Working in this sympathetic yet practical way, in a year’s time he had succeeded even beyond his expectation. While handling a much larger volume of business, the operating expenses and the bills for breakages were reduced many thousands of dollars.
Illustrations of a similar nature can be multiplied indefinitely, but one will serve as well as a hundred to demonstrate the fact that railroad men as a rule give little thought to the matter, and that railroad managers, while quite aware of its significance and value, seldom go out of the beaten routine of their regular duties to impress upon their employees the importance of the issues at stake. The following somewhat remarkable illustration will throw additional light on the subject:—
On one of the busiest sections of a New England railroad a certain foreman has charge of a gang of men. This foreman is a good average man, something of a “hustler,” and thoroughly capable and experienced. When carefully examined, however, his record revealed the fact that he had been unable to keep a man on his gang more than a month or two at a time. During ten or twelve years’ service he had to break in and teach the business, practically in vain, to upwards of two hundred green men. Now there is a right and a wrong way of driving spikes and tamping ties, and poor and inexperienced work means broken rails, jumping of track
