except that of the order of Jesuits? Simply to the fact, that every man
whose duties require intelligent action is a partner of the Company, shares
in its gains, and loses with its losses. And so it should be with our
railway-employees. Instead of excusing waste of time and property by the
stereotyped phrase, "The Company is rich and can stand it," they would
strive to exercise a rigid economy, knowing that at the end of the week
their pockets would be so much the heavier.

To show how the thing should be done would involve matters of detail which
would be out of place here. What we desire to show is the
principle. Instead of paying all men alike, good, bad, and indifferent, let
the amount of a man's wages depend on his skill and intelligence; the more
he shows, the better let him be paid. In almost every department of
manufacturing and commercial business this is done. Why not in railway
management?

We subjoin a tabular statement of the railways of the world, made up to
1857, except those of the United States, which are for 1858-9.

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|Name of country. |Cost per|Receipts |Percentage of|Percentage of |
| | mile. | per mile| expenses to | net earnings |
| | | of road.| receipts. | to total |
| | | | | capital. |
|-------------------|--------|---------|-------------|---------------|
|Great Britain |$173,040| $13,296 | 47 | 4.00 |
|Australia | 169,225| 6,810 | 72 | 1.02 |
|India | 51,400| 8,645 | 42 | 4.09 |
|France | 128,340| 13,530 | 44 | 6.58 |
|Belgium | 81,955| 10,790 | 58 | 5.48 |