Part 24

House organs, such as this, are, of course, no novelty in the American business world of today. There probably are not less than fifty department-stores alone which are now printing brisk contemporaries of Sparks. The internal publications of a house, such as Macy's, have long since come to be recognized as one of its most valuable media for the promotion of morale. It costs money, but it is money well expended. So says modern business. And modern business ought to know. For it has tested the results. And the house organ long since became one of the really valuable aides.

Here, then, in Sparks is not only a medium in which the Macy folks may come the better to know about one another, a bulletin board upon which the heads of the house may from time to time carry very direct and sincere messages to their big family, but a mouthpiece in which the embryo literary genius may become articulate. And, lest you be tempted to believe that I have permitted simile to carry me quite away from fact, let me show you a single instance--there are a number of others beside--in which a real literary genius has come to bloom underneath the great roof that looks down upon Herald Square:

His pen name is Francis Carlin--but his real name, the one under which he entered Macy's, is James Francis Carlin MacDonnell. Of him Current Opinion but a year or two ago said: "The writer (Carlin) ... was until a few weeks ago a floorwalker in one of the big department-stores of New York City (Macy's) and was discovered by Padraic Colum. He had his book obscurely printed and it has been unobtainable at bookstores until recently.... It has the true Celtic quality. The dedication alone is worth the price of admission: 'It is here that the book begins and it is here, that a prayer is asked for the soul of the scribe who wrote it for the glory of God, the honor of Erin and the pleasure of the woman who came from both--his mother.'"

Mr. MacDonnell has written two books: this first, My Ireland, and more recently the Cairn of Stones. That he has great talent is again attested by The Boston Transcript which said recently: "Mr. Carlin's Celtic poems, ballads and lyrics are nearer the fine perfection of the native poets belonging to the Celtic renaissance than those produced by any poet of Irish blood born in America."

After which, who may now dare say that genius may not blossom in a department-store? And even were it not for the gaining glory of Carlin, the pages of any current issue of Sparks would show that there is more than a deal of artistic merit in the widespread ranks of the Macy family. The desire for self-expression is never stunted. And the pages of its avenue of expression are read by none more closely than the members of the family who hold the ownership of Macy's.

And yet these men--the heads of the great merchandising house--are not only accessible to their business family through the printed word. They are not standoffish. On the contrary, they are most widely known throughout the store; most reachable, both within their offices and without. Take the single matter of grievances, for a most important instance: A Macy worker may feel that justice on some point or other is being denied him by a superior. In such a case he has immediate recourse to any one of three expedients: he may take his case to the department of training, to the general manager of the store, or to one of the officers of the corporation. As a rule, however, the difficulty can be straightened out in the first of these avenues of appeal, which is an automatic clearing-house for all matters of personnel. The heads of this department have been chosen as much as anything for the sympathy which enables them to review any employee's case intelligently and fairly and for the influence that makes it possible for them to see at all times that full justice is being done. While the fact that the worker, himself, may take the matter to the general manager or even to one of the three members of the firm, is a practical guarantee against persecution of any sort.

Recreation in the modern store stands side by side with education in perfecting the individual employee]

Just off the corner of the recreation room on the third floor is the private office of the assistant superintendent of training. Her title sounds rather formidable and does justice neither to her job nor to her personality: for in reality she combines the qualities of a charming hostess, an efficient manager and a mother confessor.

In the Macy book of information for employees there is a paragraph under the heading, "Department of Training," which says: "It is the purpose of this department to interest itself in all the employees of this organization. Do not hesitate to go with your troubles to the assistant superintendent of training, whose duty it is to interest herself in you: both in the store and at your home. She will be glad to give you advice, both in business and in personal matters."

And so she has her hands full, and sometimes her heart as well; for, among five thousand folk of every sort and kind, there are bound to be many perplexing personal problems and troubles, to which the very best kind of help is the kindly and disinterested advice of a sympathetic and understanding person. And when that person is a woman--a woman of rare tact--the problem is generally apt to approach its solution. Which makes for friendship, not merely between the worker and that woman, but between the worker and the store. And so still another rivet is clinched in the great morale bridge between the business machine and the human units that enable it to function so very well indeed. And the Macy spirit becomes an even more tangible thing.

