In England we did meet the trades union question squarely in our Manchester plant. The workmen of Manchester are mostly unionized, and the usual English union restrictions upon output prevail. We took over a body plant in which were a number of union carpenters. At once the union officers asked to see our executives and arrange terms. We deal only with our own employees and never with outside representatives, so our people refused to see the union officials. Thereupon they called the carpenters out on strike. The carpenters would not strike and were expelled from the union. Then the expelled men brought suit against the union for their share of the benefit fund. I do not know how the litigation turned out, but that was the end of interference by trades union officers with our operations in England.
We make no attempt to coddle the people who work with us. It is absolutely a give-and-take relation. During the period in which we largely increased wages we did have a considerable supervisory force. The home life of the men was investigated and an effort was made to find out what they did with their wages. Perhaps at the time it was necessary; it gave us valuable information. But it would not do at all as a permanent affair and it has been abandoned.
We do not believe in the "glad hand," or the professionalized "personal touch," or "human element." It is too late in the day for that sort of thing. Men want something more than a worthy sentiment. Social conditions are not made out of words. They are the net result of the daily relations between man and man. The best social spirit is evidenced by some act which costs the management something and which benefits all. That is the only way to prove good intentions and win respect. Propaganda, bulletins, lectures—they are nothing. It is the right act sincerely done that counts.