Curing Industrial Aches and Pains
Page 43
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Relations Between Employer and Employee as Themes of Papers Read at the Annual 1.0.T.A. Conference WITH the common theme, "Industrial Human Relations in the Transport Industry," papers were read by • the Leicester, Southampton and London centres at the annual conference of the Institute of Traffic Administration in Leamington Spa, last week-end. In each instance an attempt was made to answer the question "What-makes the worker like to work?." and the centres presented papers on the subject as applied to different employment grades without previous instruction or final vetting by the National Council. The president of the Institute, Sir Herbert Matthews, K.B.E., F.Inst.T.A., officiated.
As an experiment, discussion groups were formed after the papers had been read and group chairmen were
• appointed to summarize the ideas and conclusions of the members for the consideration of the speaker.
Education Facilities Lacking The first paper was read by Mr. J. Hancock for the Leicester centre and applied to "Top Management Grades." The lack of facilities in this country for education in management was deplored and mention was made of the American university courses in management, for which an applicant had to Undergo vocational selection to determine his aptitude, interests, and abilities before acceptance.
Leadership was held to he the first essential in a managerial position, as only leadership, even if severe, could rouse in men the desire to work. Knowledge was important, particularly in respect of the technical and commercial aspects of the practical work undertaken, but a manager must have time to think ahead and must not be led astray by interests that were too specific.
High Wages First The results of a Gallup poll carried out by the Birmingham Central Technical College were quoted to show that the needs of employees in order of importance were: High wages, security (which came first in hard times), reliance on considerate treatment, interest in work, effective joint consultation, short hours, good holidays, prospects of promotion, safety and, finally, the social importance of the job. In the opinion of the authors, "interest in work" should have come higher on the list.
In the discussion which followed, Mr. Hancock was asked if anything pould take the place of business incentive in a nationalized concern, and he replied that there remained the promise of promotion. Another group chairman said that his committee considered knowledge and experience to be of greater importance than leadership.
The second paper, prepared by the Southampton centre on "Clerical and Supervisory Grades," was read by Mr. H. J. Babbage, and was an outspoken attack on the "abstract theories and comfortable armchair researches of the psychologists," who had, it was claimed, sugar-coated human relations and had tried to provide a standardized formula to cure all industrial aches and pains.
It was stressed that realism was necessary above all things and that the only answer to the problem of getting management and men to work harmoniously together was eduption in citizenship.
In the transport industry the individuality of the clerical worker was being forced out of existence by the growth of the organizations. The industry provided unlimited opportunities to employees to come into contact with all forms of outside industrial activity, and the clerical worker in a small concern took a pride in his ability, to serve' both the public and management, with a readiness to take off his coat and tackle any job in critical times. The clerks in a big concern were graded and sorted like eggs, and were apparently content to confine their ambitions to the office dramatic club.
Small Units Preferred
It was generally agreed by the discussion groups that the Southampton paper was unnecessarily destructive in criticism of established practice, as applied to human relations, but members were unanimous in supporting the view that the smaller the unit, the better was the chance of promoting good relationships between all grades.
Copies of the paper prepared by the London centre were distributed to members in advance, and the paper was summarized at the meeting by Mrs.
Christine Taylor. The subject was, "The Operative or Conciliation Grades."
The work of the road hauliers of Britain was praised as a fine example of industrial efficiency with harmonious relations between "the man on the road" and "the man in the office." Even better results could be achieved, and it was suggested that the first requisite to progress was a knowledge by all in administrative positions of the difficulties likely to be encountered by the driving staff.
The question of maintaining incentive was a particularly difficult one in its application to most operative grades because wages were largely settled by national agreements between employers' associations and trade unions, and a worker was prone to feel that ambition was not much good once he was earning a full adult wage. Consequently, he did his work mechanically and sought recreational outlets for his true enthusiasm.
A list of recommendations relating to the organization of a haulage unit, as supplied by a family concern employing 300 men, included: regular meetings of the workers' committee with the management; the provision of rest rooms and washing facilities; the immediate investigation of accomnioda. tion complaints; the full development of sick and loan clubs; the provision of accessories, such as cab-door locks and skid chains; attention to drivers' complaints (with the realization that the drivers are the company's representa,tives and that their contentment will be reflected in greater courtesy to the customer); the stimulation of pride by allowing a driver his " own " vehicle.
The C-Licence Driver
Considerable importance was attached to the status of the C-licence driver who had "moved almost overnight into the v.i.p. category," and who carried a high representative responsibility where pride in personal appearance must be allied to pride in diplomatic ability. It was necessary that he should have complete faith in the efficiency of his operational controller. Above all, the feeling of "remoteness" between drivers and higher executives on the spot must be avoided.
Terminal delays were a big problem when considering bonus schemes, and it was suggested that the tonnage basis was the best method, with a lump sum paid at the end of a six-months' period,
preferably before the holidays. The operational staff must plan each day's -work with both eyes on the drivers' bonus figures. If this were -done, there would be no need to worry about the quarterly fleet-returns.
A good pension scheme was the right of every employee, and security of employment was a factor the importance of which could not be overstressed. Promotion from the bottom to the top was to be encouraged by the right kind of training facilities, and joint consultation at depot level was useful as an incentive and useful to the employer in improving his organization.
Greatest Factor: Enthusiasm General approval of the paper was expressed by the members, but one group chairman voiced his committee's disappointment that more prominence had not been given to the small concern. The view that enthusiasm was the greatest factor; both in progress and in the happiness of the individual, was also given.
At the conference dinner following the business meetings, Mr. S. E. Raymond, chief staff and welfare officer of the Road Haulage Executive, in responding to a toast to the visitors, said that the R.H.E. was happy to associate with any such organization as the I.O.T.A. Human relations which were close and intimate in the small concerns must now be knit into national
service. If human relations failed in that service, then the R.H.E. would fail.