“I WANT A HAPPY STAFF”

Thames Star, Volume LIX, Issue 16787, 14 May 1926, Page 5

“I WANT A HAPPY STAFF”

SAYS MR. COATES. RAILWAY EFFICIENCY. EXPLAINED IN MAGAZINE. The policy of the Minister of Railways (the Right Hon. J. G. Coates) in respect to the working of the employees in the Railway Department is stated in the “New Zealand Railways Magazine,” which made its first appearance on Saturday in Wellington. “While emphasising the need of efficiency and still more efficiency,” says Mr Coates, “let me say that my conception of efficiency is not the ‘driving’ notion which obsessed the American ‘efficiency experts’ of a decade ago, but the reasonable and reasoned idea of increased service by co-oper-ative effort, by the adoption of more intelligent management, improved equipment and better arrangements for v the reduction of physical fatigue and nervous strain .among employees; the making of the workers’ tasks more interesting, thereby securing the fullest use of each human effort, rather than more effort from each human.” "I Want a Happy Staff. I'’ 1 '’ . “Emphatically,” he replied, in answer to a question by the interviewer, “I want not merely a contented staff, but a happy staff. I want our men to have pride in the service, and show it by putting enthusiasm into their jobs.” He desired to see more interest in railway life; expansion of its possibilities not only for personal profit, but for public appreciation; help towards conditions making for satisfaction in all ranks within the Department by reciprocal and mutual service, benefiting each other by the improvement of conditions of service for all.

Mr Coates admitted that previous to taking up his portfolio of Minister oi Railways he had had no experience in the management of industrial undertakings.

“Soon after taking over the portfolio of Railways,” added the Minister, “I came to the conclusion that many members of the Railway Service did not realise how important the success of the Department was to their own advancement.” A System of Marks. Mr Coates remarked that under a new system adopted for promotion in the service, and to provide vocational trairfing throughout the service to those requiring it, the outlook for members had been greatly improved. A definite establishment had been decided on for all branches and subbranches of the Department, to become operative after full inquiry by the Staff Superintendent, and thereafter to be departed from only in cases of emergency. A system of marking under an established standrad, which would ensure that special attention was directed to officers of special merit and ability, and, vice versa, to any demerits or disabilities, was being adopted in connection with the annual reports of controlling officers. Steps would be taken to ensure proper co-ordination in the marking, the reports when completed being subject to the careful scrutiny of the management. “I anticipate that this system will replace the round-table conference as soon as it is thoroughly installed,” added the Minister. Merit Paramount. In further development of the idea of giving all members equality of opportunity, applications would be called for the various senior positions falling vacant from time to time. It was hoped by this means to suit the convenience of members better than under the present arrangement whereby positions falling vacant were filled in rotative order, and members failing to accept such positions were, in general, required to stand down from promotion for two years. Under this system, the fact that a member might not choose to apply for a higher position falling vacant would not in any way affect his chance of securing appointment to any subsequent vacancy for which he might desire to apply. Merit would be the sole consideration. Included in the staff reorganisation problem was the question of regrading positions. This work was at present in hand.