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Show Mood from the brain and thus gives slower and less accurate work." J'y' 3 o'clock the machine, the wholo ofllce force la going at its best again aDd keps this up till within three-quar-tere or half an hour of stopping time when things slow up again. The last half hour In almost any office, will j fccnf-nily not vl-i-ld in results what t"n minutes will d-irlng the bert part of the day. Under the present nine-hour system sys-tem the workers have less time to rest, and especially in winter les time in the open air and the sun. "All work and no play makes Jack a dull boy," the railroad men know all too well, and the nine-hour day leaves llttlo time for recreation. The six-hour six-hour day Is supposed to close at 2 o'clock in tho afternoon, which gives ample time for rest and per?onal affairs af-fairs If the six-hour day Is tried out on a somewhat large scale In actual practice prac-tice tho results accomplished mut at leant equal the present system or It will be considered a failure and will be given up. It is claimed for the six hour idea that the workers j will actually accomplish more In six hours under cno long, steady pull, than they will In tho whole divided day as at present. So far tho matter is but a theory, but It has excited much dls cusslon in Salt Lake railroad offices of late. Odd as it may seem, many of the clerks are quietly opposed to the Idea. "It sounds all right," said one of them recently, "but who would expect to sco the office closed at 2 o'clock when there was a rush of work on? It would be on the farmers' eight-hour system eight hours before dinner and eight hours after dinner. Judge Men by Results. "There are many men who never Judge by results. All they can Fee Is the effort a man makes, not what he accomplishes The man who makes the hardest work of his Job. who puts In the longest hours and pets tho least results, this man Is all too often thought to be doing the hardest hard-est and best work. A man right along side of him, by tho use of a llttlo modern system and gray matter, may put forth only half the effort In two-thirds two-thirds of the tlmo and be thought a loafer by a poor boss, although he gets far better results. "Those bosses who Judge by results re-sults will approve tho six-hour dny if It gets more work done, but the other kind of boss, and he is in the big majority, who wants to see everybody buny for every minute he can get them to stay In the office, this Kind of a man would soon try a lunch hour after thu day's work, and then another six-hour rush "The idea is all right, but it depends de-pends entirely on what kind of a man Is in charge of the ofllce. The six-hour continuous day would certainly cer-tainly weed out the poor men, but it would not weed out the poor boss It would make him worpe. "How to make a perfectly fair test of the new Idea Is hard to say. An office lull of good men under a poor boss would intentionally do poor work under tho six-hour plan Just to get back to tho present Bystem, so as to protect themBelves On the other hand, a good boss with a poor ofllce would have to go back to the present By6tem So how could any one tell, under the circumstances which are seen everywhere in both phases, as there are as many, poor bosses as there f.re poor men whether the six-hour six-hour Idea was a good one or not? It would fail In each case from exactly opposite reasons. SIXHOURDAY IDEA MEETS WITH DOUBT 1 The auditing department of the Har-rlman Har-rlman lines is considering the adoption adop-tion of a six-hour continuous day in place of tho present two four-hour periods per-iods with a lunch hour between. It is said that the idea is now being tried on a orr.all experimental scale in the San Francisco office, and the results are awaited with interest Tho six-hour continuous day is Baid to be practical only to certain departments de-partments and Is not desirable when the workers come In contact with the public or when their work is depend c-Dt on the actions of outsiders, such as ticket agents or gate men. The six-hour day is supposed to go through without a moment's 6top, and to any position where outsfde .Influences mako stops unavoidable, or in an office of-fice that mu6t b open to the public from 8 o'clock till 5 or 6 o'clock, the elx-hour day does not well apply. Then there- are certain classes of work that take tlmo rather than concentrated con-centrated effort, like the work of a conductor or a fireman who can do only so much work In ao much time, whoso result are necessarily limited limit-ed by circumstances rather than by his own efforts, to such positions the elx-hour day is not applicable. On tho other hand, like In the auditing audit-ing department, the work requires concentration con-centration and the cioeely interwoven co-operation of many different minds. If one cog in thl3 machine is late it delays the whole machine more or Iosb. Work starts In the morning rather slowly and by fits and Jerks it Is nearly an hour before everything Is going smoothly end has been speeded speed-ed up to the limit Then noon approaches, ap-proaches, and the machine begins to Blow down, both as a whole and as a collection of Individuals, Preparations Prepara-tions are made to stop work, much as a train Is slowed down before stopping. stop-ping. Noon Is Not Rest. Noon Introduces practically no rest thai resultB in better work in the office. of-fice. The workers have food In their stomachs, which tends to keep the |