As one goes through the store he finds many evidences of the things that go to upbuild that spirit. It may be only a printed sign cautioning courtesy and cheerfulness, not merely between the store workers and its patrons, but between the members of the Macy family, themselves. "A smile with every package and a 'thank you' as good-bye," rings one. And remember that other, again more cautious: "In speaking say 'we' and 'our,' not 'I' and 'mine.'" It may be the warm hand of friendship from the member of the reception committee to the new girl that comes to work under the Herald Square roof, or it may be any of the long-planned, coolly devised methods of social justice to the store employee. These last are never to be overlooked.

For instance, three months after the day that a new employee first arrives to work at Macy's, membership in the Macy Mutual Aid Association becomes automatic. In no small way it becomes a real part of his job. It is the object of the M. M. A. A. to provide and maintain a fund for the assistance of its members during sickness and of their families or dependents in case of death. Dues in this association are graded according to the worker's salary, consist of one per cent. of the salary up to thirty dollars; while the sick benefits are two-thirds of the salary, limited by a benefit of twenty dollars. The death benefits are five times the weekly salary, with a minimum of sixty dollars and a maximum of one hundred and fifty dollars.

It is obvious that these dues do not of themselves pay the benefits. The house "chips in." Yet not through sympathy, but through one of the tenets of good business as we moderns have now begun to know it.

"It would be poor business for me, indeed," said a silk manufacturer of Connecticut to me not long ago, "to let my people become sick. I want no germ diseases in my mills. Neither do I want the mills to cease their continuous operation. That, too, is poor business. And so the sickness that may cost my worker ten dollars may easily cost me twenty-five--in the stoppage of my plant, alone."

The control of the Macy Mutual Aid Association is, moreover, vested solely in the hands of the store employees. An itemized statement of its receipts and its disbursements as well as its proceedings is posted each month on the store bulletin boards and printed in Sparks, so that every member of the organization may know its exact affairs. It decidedly does not work in the dark.

I should be derelict, indeed, in regard to this whole question of health in modern industry--and of the particular modern industry of which this book treats--if I neglected in these pages that corner of the high-set eighth floor--flooded by sunshine during the greater part of each pleasant day--where sits the Macy hospital, conducted by the Macy Mutual Aid Association. It is, of course, solely an emergency hospital, yet one where doctors, nurses, dentists and a chiropodist are constantly on duty. Three doctors--two men and one woman--consult with and prescribe for the patients, two dentists look after their teeth, and a chiropodist takes care of that prime asset to all salespeople--the feet. Those members of the hospital staff are professional men and women of the first rank and they work with the best and latest equipment. Although the emergency hospital is primarily for the services of the store workers it stands also at the service of any one who may come into the building and need its services. For instance, in case a customer becomes ill, a wheelchair is sent, and he or she, as the case may be, is taken to the hospital for immediate restorative treatment.

One or two final phases of this family life upon a huge scale in the very heart of New York and I am done with it. Thrift, in the Macy category of the making of a good worker, comes only next to good health. Under that same widespread roof there is a savings bank for the sole use of Macy folk. Any amount from five cents upward is accepted as a deposit and the fact that good use is made of this constant incentive to thrift is evidenced by the continued and prosperous operation of the institution. It has not been necessary to organize it as a full-fledged savings bank. At the end of each day it transfers its funds, by means of a special messenger, to one of the largest of New York savings banks which handles the accounts directly. The law does not permit a savings bank in the State of New York to open branches--else that would have been done at Macy's long ago. The messenger method was the only feasible substitute.

Believing that even the most provident may occasionally have good reasons, indeed, for wishing to borrow money, the heads of the house have set aside a permanent fund as a loan reserve for the Macy folk. Any one who has been in the store's employ for at least three months may, upon advancing even ordinarily satisfactory reasons, borrow from this fund. The limit is a sum which can be repaid in ten weekly installments. No security is required nor is any interest charged. The employee is bound by nothing but his honor.

