PRELIMINARY PROVISIONS FOR REST FOR OVERCOMING FATIGUE
Provision for Rest.
The first necessity in our fight against fatigue is to eliminate the
causes of unnecessary fatigue. The second is to provide for proper rest
to overcome fatigue, whether necessary or unnecessary.
If the worker goes home too tired each night, the first method of
remedying this condition is to provide rest periods during the working
day--to set aside time in which he may recover his proper and normal
working strength. One method by which this may be sometimes done is
by shortening the working day. This permits the worker to get into
better condition either before work, after work, during a lengthened
noon hour, or during the “second breakfast” and “tea recess” of many
European organizations. The supposed advantage of this plan is that
it gives little or no jolt to the working process. To this we might
answer, as circumstances vary, that it does give a jolt, because speed
must be increased in order that output should be maintained; or we
might say that the jolt is really needed. The disadvantage, in some
cases, of shortening the working hours is the effect upon the entire
industry in the vicinity. This is a feature to be considered, for in
the long run maximum prosperity is dependent upon largest outputs.
There can be no doubt that in most cases it is advisable and profitable
to shorten working hours, but how and when this is to be done is a
serious problem. In our own office, our stenographers work every other
Saturday till 1:00 P.M. only, and the alternating Saturday they do
not work at all; that is to say, we give them a holiday of Saturday
afternoon and Sunday every other week, and all Saturday and Sunday the
other weeks, besides their regular two-weeks vacation in summer. We
find that we get more and better work as a result. No plant, operating
under the measured type of management, that we know of, has ever
regretted shortening its working hours. It may be that the working
hours formerly existing were so long that shortening the hours was
the only immediate adequate remedy. The danger in shortening hours is
that, if the whole problem is not thoroughly studied, the worker may
not be sure of the same or a larger wage for work which he is able to
do in the shorter time. Fatigue elimination is fundamentally the duty
of the management. The worker cannot afford to pay for the fatigue
elimination, directly or indirectly. Let the short hours be planned
for and assured, but make sure before introducing them that everything
is in such condition that wages can be maintained or raised. This is
a matter requiring study of actual records and not “guess,” “personal
opinion,” or “judgment.”
There are other methods of providing for fatigue elimination or
recovery, that do not involve so many elements. Such a method is
providing rest periods during the working day. This is a method that
may be used immediately. To whom are these rest periods to be given,
then? Ultimately, of course, to every member of the organization
whose work is of a nature that requires a fixed rest period. The work
should, preferably, be so arranged that every worker, be he in plant
or in management, would achieve larger outputs by having definite and
properly located rest periods. It has been proved in most work that
more output can be achieved by applying one’s self steadily for short
periods, and then resting, than by applying one’s self less steadily
and having no rest periods. This, of course, applies only to work which
in itself provides no rest periods. At the beginning of the fatigue
eliminating campaign, provide rest periods for those who seem to need
them most. There are two, off-hand, quick methods of determining which
workers these are. One is the appearance of the workers at various
times of the day, and at the end of the day. The other is the amount
of output and the rate that output is turned out by the worker during
the day and during the various parts of the day. In some organizations,
it has been the standard practice to take no chances when the worker
looks or feels tired. They provide rest periods immediately, long
enough to allow him to recover and go back to the work with zest.
This is, of course, the immediate remedy. “Provide the rest period
first. Discuss its efficiency later.” This first-aid plan has worked
splendidly for a long time among women workers in such industries as
the drygoods trades. The typical welfare work may be unscientific from
the standpoint of those familiar with highly organized methods, but
it has sensed the trouble keenly and quickly, and provided at least
a temporary remedy without delay. “Time to rest when one needs it.”
This is the first slogan of the campaign for eliminating the evils of
overfatigue.
Chairs to Make the Rest Most Effective.
The merchants have again been the pioneers here, in realizing that
reclining chairs or couches furnish the most effective rest. It is not
necessary here to discuss the physiological effects resulting from a
change of blood pressure. It should be noted that even a few minutes
in a reclining position provides such rest as could not be gained in a
much longer time if seated upright in the most comfortable of chairs.
