rities of England are said often to
become as lazy and mechanical as monks in monasteries.

To remedy such evils, the trustees of all charities should hold out a
regular scale of salaries, which different agents could attain to if
they were successful. The principle, too, which should govern the
amounts paid to each agent, should be well considered. Of course, the
governing law for all salaries are the demand and supply for such
services. But an agent for a charity, even as a missionary, sometimes
puts himself voluntarily outside of such a law. He throws himself into a
great moral and religious cause, and consumes his best powers in it, and
unfits himself (it may be) for other employments. His own field may be
too narrow to occasion much demand for his peculiar experience and
talent from other sources. There comes then a certain moral obligation
on the managers of the charity, not to take him at the cheapest rate for
which they can secure his services, but to proportion his payment
somewhat to what he would have been worth in other fields, and thus to
hold out to him some of the inducements of ordinary life. The salary
should be large enough to allow the agent and his family to live
somewhat as those of corresponding ability and education do, and still
to save something for old age or a time of need. Some benevolent
associations have obtained this by a very wise arrangement--that of an
"annuity insurance" of the life of their agents, which secured them a
certain income at a given age.

With the consciousness thus of an appreciation of their labors, and a
payment somewhat in proportion to their value, and a permanent
connection with their humane enterprise, the ordinary _employes_ and
officials come to have somewhat of the interest in it which men take in
selfish pursuits, and will exercise the inventiveness, economy, and
energy that are shown in business enterprises.

Every one knows how almost impossible it is for a charity to conduct,
for instance, a branch of manufacture with profit. The explanation is
that the lower motives are not applied to it. Selfishness is more alert
and economical than benevolence.

On the other side, however, it will not be best to let a charity become
too much of a business. There must always be a certain generosity and
compassion, a degree of freedom in management, which are not allowed in
business undertakings. The agents must have heart as well as head. The
moisture of compassion must