cting this very thing to
happen, and was prepared for it. So when he walked out, two skilful, but
easily influenced companions, walked out with him. Thus Joe Lathrop had,
added to one of his frequent early morning headaches, the serious trouble
of trying to find three men to fill yawning vacancies. The company was
faced with a new series of losses even greater than those which had
followed the discharge of Robinson. Furthermore, there was trouble and
disorganization among the men still remaining in the department. Every man
there had liked and respected the competent young worker, Robinson. They
all knew that he had been discharged largely because Joe Lathrop was
jealous and somewhat afraid of him, and because Joe had had a bad headache
and grouch. They resented the injustice. Their respect for their foreman
dropped several degrees. Their interest in their work slackened. "What is
the use," they thought, "to do our best when superior workmanship might
get us thrown out of here instead of promoted?"

And so Joe Lathrop's series of "li'l' drinks" finally resulted in
decreasing the efficiency of his department to such an extent that the
superintendent was obliged to discharge him. Then the superintendent was
in for it. He had to find a new man. He had to take the time and the
trouble to break the new man in, and the company had to share the losses
resulting from disorganization until the new foreman was installed.

This is not a fanciful story, but was told to us by a man who knew the
superintendent, Joe Lathrop, Robinson, Terrence Mulvaney, and Tim Murphy.
Nor is it an unusual story. Just such headaches, discharges, troubles, and
losses are occurring every day in the industrial and commercial
institutions of this country.

This story illustrates not only the high cost of constant change in
personnel, but also the high cost of leaving the important matter of
hiring and firing to foremen. Where this is done, discharges without
cause, the selection of incompetents, grafting on the payroll, inside and
outside politics, the indolent retention on the payroll of those who are
unfit, and many other abuses too numerous to mention, are bound to follow.

ONLY ONE LEGITIMATE REASON FOR HIRING

There is only one legitimate reason for putting any man or woman on the
payroll, namely, that he or she is well fitted to perform the tasks
assigned, will perform them contentedly and happily and, therefore, be a
valuable asset to the conce