If attending conditions allow of reclining chairs or couches, for at
least the exceptional and emergency cases, these should immediately be
provided. It surely does take real courage for the management of an
organization of strong and strenuous men to install reclining chairs,
couches, and high foot-rests for rest periods; but fame awaits the one
in this field, who can make the practice general. The brain worker of
all types has long realized the benefits of the occasional use of the
reclining chair. Flat couches without even the smallest of pillows are
a part of the regular working equipment of some of our greatest brain
workers. It is considered no disgrace, nor is it worthy of note, if a
tired soldier flings himself flat upon the ground to rest. It attracts
no attention for an exhausted worker to go to sleep on a hard wooden
bench at noontime. But to put a couch in some quiet spot, or even a
chair with extra-high, large, flat, arm rests, where the same type
of rest might be enjoyed most effectively, _this_ seems radical, and
“might make the men think we had gone crazy.” It might be objected that
the worker should not allow himself to become so fatigued that this
type of rest is necessary. The answer is,--if rest in this position
will overcome what is almost complete exhaustion, what increases in
national efficiency and prosperity may it not cause in overcoming
quickly less violent stages of fatigue?
Next to the couch or reclining chair, in efficiency, is the arm-chair.
There are “arm-chairs,” and chairs with real arms specially fitted to
the individual worker. These will be even more efficient if provided
with a foot-rest. We have actually installed such arm-chairs out in the
works with very good results. We have had many a case where even the
workers laughed loudly when the special, unusual chairs were brought
in. They began to use them more out of friendliness towards us than
out of any belief in the special usefulness of these peculiar chairs.
However, at the end of a few days of actual use, they were able to
handle their work in greater quantities and with less fatigue. “It’s
a joke to work like that,” one said. Some of the workers claimed that
they did not need such a chair, but, after it became the fashion to use
it, each one seemed glad enough for the better rest provided.
From this type of chair down to the smallest possible seat, the
gradation is gradual and constant. In certain types of work, like
selling in a drygoods store, the space is sometimes so narrow that
the only type of chair practicable, under present conditions, is the
small folding seat that can slip under the shelves or fold up against
them when the girl is serving a customer. Such also is the type of
chair that folds up under or next to a machine, which the operator
is tending, and which can be pulled out during the periods when the
machines need no tending, and the operator is simply inspecting or
waiting for the next tending period. Every one realizes the advantage,
as a resting device, of anything upon which one can occasionally sit.
The two-inch, iron arm of a seat on a railroad train, the tiny seat
that folds into a walking stick or umbrella, that the enthusiast at the
races takes with him,--these are typical examples of seats that seem
almost ridiculous, yet that have an enormous effect upon the amount
of fatigue accumulated in a few hours, or in a day. “A chair to rest
in;” this is the second slogan. If a chair is not procurable, then some
sort of a seat, even a packing box with no back, even a post to lean
against, or a rail to lean upon,--anything to shift the pressure is
better than nothing. Far better a seat with no back, immediately, than
the best type of chair in the indefinite future. Get some sort of seat
for the worker to-day, and begin planning for the efficient chair at
the first day possible.
The final word on chairs in this preliminary work is that some sort
of a chair should be provided for every member of the organization.
There is a wide-spread belief that one chair for every two or three
or more workers is sufficient; that “they can change off using it.”
The argument was something like this: “No one needs to sit more than
one-third of the time, therefore one chair to each three workers is
enough,” etc. The chief fallacy is the implied idea that the rest
periods of the workers can be so arranged that the chairs can be in
constant use, and that each worker will have a chair at his or her
disposal at the proper time. Now in theory, of course, this is not an
impossible arrangement. It might have to be made if chairs and seats
cost many dollars apiece, and it probably would be done then, if there
was a proper realization of the importance of overcoming fatigue. But
when chairs are as cheap and plentiful as they are now, there is no
excuse for thinking of such a condition. In practice, where there
are not enough chairs for every one, at certain times of the day the
chairs are empty, as every one is busy. At other times, when work is
duller, the chairs are all used, and many workers are trying to rest as
best they can, standing. These conditions can be noted in any drygoods
store, in any shop or factory where there is an inadequate supply of
chairs. “A seat for each and every worker whether he needs it or not;”
this is the third slogan.
Betterment Work.
The third division of provision for rest falls under the general
heading of betterment work, or what is popularly called “welfare
work.” The term “betterment work” is used by those who are interested
in measured management instead of “welfare work,” to emphasize a
distinction in thought. Some welfare work implies that it is the gift
of the manager to the workers. Betterment work is the same type of
work, done with the distinct understanding that what is done is for the
good and profit of the organization. It is the due of every member of
the organization to have the best resting condition possible. Making
these conditions better is betterment work. There is no intention
to criticize welfare work. Most welfare work is betterment work.
