tory somewhere near Manchester, England. The contractor soon discovered that no persuasion or encouragement would induce the British workman to lay more than a certain number of bricks per hour, according to the fixed law and schedule of his union. In order to complete the work within the allotted time, the contractor was compelled to send for American bricklayers. These men, who were paid according to their industry and personal effort, were able to lay four bricks to the Englishman’s one. The American could beat the Englishman four to one, not because he was, to that extent, a cleverer and quicker workman, but because at that time and place he was a free man. Transferred to American shops and factories, and in a different atmosphere, the foreign workman easily adapts himself to conditions and is able to hold his own.
According to the writer in the “Engineering Magazine,” American manufacturers are taking measures to stimulate and revive the principle of individual effort, in order to secure excellence in workmanship; but, according to other authorities, these efforts are being counteracted by the labor unions on the railroads and elsewhere, which appear to be following in the footsteps and adopting the methods of the British organizations. However, the ideas and ideals of many wide-awake manufac-
