work, men should be selected whose mental caliber and attainments will
fit them, ultimately at least, to command higher wages than can be
afforded on the work which they are at. It will prove a wise policy to
promote such men both to better positions and pay, when they have shown
themselves capable of accomplishing results and the opportunity offers.
The results which these high-class men will accomplish, and the
comparatively short time which they will take in organizing, will much
more than pay for the expense and trouble, later on, of training other
men, cheaper and of less capacity, to take their places. In many cases,
however, gang bosses and men will develop faster than new positions open
for them. When this occurs, it will pay employers well to find them
positions in other works, either with better pay, or larger
opportunities; not only as a matter of kindly feeling and generosity
toward their men, but even more with the object of promoting the best
interests of their own establishments. For one man lost in this way,
five will be stimulated to work to the very limit of their abilities,
and will rise ultimately to take the place of the man who has gone, and
the best class of men will apply for work where these methods prevail.
But few employers, however, are sufficiently broad-minded to adopt this
policy. They dread the trouble and temporary inconvenience incident to
training in new men.

Mr. James M. Dodge, Chairman of the Board of the Link-Belt Company, is
one of the few men with whom the writer is acquainted who has been led
by his kindly instincts, as well as by a far-sighted policy, to treat
his employees in this way; and this, together with the personal
magnetism and influence which belong to men of his type, has done much
to render his shop one of the model establishments of the country,
certainly as far as the relations of employer and men are concerned. On
the other hand, this policy of promoting men and finding them new