Discussion - A Study of Shoveling as Applied to Mining Discussion of the paper of G. Townsend Harley continued from page 187

Gerald Sherman, Bisbee, Ariz. (written discussion*) .—The fact that, after a change in the hours of labor, as much work is found to be done in 8 hr. as was accomplished in 10, probably results from the more rigid examination of operating methods that is made when the management faces new and more difficult conditions. Although A better working pace will prevail, most of the gain will result from economies of plan and only a part of it from the improved effciency of labor. The Iabor of shoveling is so severe that it may be easily believed that a working period of less than 7 hr. will give maximum results, but there arc many other occupations about a mine in which this is not true, and in which the rate of accomplishment is in proportion to the time employed, up to 9 or 10 hours. Mr. Harley's study of shoveling has becn thorough, and demonstrates the benefit of investigation and education even in such simple work, but his reference to methods of payment opens a subject even more important in mine management. The efficiency of labor may be excellent, but unless a method of equitable payment accompanies it, the result will be only temporary. With strict but sympathetic supervision, a good average day's work can be obtained; but with the exception of those unusual men who cannot be restrained from working to their limit, an average daily wage does not bring out the remarkable performance of which many men are capable. There is also a considerable variation in the average amount accomplished, dependent on the supply of Iabor. This can readily be shown by any labor record that covers several periods of shortage or superabundance of labor. An increase in the daily wage in the time of labor shortage does not necessarily bring out an increased day's work; there is usuaIly a decrease in labor efficiency at such times regardless of the wage, whenever a daily rate is used. Rewards to individuals for exceptional performance appearing as an increased rate of pay cannot be made in a large organization without bad feeling. In a small organization, an individual's ability may be so well recognized that different rates of pay can be applied. Exceptional work can only be obtained by a method of payment based on the valuable results accomplished. As a basis for such payment, an