Some workers, however, object to welfare work as implying “charity.”
Therefore, we say betterment work. It is the worker’s due that he
gets. Such work comprises establishing rest rooms, lunch rooms,
entertainments--anything that can make the resting time more attractive
and profitable. It may also imply the service of a betterment worker
or a staff of such workers; or it may be that the organization itself
takes up the work co-operatively, with no outsider to direct it.
Doubtless some such activity already exists. If so, it would be the
duty of the fatigue eliminators to recognize it and encourage it.
The fourth provision for rest is really a part of betterment work.
It must be described at some length. This is the Home Reading Box
Movement, which furnishes a definite means for making rest periods,
both at work and at home, attractive and profitable. Before turning to
a description of this, we may estimate the effect upon the worker of
the preliminary work so far done.
Results.
The results of the preliminary work we have done are as follows:
1. The interest in fatigue becomes more vital. We have aroused more
interest in fatigue elimination, and have made it general. With the
establishment of properly distributed rest periods, chairs, seats,
etc., the recovery process becomes interesting. As he knows how
resting improves his working conditions, the worker becomes more
warmly interested in the fatigue itself. It is a very different thing
to talk about the evils of fatigue, or even to see the advantages of
proper rest exhibited in object lessons, than it is to get proper rest
in a specially designed chair for the first time in one’s working
life. Fatigue, which was _an_ enemy, becomes now not only _my_ enemy,
but _our_ enemy--mine, because I recognize it has affected me; _ours_,
because we are fighting it together for our best interests, severally
and collectively.
2. The interest in fatigue becomes more intelligent. Many workers,
especially women, feel that it is to be expected that they will get
exceedingly tired by night; that one cannot expect to do so much late
in the day as early in the day; that stopping to rest is cutting down
one’s output, thus cheating one’s self, if one is a piece rate worker,
or cheating the management, if one is a day rate worker. The worker
now comes to realize that he hurts the management _and_ himself,
when he gets too tired. “It is your duty to rest when you need it;”
that is the fourth slogan. It must be remembered also that the rest
periods provide time for clearer and more intelligent thinking. It is
impossible to come to any valid conclusion when one is working at top
speed part of the day, and in a state of exhaustion the rest of the
time. We have now an opportunity to think, and brains rested enough
with which to think.
3. The output increases. Usually, in practice, the output increases as
a result of the fatigue-recovery periods. Increased outputs encourage
both management and worker. They must, however, be inspected and
controlled. Some one with the proper training must be in charge,
that excessive fatigue may not be accumulated, and the rest periods
lose their purpose. With the increase in output must come added
compensation in wages. If this is provided, the fatigue eliminating
campaign will not be regarded as a new scheme for driving the worker.
Better for the good of the management and the men to limit the output
to its usual amount during this period, until the workers see that too
much fatigue to-day interferes with the standard quantity of output
to-morrow, than to attempt to allow increased output without increased
pay. The world can better afford to lose the extra product, than the
management to appear even for a moment to be trying to overwork the
men.
4. The spirit of co-operation grows. The worker realizes
instinctively, if the survey has been properly made, and if this
preliminary work has been properly done, that the aim of fatigue
study is the good of all concerned. There is a psychological element
to this. It might be possible to question the motive of installing
fatigue eliminating devices. There is no question as to the motive
in installing the resting devices and rest periods. The rest periods
allow time for development of the social spirit. “To know all is to
understand all,” a wise Frenchman has said. “I like every one whom I
know,” is the thought of another wise man. “Let’s go at the fatigue
survey all together,” is the fifth slogan. The Home Reading Box
Movement is, perhaps, the channel where this spirit of co-operation
expresses itself most freely.
Summary.
Preliminary provision for rest for overcoming fatigue consists of
establishing rest periods, providing chairs or other devices in which
one may rest, and establishing or encouraging betterment work. These
result in a more vital and intelligent interest in fatigue, and a
spirit of co-operation. This work is embodied in five slogans. These
are as follows: “Time to rest when one needs it;” “A seat to rest in;”
“A seat for each and every worker whether he needs it or not;” “It
is your duty to rest when you need it,” and “Let’s go at the fatigue
survey all together.”