the
employees or to the community, can be decided only by weighing
in each individual case their importance to efficient production and
the many variables which affect the assumptions of responsibility by
the management in the particular circumstances. Only the most
careful investigation of local conditions, added to the comparative
experience of other plants, can determine the soundness of expenditure
for these border-line activities. They belong distinctly in the field
of Special research rather than routine administration. Form Ioo
On page I24 gives a suggestive cost analysis of expenditures of this type.
Summarizing the procedure thus far, the labor budget now includes
a tentative cost estimate of (1) the expense of securing the necessary
number of workers; (2) the expense of training them plus such supple-
mentary training of the existing force as may be decided upon; (3)
expenditures for health and physical efficiency, including prevention
and compensation; (4) the expense of “service” features. There
I5o
may be added without special comment: (5) any administrative over-
head in the personnel department not distributed in the preceding
items. This includes, of course, salaries for executives and clerical
help, expenditure for research activities, office space and equipment,
etc., items which will depend on the general elaborateness of the
program. As far as possible these overhead charges should be
allocated to the activities to which they are due, as they should be
weighed in the decision to adopt or reject specific proposals.
There remains the major item of the labor budget: the pay-roll.
. For convenience in discussion this item has been left to this point.
It will be realized, however, that it actually cuts through the other
items, and that before they are finally decided upon they will have to
be considered in the light of the amount to be paid in wages. Such
consideration will be necessary, partly because of limitations on the
total amount of expenditure which the firm can afford for its whole
labor program during a given period, partly because of questions of
the relative wisdom of investing specific sums in insurance schemes,
Service features, and the like as against dividing them among the
pay envelopes.
WAGES AND LABOR COST
For purposes of the financial department, the labor budget must,
of course, include a lump-sum estimate of the total wage bill by
months. There are several ways in which this estimate can be made.
One way—perhaps the easiest—is to take an average of the pay-roll
for the past year, allow for the factor of increase or decrease in numbers
and types of workers for which the present labor estimate provides,
make another allowance for estimated changes in the labor market,
and call the result an estimate. Another and more accurate method
is to use the cost analysis mentioned in the citation from McKinsey
(p. 141), multiplying the existing unit labor cost for each type of
product by the estimated number of items to be produced, again allow-
ing for possible changes in the labor market, and budget the sum
total thus derived.
Of the two, the second is preferable, not only because it is more apt
to be accurate, but because it does place the emphasis of the estimate
on labor cost and not on the total wage bill—a distinction of no con-
sequence to the financial or pay-roll departments, which are concerned
with amounts, but of great importance to the successful operation of
the plant, which is concerned not with the total amount it is paying
out in wages, but with the unit cost of the product. The objection
to this second method is that it does not carry the analysis far enough.
I5I
If the plant is to get value received out of the personnel department,
or whoever is making the analysis, the department must make its
estimate for the year, not on what it has paid or what the product
has cost, but on what it should cost. The wage estimate should be
made the occasion of evaluating present wage policy in the light of a
host of changing variables, and the resulting budget Consequently a
reflection of “shoulds” rather than “has beens.” . -
It may be objected that it is not within the power of the individual
management wholly to determine its own wage policy; that wages will
be determined inevitably, not by what the management thinks wise,
but by the market or by bargaining power. Assume, however, that
wages are adjusted by collective bargaining with a union. It may be
perfectly true that the results of such conferences usually turn on
economic strength, but the positions adopted by the two parties depend
as much on interpretations of economic facts—facts as to the cost of
living, facts as to production costs, facts as to “ability to pay,” facts
as to “labor efficiency.” It is as important for the management to
know the facts on which its policy is based in such cases as it is to
know them when the decision is largely in its own hands. It may be
true, further, that in a highly competitive industry an individual plant
can pay neither more nor less than the “going” rate, but the differ-
entials over the general market which many businesses are actually
and successfully maintaining, proves that this is not as axiomatic as
it once seemed. The whole question of the relation between wages and
efficiency has not as yet been touched in any manner which can be
regarded as final or authoritative.
If, then, the personnel department is to do a real job in its wage
estimate, what facts must it have, and how, again, will it use the
reports Suggested on page 13 P
MINIMUM CONSIDERATIONS
It can usually be assumed that weekly earnings (whether paid as
day or piece rates) must be at least equivalent to the “going” or
community rate for the particular type of labor in question. Other-
wise, obviously, the business cannot attract or keep the necessary
number of workers. The going rates for the industry or the Com-
munity, of course, any business must have at its disposal. Weekly
earnings (Schedule 12 on page 13) should, however, be carefully
checked as well, as total earnings, rather than piece rates (providing
hours are equal), will be the standard by which the workman will
judge whether the plant is paying the “going wage.” (Schedule 12
I52
plus Schedule 13 on page 13, incidentally, can be used as additional
checks on the general question of the regularity of the production
Schedule discussed earlier in this chapter.)
