[Footnote 17: Plantation and Frontier, I, 325.]
[Footnote 18: Ibid., I, 312, 313.]
To diminish the inducement for overdriving, the method of paying the overseers by crop shares, which commonly prevailed in the colonial period, was generally replaced in the nineteenth century by that of fixed salaries. As a surer preventive of embezzlement, a trusty slave was in some cases given the store-house keys in preference to the overseer; and sometimes even when the master was an absentee an overseer was wholly dispensed with and a slave foreman was given full charge. This practice would have been still more common had not the laws discouraged it.[19] Some planters refused to leave their slaves in the full charge of deputies of any kind, even for short periods. For example, Francis Corbin in 1819 explained to James Madison that he must postpone an intended visit because of the absence of his son. "Until he arrives," Corbin wrote, "I dare not, in common prudence, leave my affairs to the sole management of overseers, who in these days are little respected by our intelligent negroes, many of whom are far superior in mind, morals and manners to those who are placed in authority over them."[20]
[Footnote 19: Olmsted, Seaboard States, p. 206.]
[Footnote 20: Massachusetts Historical Society Proceedings, XLIII, 261.]
Various phases of the problem of management are illustrated in a letter of A.H. Pemberton of the South Carolina midlands to James H. Hammond at the end of 1846. The writer described himself as unwilling to sacrifice his agricultural reading in order to superintend his slaves in person, but as having too small a force to afford the employment of an overseer pure and simple. For the preceding year he had had one charged with the double function of working in person and supervising the slaves' work also; but this man's excess of manual zeal had impaired his managerial usefulness. What he himself did was well done, said Pemberton, "and he would do all and leave the negroes to do virtually nothing; and as they would of course take advantage of this, what he did was more than counterbalanced by what they did not." Furthermore, this employee, "who worked harder than any man I ever saw," used little judgment or foresight. "Withal, he has always been accustomed to the careless Southern practice generally of doing things temporarily and in a hurry, just to last for the present, and allowing the negroes to leave plows and tools of all kinds just where they use them, no matter where, so that they have to be hunted all over the place when wanted. And as to stock, he had no idea of any more attention to them than is common in the ordinarily cruel and neglectful habits of the South." Pemberton then turned to lamentation at having let slip a recent opportunity to buy at auction "a remarkably fine looking negro as to size and strength, very black, about thirty-five or forty, and so intelligent and trustworthy that he had charge of a separate plantation and eight or ten hands some ten or twelve miles from home." The procuring of such a foreman would precisely have solved Pemberton's problem; the failure to do so left him in his far from hopeful search for a paragon manager and workman combined.[21]
[Footnote 21: MS. among the Hammond papers in the Library of Congress.]
On the whole, the planters were disposed to berate the overseers as a class for dishonesty, inattention and self indulgence. The demand for new and better ones was constant. For example, the editor of the American Agriculturist, whose office was at New York, announced in 1846: "We are almost daily beset with applications for properly educated managers for farms and plantations—we mean for such persons as are up to the improvements of the age, and have the capacity to carry them into effect."[22] Youths occasionally offered themselves as apprentices. One of them, in Louisiana, published the following notice in 1822: "A young man wishing to acquire knowledge of cotton planting would engage for twelve months as overseer and keep the accounts of a plantation…. Unquestionable reference as to character will be given."[23] And a South Carolinian in 1829 proposed that the practice be systematized by the appointment of local committees to bring intelligent lads into touch with planters willing to take them as indentured apprentices.[24] The lack of system persisted, however, both in agricultural education and in the procuring of managers. In the opinion of Basil Hall and various others the overseers were commonly better than the reputation of their class,[25] but this is not to say that they were conspicuous either for expertness or assiduity. On the whole they had about as much human nature, with its merits and failings, as the planters or the slaves or anybody else.
[Footnote 22: American Agriculturist, V, 24.]
[Footnote 23: Louisiana Herald (Alexandria, La.), Jan. 12, 1822, advertisement.]