] | 1,027,718 | -- | 1,534 |669.9| 2.47
Three Witwatersrand mines[3]| 2,962,640 | 13,560| 1,595 |195.5| 2.68
Five American mines[4] | 1,089,500 | -- | 1,524 |713.3| 1.92
=======================================================================

[Footnote 1: Indian wages average about 20 cents per day.]

[Footnote 2: White men's wages average about $3 per day.]

[Footnote 3: About two-fifths of the colored workers were negroes,
and three-fifths Chinamen. Negroes average about 60 cents, and
Chinamen about 45 cents per day, including keep.]

[Footnote 4: Wages about $3.50. Tunnel entry in two mines.]

[Footnote 5: Includes rock broken in development work.

In the case of the specified African mines, the white labor is
employed almost wholly in positions of actual or semi-superintendence,
such as one white man in charge of two or three drills.

In the Indian case, in addition to the white men who are wholly
in superintendence, there were of the natives enumerated some 1000
in positions of semi-superintendence, as contractors or headmen,
working-gangers, etc.]

One issue arises out of these facts, and that is that no engineer
or investor in valuing mines is justified in anticipating lower
costs in regions where cheap labor exists.

In supplement to sheer skill and intelligence, efficiency can be
gained only by the application of the man himself. A few months ago
a mine in California changed managers. The new head reduced the number
employed one-third without impairing the amount of work accomplished.
This was not the result of higher skill or intelligence in the men,
but in the manager. Better application and coordination were secured
from the working force. Inspiration to increase of exertion is
created less by "driving" than by recognition of individual effort,
in larger pay, and by extending justifiable hope of promotion. A
great factor in the proficiency of the mine manager is his ability
to create an _esprit-de-corps_ through the whole staff, down to
the last tool boy. Friendly interest in the welfare of the men
and stimulation by competitions between various works and groups
all contribute to this end.

CONTRACT WORK.--The advantage both to employer and employed of
piece work over wage needs no argument. In a general way, contract
work honorably carried out puts a premium upon individual effort,
and thus makes for efficiency. There are some portions of mine
work which cannot be contracted, b