The assurance of the market rate as a minimum, however, is
Subject to Some qualifications. As the workman is interested in real
wages rather than money wages, a provision of special facilities, such
as housing, transportation, food at cost, and the like may (not always
will) be accepted in lieu of part or all their equivalent in wages. The
degree of regularity of employment will also have a distinct bearing
On the weight which the workman assigns to the rates paid by two
Competing plants in the same industry or community."
In general, however, the market rate must be considered as at
least a minimum, and the plant's own record should be checked against
those of the industry or Community, and for the coming year against
such estimates of the trend of wage levels as can be obtained from
research agencies. -
The Second minimum standard against which wages must b
checked is the “cost of living” (Schedule 14 on page 13). Irrespective
of the question whether all industries or plants are able under present
conditions to pay a “living wage,” it is obvious that really efficient
production in any industry cannot be obtained without the payment
of a wage at least sufficient to maintain health and physical well-being.
Further, without attempting to reconcile the conflicting estimates of
various groups which have concerned themselves with the formulation
of workmen’s “budgets,” it has become sufficiently clear that a work-
ing estimate (despite minor technical difficulties) can be made of the
necessary amount of wage to satisfy that need, against which the wage
rates in existence can be checked. It is not necessary now for the
individual firm to carry out an elaborate campaign of research for
this purpose. Estimates' can be obtained from many sources: the
Bureau of Labor Statistics, state agencies, the National Industrial
Conference Board, trade-union research agencies, and various private
agencies, which can be used for the purpose. These will need to be
adapted to local conditions, of course, and subjected to critical
Scrutiny, but the major part of the work is now being done by such
outside agencies and is available to him who applies. It is, further,
* What, for example, would be the effect on piece rates of a reserve fund to
provide for casual or seasonal unemployment?
* Allowance must be made, of course, for the fact that these budgetary esti-
mates are usually in terms of the needs of a family of five. They may thus be no
test of the adequacy of individual earnings unless adjustment is made to the require-
ments of the particular plant.
I53
now possible with sufficient accuracy to adjust these estimates to
changes in price level. If, then, the “going rate” is inadequate as
checked by this standard, a readjustment should be made of the wage
level of any group which fails to come up to it, and probable readjust-
ments of this sort should be budgeted. The possible effects of such
action on Cost are, perhaps, sufficiently suggested in what follows.
WAGES AND EFFICIENCY
Assuming that these two minimum standards are met (they will,
perhaps, be regarded as all that is necessary by the majority of busi-
ness houses), there still remains the task of criticizing and revising the
wage scheme of the plant as a whole in the light of questions of cost.
The considerations involved in this task may be examined under two
heads: (a) general relationships between wages and efficiency in the
plant as a whole, in a given department or on a given process; (b)
questions involving differentials between jobs and problems of stand-
ardization. Since it is not the province of this discussion to answer the
question, “What wage policy is wise?” but rather to suggest some
approaches to the question, “How is the management to know whether
its policy is wise?” these two sets of problems can perhaps best be
Considered in a series of questions. It will be recognized that the
practical answer to these questions cannot be found in either general
experience or general preconceptions. It can be found only in specific
experiment with Specific people in a specific case, and the answer in
Such cases will obviously depend a great deal on the character of the
Community, the type of employees available, the degree of their
Confidence in the management, and their consequent willingness to
Co-operate. -
For the sake of simplicity, assume a plant with a product made in
only one process, turned out on a semi-automatic machine. Assume
further—an assumption that has been made throughout the chapter—
that well-established production standards are in use (a standard rate
of output per hour), and that piece rates are set on that basis. The
accounting department maintains an analysis’showing accurately the
unit Cost of the product, and the portion of that unit cost which is to
be assigned to direct labor as compared with the other elements of
CoSt. For Some reason the management is considering a 15 per cent
increase in rates, but will not make the change except on condition
that there is to be no increase in the total unit cost of the product.
What factors would it have to weigh to determine the question, and
what records would assist it in the task? -
I54
It is obvious at the outset that the answer to the question will
depend primarily on the presentratio between unit labor cost and total
unit cost. If the former is only a small part of the latter, a percentage
increase in wages with no other change taking place would make
relatively little difference in the total cost. On the other hand, if
the opposite were the case, the total unit cost would come somewhere
near increasing in proportion to the wage increase. This apparently
obvious factis nevertheless frequently overlooked in wage negotiations.
