There have been three conflicting forces governing promotions in railroading—favoritism, seniority, and efficiency. At one time favoritism was so strong that graft and toadyism gave inexperienced men promotion over men with long experience. The seniority rule was introduced by the labor organizations to offset the old evil, and for two men of equal intelligence and native ability selection by seniority is a fair method of giving promotion. In such a case seniority coincides with efficiency. But seniority of itself does not necessarily in all cases give the higher position to the man best fitted for it, since long years in the service will not train the thoughtless, careless man as well as a few years will the alert man. Railroad employees in all branches of the service strongly contend as a group for their seniority rights. This means that an outsider usually has a long waiting period for advancement into the best positions. Efficiency is becoming more the rule, but the old influences still prevail in some departments, partly because standards of efficiency are rather indeterminate, largely because changes in a widespread system can not be wrought in a day. If favoritism could be abolished employees would not insist so strenuously upon their seniority rights.
Since the railroads have been subjected to public regulation they have appreciated the value of courteous treatment of the public. Accordingly they reward the courteous employees by promotion, and no longer tolerate a grossly uncivil one as they did in the early days.
Loyalty to the railroad organization is regarded to-day by railroad officials as the foremost requisite for those wishing promotion—a loyalty that places the railroad organization first, whether it be a question of public regulation or of labor unionization. Fairfax Harrison, president of the Southern Railway Co., has thus stated the case:
“There are three requisites for advancement in railroad service—loyalty, efficiency in your present job, and preparedness for larger responsibilities. Efficiency and preparedness for higher place go together, for that man will be most efficient in his present job who is not content with mere mechanical performance of his duties, but who has an intelligent understanding of them in their relation to the service as a whole and who has qualified to take over the duties and responsibilities of his immediate superior on a moment’s notice.”
Why Take The Training?
It is however, a generally known fact among railroaders that few men in the lower positions have the chance to learn efficiently all the duties required of them in the next higher position. For example, a track workman rarely has the opportunity to make out reports and payrolls, or even to do alignment sighting, unless he is favored by his foreman. By taking the training provided by the Federal Board he can learn to do this and other highly skilled work, and thus have an unusual opportunity for advancement. He could study civil engineering and become an engineer-maintenance-of-way.
Classes of Railroad Occupations
There are various ways of classifying railroad employees, but we shall use here a grouping suited to our purposes, based largely on physical and mental requirements and the training involved. We are not so much concerned with the several administrative departments—accounting, operating, traffic, etc.—as with the work done in different occupations. There is obviously a marked difference between the physical requirements for an office position and those for a position as railroad brakeman. On a basis of the requirements made upon the employee, railroad occupations may be grouped as follows:
1. Office or clerical work.
2. Shop work—repairing equipment.