Needed — 'a dose of unemployment’

Press, 14 December 1977, Page 10

Needed — 'a dose of unemployment’

A good dose of unemploy* ment might be the best thing that could happen to workers who wanted more money but were not prepared to work to increase production, two retiring executives of A. M. Satterthwaite and Company, Ltd, said. Choosing their words carefully, the managing director, (Mr H. D. Smith) and a director and former manager of the company’s paper department (Mr J. C. Carr) said that “changing circumstances might reduce the ease with which jobs could be obtained, and make people value them a lot more. “People are more interested in money today than they are in doing a worthwhile job,” Mr Carr said. People want more money," said Mr Smith. “If they don’t get it they go on strike. If they do get it, do they try that little bit harder to increase production? They do not.”

He did not know what the answer was except perhaps |a little more of the kind of i economic conditions that put | “three men outside the same (door seeking the same job.” “Mind you, if we have that, we blame the Government, don't we,” he said. Unemployment figures were misinterpreted; people did not realise that they contained the numbers unemployable because of physical disability. The ‘average New Zealander was reasonably content with his wage, but he was controlled by a militant union leadership. “The militant kind are always on tap,” said Mr Smith. “The other kind aren’t. The country can’t afford it.” Satterthwaites was not a company that would feel the predicted economic slump as hard as firms dealing in “fancy goods,” Mr Smith said, but it would have to make economies where it could. Instead of looking once at expenses, the firm would be looking twice from now on, he said.

Mr Smith joined Satterthwaites when he was in New Zealand on holiday from Australia in 1933. He met the managing director (Mr A. M. Satterthwaite) in Christchurch at a cricket match — he later played representative cricket himself — and was taken on to ! head the new carpet depart-

ment, as the company’s fifth member of staff. The company now has 250 employees with branches in the main centres and some provincial towns. Mr Smith put the company’s expansion down to the forceful drive of Mr Satterthwaite, and staff loyalty. A policy of promotion opportunity for employees encouraged many competent staff to remain. Mr Carr, who is retiring after 32 years with the firm, said the breadth of the company’s diversification helped keep it on even keel in changing economic circumstances. Declining sales in one department could be offset by increased sales in another. However, the company could not afford to diversify further. Expansion now had to be contained in fields related closely to its present product lines. Company policy during

his time had changed from an emphasis on importing local production, Mr Carr said. “We only import ‘ what cannot be produced in New Zealand. Local industry has taken the place of overseas exporters in many cases. Our accent now is on distributing locally manufactured products.” Retirement plans are not complete yet. Mr Smith wants to reduce his golfing handicap, improve his bowls, try his hand at some gardening — he has bought a glasshouse — and perhaps fake a trip somewhere. He had had a great deal of satisfaction from his managing directorship, and the “place had become part of him.” Mr Carr wants to improve his tennis. He was a senior player with United, and is now in the veteran class. He also has bought a glasshouse.