In analyzing the possible effects of the change, incidentally, it might
be of considerable service to the personnel department to have before
it from the accounting department comparative data over several past
periods showing whether direct labor had shown a tendency to vary
in either direction as compared with the other elements. Before
recommending the increase, however, the department would have to
consider Some or all of these possible questions:
a) Would the change in itself be sufficient incentive to lead to the
establishment of higher production standards, and through increased
output lower the other elements of unit cost? This would mean, of
Course, a re-assessment of the basis on which these standards were set,
and consideration of the fatigue factor. -
b) Would it act as an increased stimulus to the gradual replace-
ment of part of the existing force by better workmen, with the same
net result? (The initial answer to this would depend on whether
better men were in fact available—on the character of supply sources.)
c) Could the shop be reorganized in such a way as to make fewer
men necessary, maintaining production while hiring fewer men at
higher rates?
d) What would be the effect on quality of output and quantity of
waste P
e) What effect would it have on attendance and turnover, and
Consequently on a whole range of more or less intangible elements in
the existing overhead charge P
f) If the case for the increase could not be established by reference
to immediate economies, would it result in a general forcing up of
efficiency on the part of both management and men (including in
course of time the influence of a higher standard of living) which would
enable it eventually to pay for itself P
On all these questions, cost records, records of past production
per man per hour, and the like, together with the experience of other
plants, could throw only partial light. The problem has been put in
this simple form chiefly to suggest the lack of knowledge which we
, I55
actually have in dealing with the question—a lack which would be
even more obvious in a plant where no production standards at all
existed and where the cost records were scanty. There are, of course,
many experiments now actually being carried out which are seeking
to establish a more definite correlation between money incentive,
output, and cost: incentive methods of payment (outgrowths of the
Original experiments of scientific management); various forms of
bonus methods of payment, both group and individual, etc. Such
factual data as these furnish, the department should, of course, have
at its disposal, but the whole field should be regarded as experimental.
It should be noted that the question under discussion is not “what
wages are good for the worker,” a question which only he can answer,
but “what wages are good for business,” which is really, the manage-
ment’s task.
While here again the problem of making a wise estimate on the
wage bill for the coming year reaches out into the field of research,
where standards are not settled or defined, it is apparent that the
routine statistical records necessary for a start will include at least
(a) production per man per hour, as shown in production standards,
at present and as Compared with past periods; (b) an accurate cost
analysis which will enable the personnel department to determine
and evaluate the factors which enter into the human part of this
Cost; and (c) the ratio between unit labor and unit total cost, both
at present and comparatively over past periods (cf. p. 13). These
records should be added to the two previously mentioned—the
market trend and earnings in relation to cost of living. As to (b),
the factors which help to make labor cost high or low, a range of addi-
tional suggestions will be found in Form 85, which serves as one
example of an attempt to correlate wages with cost and efficiency.
These records should also be of material assistance, although
again not determining, in the problem of readjusting wage levels in
relation to general business conditions. A host of variables enter in
here over which the individual management has only partial or little
control. Yet there is enough evidence at hand to show that general
market fluctuations do frequently work havoc with production stand-
ards through Sudden and arbitrary changes in wages as well as through
disruption of the force, and a decision on rates is far more apt to be
wise if based on accurate cost estimates than if made simply because
the other fellow is doing it. Wise policy in the face of general business
change, however, can be reached only through analyzing and weighing
market and financial factors in addition to wage Costs.
I56
PROFIT-SHARING
The discussion so far has dealt with two general types of standards
or measuring-sticks as checks on wage rates, one the chief concern of
the employee, the other of the manager. The first has to do with
adequacy—the relation between wages and living costs; the second
with Cost. Suppose, however, the employer wishes to introduce a
third Criterion, the general prosperity of the business, establishing a
Correlation between wages and profits P Without entering here into
the merits of the proposal, which lies outside the scope of this dis-
cussion, can any concrete measuring-stick be applied to determine
its success, once established?
Probably not, beyond those already mentioned. From the point
of view of the operation of the business, there is no essential difference
between most so-called “profit-sharing” schemes and other forms of
incentive payment. They must be judged by their effect on cost,
as affected by increased stability, higher production standards, and
various intangibles. Whether, except under unusual conditions, a
Successful administrative correlation can be worked out between labor
efficiency and the volume of profits, and whether such a correlation
is desirable, is at least open to reasonable doubt. From the point
of view of financial success, the cost test is the one by which such
Schemes must be judged. Questions of mutual confidence, the amount
of interest which the employee has in the scheme, his knowledge of
the business, and many other considerations must be weighed before
a decision can be reached. As an alternative, for example, would not
all the purposes of most so-called profit-sharing plans be better secured
by an incentive scheme of payment, high wage rates, and, perhaps,
a reserve fund to take care of casual unemployment?