That sixty-four years of continuous operation have established the commercial success of Macy's should be patent to you by this time. But now that you have known of the present-day family that dwells beneath its roof, you may ask: Has this policy toward its personnel worked out in hard practice? The question is indeed a fair one. To carry it still further, is this machine of modern business humanized and inspired in fact as well as in theory? One cannot help but think of the machine. Machines are hard. Generally they are fabricated in that hardest of all metals--steel. Can steel be warmed and tempered? Can the fact be recognized that the units of the Macy store are human and warm; and not steel and cold?

I think so. I imagine that you would have the answer to all these questions if you could talk for a little time with Jimmie Woods, whom we saw, but a short time hence, as a push-cart horse for the early Macy's and who has come today to be the assistant superintendent of the store's delivery department. His new job requires much more push than that old-time one. As a caption-line in a recent issue of Sparks aptly said: "Jimmie Woods delivers the goods." Metaphorically speaking, the house of Macy does the same thing. And at no point more than in its treatment of its human factors.

The day was not so very long ago when the life of a salesperson, even in a New York store of the better class, was not a particularly enviable thing. We saw, when we discussed the earlier Macy's, the long hours and the low wages of the rank and file of the organization. These things have changed today--in all department-stores that are worthy of the name. Public opinion was partly responsible for the change. But I think quite as large a factor was the realization that gradually was forced upon the minds of the merchants themselves that the old methods were poor business methods. Macy's knows that today. We have seen the man who came to New York fifteen years ago with eleven dollars and a suitcase come to a high-salaried position with the house today; the retail furniture salesman earning over six thousand dollars a year, the twenty-five buyers at ten thousand a year and upward, as well as those at twenty-five thousand a year and upward. And we know that every one of these men and women have been the product of the Macy organization--from the moment that they began at the very bottom of the ladder.

And, lest you still think I befog the question, permit me to add that the minimum weekly wage of the woman employee in Macy's today is $14.00; and the average pay--apart from that of the executives and sub-executives--the men and women who, in the store's own nomenclature, are classed as "specials" and exempted from the time-disc record of their comings and their goings--is $25.00.

Have I now answered your question fairly? If still you wobble and are uncertain, permit me to call your attention to the service records of the store. They speak more eloquently than aught else can of the loyalty and the interest of its workers. Qualities such as these are not generated under bad working practices of any sort.

The records tell--and tell accurately, as well as eloquently. A Macy man was recently retired on a pension--the store's list of pensioners runs to a considerable length--after a round half-century of service. Others will soon follow in his footsteps. There are today upon the rolls ninety-two men and women who have been with it for more than twenty-five years. In the delivery department alone there are twenty-three men who have records of twenty years or more; and of these there are three who have been there more than forty years. Three hundred members of the Macy family have records of fifteen years or over, fifteen hundred have been with it upwards of five years and--despite the recent after-the-war difficulties of maintaining labor morale and organization--only about one-quarter of the force have come within the twelvemonth. The labor turnover in Macy's is low indeed--and constantly is growing lower.

These figures, it seems to me, are the surest indication that the store's workers are treated fairly. Moreover, they alone show clearly the workings of its announced policy to give its own people every possible opportunity to grow within its ranks. In fact, no man or woman can stand still long at Macy's and continue to hold his or her job. Progress is a very necessary requisite there. And in order that progress may be recognized, steadily and fairly, system comes in once again to stabilize a very natural phase of human development. As the Macy employee shows new capabilities or additional industry, recommendations for increases in his remuneration are made by his department manager to a salary committee, appointed for this sole purpose. Periodically this committee receives a list of all the store folk who have not received an increase for a period of six months. The list is carefully reviewed and, whenever and wherever it can be justified, the pay envelope of the employee is fattened.

Macy's is, after all, a very human institution. The machine may be steel-like, but it is not steel. It is flesh and blood and human understanding. I sometimes think of it as a country town, rather than as a family--one of those nice, old-fashioned sorts of country towns, where most of the residents know one another, where there is an efficient governing body and where the community spirit is one of the strongest factors in its progress. Being human it is fallible, being fallible it still has something for which to work; and in fulfilling this obligation of work it is carrying out its destiny.

Tomorrow

I. In Which Macy's Prepares to Build Anew