Public commendation for success in competition costs the company little and is greatly appreciated by the winner. There seems to be no reason why the head of the house should not assist in the presentation.

The most essential factor in creating interest in a contest is the skill of the ``sporting editor'' in injecting the real spirit of the game into each contest, thus securing wide publicity, and enlisting the coperation of large numbers of participants.

Prizes should be widely distributed, so that the greatest number may be encouraged.

A fair system of handicapping should be adopted in every case where equal opportunity to win is not possessed by all. Previous records often make successful bogies, and should be more extensively employed.

It is possible to carry on contests between individuals in the same department without jealousies, but skill is required to conduct them. There is the danger that individuals will seek to win by hindering others as well as by exerting themselves. Where it is not possible to carry on a contest and retain a feeling of comradeship between the men, no competition should be encouraged.

CHAPTER IV

LOYALTY

AS A MEANS OF INCREASING HUMAN EFFICIENCY

DELAYED by a train of accidents, a big contractor faced forfeiture of his bond on a city tunnel costing millions of dollars. He had exhausted his ingenuity and his resources to comply with the terms of his contract, but had failed. Because public opinion had been condemning concessions on other jobs on flimsy grounds, the authorities refused to extend the time allowed for completing the work. By canceling the contract, collecting the penalty, and reletting the task, the city would profit without exceeding its legal rights.

In his dilemma, he called his foremen together and explained the situation to them. ``Tell the men,'' he said. Many of these

had been members of his organization for years, moving with him from one undertaking to the next, looking to him for employment, for help in dull seasons or in times of misfortune, repaying him with interest in their tasks and a certain rough attachment.

He had been unusually considerate, adopting every possible safeguard for their protection, recognizing their union, employing three shifts of men, paying more than the required scale when conditions were hard or dangerous.

A score of unions were represented in the organization: miners, masons, carpenters, plasterers, engineers, electricians, and many grades of helpers. Learning his plight, they rallied promptly to his aid. They appealed to their trades and to the central body of unions to intervene in his behalf with the city officials.

_How One Considerate Employer was protected by his Men_

As taxpayers, voters, and members of an organization potentially effective in politics,

they approached the mayor and the department heads concerned. They pointed out-- what was true--that the city's negligence in prospecting and charting the course of the tunnel was partly responsible for the contractor's failure. They pleaded that the city should make allowances rather than interrupt their employment, and that the delay in the work would counterbalance any advantage contingent on forfeiture. They promised also that if three additional months were given the contractor, they would _*do all in their power to push construction_.

The mayor yielded; the extension was granted. And the men made their promise good literally, waiving jealously guarded rights and sparing no effort to forward the undertaking. The miners, masons, carpenters, and specialists in other lines in which additional skilled men could not be secured labored frequently in twelve-hour shifts and accepted only the regular hourly rate for the overtime. With such zeal animating them, only one conclusion was possible. The tunnel was entirely

completed before the ninety days of grace had expired.

Here was loyalty as stanch and effective as that which wins battlefields and creates nations.

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