This simply amounts to saying that no new type of measuring-
stick has been introduced—cost remains the standard. Assume,
however, that a business has built up a large surplus, and the directo-
rate is considering whether as a matter of equity part of this surplus
should go to the employees rather than to the stockholders. In this
form, the problem simply goes outside administrative considerations
and becomes a question of general Social and economic policy for which
no agreed-upon standard exists. The existence of large amounts of
undistributed earnings, or the payments of “excessive” dividends
may have an important effect on the morale of the working force,
but no records or established standards can solve the problem or
indeed throw much light on it. It is one example of the way in which
personnel problems reach out into the whole realm of ethics, law, and
I57
Social policy; it lies in the field of social and political experiment, and
Consequently beyond the purposes of the present discussion.
WAGE DIFFERENTIALS AND STANDARDIZATION
As yet, however, no attention has been given to the second of
the two general types of inquiry with which an adequate wage survey
must concern itself—the question of differentials between tasks. How
determine the “worth” of one job as compared with another? What
differentials should exist, and to what extent should they be main-
tained in general wage adjustments? The man in the shop gauges
the Satisfactoriness of his wage as much by its relation to the wage
paid on other jobs or in other departments as by its relation to cost
of living or the general market, and the existing differential therefore
enters materially into his conception of the equity of the wage.
Existing wage differentials, however customary or apparently irra-
tional, acquire a “rightness” which demands and secures considera-
tion. In the case of the skilled trades the differential is usually one
which has been built up through organization as well as through the
economic value of skill and the various other factors which enter in
and which thus acquires an additional sanctity (a sanctity which is, of
course, as valid as that attaching to any other form of property right).
Nevertheless, the greater part of production is today carried on
by workers of the unskilled or semi-skilled type, where differentials
are of a relatively transient character, where the jobs are changing
more or less rapidly, and where both the question of equity to the
worker and the question of the economic value of the job to the
employer demand conscious analysis and some kind of rational assess-
ment. To a certain extent, of course, market differentials must be
followed, but they often do not fit the specific requirements of the
plant, and in any case the management may and frequently does ask
itself whether the market estimate provides as good a gauge of the
relative worth of different classes of jobs as he himself can work out
by research and experiment.
One of the most puzzling forms which this general question can
take is the problem of what to do with the differentials between classes
or types of workers in a wage increase. For example, if an increase
is shown to be wise in one department, is it necessary to increase
all the others in proportion, thus keeping the status quo as to differ-
entials intact? Further, if a general wage increase is to take place,
in what terms is it to be calculated P. It is apparent, for example, that
there are at least three alternatives: (a) a percentage increase applied
I58
alike to all departments and classes, (b) a lump-sum increase applied
similarly, (c) a graduated increase, varied according to the department
or class. These three methods will obviously have quite different
effects both on the existing differentials and on the total increase in
the wage bill. Further, if the increase is based on several factors,
bearing on both cost of living and “efficiency,” should they be weighted
differently in applying them to different classes of workers? Obvi-
ously the “cost of living” factor, for instance, will weigh more heavily
with the lower-paid groups. If the increase is to be graduated, in
other words, how graduate it?
These are questions which occur constantly both in collective
bargaining and in single plant adjustments, and to them there is no
single answer. They all come back Sooner or later to the question
of the wisdom, equity, and usefulness of existing differentials, and to
this the Survey for purposes of a wage estimate must address itself.
Here again change must be experimental and tentative, to be tested
by results. The following suggestions—based on procedure which is
actually taking place in many plants—are intended to embody only
Some possible methods of approach.
STANDARDIZATION
In the first place, are there more differentials than necessary?
Many firms are finding it possible to cut down the number of wage
classes or groups to between three and a dozen, within which individual
variation is permitted to allow for factors of individual efficiency,
length of service, etc. Under a piece system, or modified piece system,
the same result can be achieved by paying a “class” base rate, to
which the piece rate is added. The possibility of doing this success-
fully depends, of course, on the willingness of the workmen to accede,
but this should be no insuperable difficulty if the workman’s equities
are protected. Quite aside from any other effects, the economies in
administration alone which result are very Considerable.
How, then, determine in which of these classes a given job falls?
The answer must be obtained (a) by classifying the elements which
are regarded as determining “economic worth,” for which the firm
is Supposed to pay, weighting them arbitrarily according to their
estimated importance; (b) by analyzing each job to determine to
what extent these elements enter into its character; (c) by assigning
the job to the general class into which it seems to come nearest to
falling. Thus a point system might be worked out, in which Class A,
demanding most in the way of skill, length of training, judgment,
I59
physical strength, etc., might be assigned Ioo points, Class B 90
points, etc. A job which figured up to between 91 and IOO points
would be assigned the Class A base rate, one that demanded between
81 and 90 would be given the Class B rate, and so forth.
A very arbitrary scheme, to be sure, and one in which too much
elaborateness of detail would be sheer waste, but none the less one that
enforces actual thought about wage differentials and has at least the
merit of deliberate experimentation. Form 86 gives a job specifica-
tions card which is being used for a program of this sort.
The assignment of money values to these several classes will again
be a more or less arbitrary performance in the beginning, in which
weight will have to be given both to previously existing differentials
as well as to the range of previously considered wage factors. With
the general wage classes determined, varying individual earnings
within the classes in a piece-rate industry will depend upon the produc-
tion standards for the particular job. If hourly rates are paid,
allowance may also be made for individual variations in experience,
length of Service, etc.
To come back to the labor budget, then, before the wage estimate
is finally approved it should demand a survey of differentials as well as
of the general wage level. Form 87 on page Ioč was designed for
Such a purpose.
CONCLUSION
Without attempting here more than bare mention, it should
perhaps be recalled that the problem of hours cuts through the wage
question as well as other issues that have been raised. On this,
Schedules 4, 5, 7, 8, and I5 will be suggestive, but here, too, we are
in the field of experiment rather than proved knowledge. The possible
effect of a readjustment of hours, which involves, of course, a recon-
sideration of wages, is hinted at on pages I26 and I27.
There has been no attempt in this chapter, however, to make a
comprehensive survey of all the problems involved in the manager's
relation to labor. The questions that have been omitted are probably
as many as those included. All that has been sought is a brief sum-
mary of the procedure involved in budgeting a labor program, and the
discussion has been confined as far as possible to a suggestion of the
factual data which would be needed in reaching a wise decision on
the more usual problems which the manager will be likely to face. For
further analysis of the problems themselves and for guidance in the
actual formation of judgments, the student is referred to the literature
of the field. f -
I6o
X. BIBLIOGRAPHY
(A brief Selected list of books dealing with the personnel aspects of management.)
Allen: The Instructor, the Man and the Job.
Babcock: The Taylor System in Franklin Management
Beatty: The Corporation School
Benge: Standard Practice in Personnel Work
Bloomfield: Selected Articles on Employment Management
Bowie: Sharing Profits with Employees
Brissenden and Frankel: Labor Turnover in Industry
Burritt, Dennison, Gay, Heilman, and Kendall: Profit Sharing
Chapman: Trade Tests
Cohen: Insurance against Unemployment
Cole: The Payment of Wages
Commons: Industrial Good Will
Commons (ed.): Trade Unionism and Labor Problems, Second Series
Commons and Others: Industrial Government a
Douglas: American Apprenticeship and Industrial Education
Drury: The Twelve Hour Day in the Steel Industry (Pubs. of the Taylor
Society.)
Emmett: Profit-Sharing in the United States (Bull. 208, U.S. Bureau of
Labor Statistics)
Federated Engineering Societies: Waste in Industry
Frankel and Fleischer: The Human Factor in Industry
Goldmark: Fatigue and Efficiency
Gantt: Work, Wages and Profits
Hoxie: Scientific Management and Labor
Jones: The Administration of Industrial Enterprises
Kelly: Hiring the Worker
Kelly: Training Industrial Workers
Leitch: Man to Man
Lescohier: The Labor Market
Link: Employment Psychology
Leverhulme: The Six-Hour Day
Lyon: Education for Business
Muscio: Lectures on Industrial Psychology
New Jersey State Chamber of Commerce: Shop Committees and Industrial
Councils
Price: The Modern Factory
Rowntree: The Human Factor in Business
I6I
Schloss: Methods of Industrial Remuneration
Shefferman: Employment Methods
Simons: Personnel Relations in Industry
Slichter: The Turnover of Factory Labor
Stoddard: The Shop Committee -
Tead and Metcalf: Personnel Administration
Tolman: Human Engineering
Vernon: Industrial Fatigue and Efficiency
Watts: An Introduction to the Psychological Problems of Industry
Webb: The Works Manager Today
Yoakum and Yerkes: Army Mental Tests
PRINTED IN THE U.S.A
I62
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