Wanted, a Young Woman to Do Housework Business principles applied to housework by Barker, C. Helene - PART III

Wanted, a Young Woman to Do Housework Business principles applied to housework

PART III

EIGHT HOUR SCHEDULES IN THE HOME

Eight hour schedules for one employee. Eight hour schedules for two employees. Eight hour schedules for three employees.

EIGHT HOUR SCHEDULES FOR ONE EMPLOYEE

The schedules given in the following pages have been in actual practice for a sufficient length of time to prove that they can be relied on to produce satisfactory results, although no doubt many housewives will find that some of them must be modified to meet special requirements in their homes.

Two very important points must always be borne in mind in order to obtain the greatest advantage from an eight hour schedule, especially in families where only one employee is engaged to do the housework.

The first point is this: the housewife ought only to make her working schedule _after_ she has carefully studied her own comfort and convenience in regard to the hours she considers the most important of the day for her to have help in her housework.

The second point is for the housewife to reserve for herself the entire freedom of the eight hours during which her employee is on duty, for then she can place, or she ought to be able to, the full responsibility of the housekeeping upon her employee.

By adhering strictly to these two points, the housewife will soon perceive that she can dispense with the services of her employee for the remaining hours of the day without much inconvenience to herself or her family. She may even find it more pleasant than otherwise to be relieved from the sight and sound of household work, for at least a few hours a day, when she is in her own home.

Possibly the housewife who has but one employee will not accept with alacrity the proposition of allowing her to be off duty for an entire day once a week, for unless she be willing to do the necessary work herself on that day, she must engage a special person to take the place of her regular employee. But many families engage a woman to come once a week to help with the washing and house-cleaning, especially when they have only one household employee. If this woman came on the day the regular employee was away, she could relieve the housewife of all the housework that could not be postponed until the next day.

SCHEDULE NO. I

When only one employee is engaged in a private home, her services are needed more at meal time than at any other time of the day, especially if small children are in the family. As the hours for the three principal meals are about the same everywhere, the following schedule is a very useful one.

From 7 A.M. to 10 A.M. 3 hours From 12 M. to 3 P.M. 3 hours From 6 P.M. to 8 P.M. 2 hours ------- 8 hours

In the morning from seven to ten o'clock, the employee had ample time to prepare and serve breakfast and wash up the dishes afterwards, and do the chamberwork. The three hours from noon until three o'clock were filled with duties that varied considerably each day. Luncheon was served at one o'clock; it was but a light meal easy to cook and easy to serve, therefore the time from two to three o'clock was usually devoted to ironing, or mending, or cleaning silver, or polishing brasses, or preparing some of the dishes in advance either for dinner that evening or for luncheon the next day. Two hours were sufficient to cook and serve dinner and wash up the dishes afterwards. A woman came once a week, on the day the employee was off duty, to do the family washing and assist with the general housework. She also did some of the ironing; the rest of the ironing was done the next day by the regular employee.

This schedule has been tested, not merely once for a few months, but several times, and not with the same employee, but with different employees, and it has always been most satisfactory.

It may seem doubtful to those who have never had their housework done on schedule time that the work can be completed in the time stated, but the greatest incentive that an employee can have to work quickly and well, is to know that her position is as good as any she can find elsewhere, and that when her work is over she is free to do exactly as she pleases with the remainder of her time.

SCHEDULE NO. II

The following schedule is very different from the preceding one, inasmuch as the housewife did not consider it necessary for her employee to be on duty in the middle of the day. There were no children in this family and as the housewife was alone in the day time, she very frequently went out for luncheon. She concluded therefore that it was the best time of the day for her to dispense with the services of her employee, whose working hours were arranged thus:

From 7:30 A.M. to 11:30 A.M. 4 hours From 4:30 P.M. to 8:30 P.M. 4 hours ------- 8 hours

By half past eleven in the morning, all the usual housework was finished, and the employee went home; she returned at half past four in the afternoon, in time to attend to five o'clock tea and dinner. Once a week, on alternate Saturdays and Sundays, she had a “day of rest.” On these days the housewife got breakfast ready herself, after which she did as much or as little of the regular work as she chose. It is not difficult to reduce housework to a minimum on special occasions. The family, which was a small one, consisting of three adults, usually went out to dinner on these alternate Saturdays and Sundays.

SCHEDULE NO. III

In this schedule, the employee's work is divided into two periods, with one hour for rest between. The family consisted of a man and his wife, who lived in an apartment. The hours of work were as follows:

From 12 M. to 3 P.M. 3 hours From 4 P.M. to 9 P.M. 5 hours ------- 8 hours

The housewife was very fond of entertaining, and she chose an employee who was an excellent cook and a very good waitress. In consequence she was able to place the entire responsibility of luncheons and dinners on her, and on days when no guests were present all the house-cleaning was done. As the employee did not report on duty before noon, the housewife was obliged to get breakfast herself. However this was a very simple matter, for her employee always set the table for breakfast the night before. The next morning it was very easy for the housewife, with the aid of an electric heater on the breakfast table, to heat the cereal, boil the water for the coffee, and broil the bacon or scramble the eggs, or indeed to prepare any of the usual breakfast dishes.

The employee did all the washing, ironing and mending each week, and although she came to her work only at noon, she accomplished as much work during her eight hours as if she began earlier in the day.

SCHEDULE NO. IV

Many schedules were tried before a really satisfactory one was finally chosen for a family of six: mother, father, four small children. The eldest child was seven years old, and there was only one household employee to help with the work. They lived in the country, and breakfast had to be served promptly at 7:30 A.M., on account of taking the early morning train to town.

Naturally, with only one employee, the housewife was compelled to do some of the housework herself, and until the following schedule was adopted, she had been in the habit of rising early, dressing the children, and getting breakfast ready herself. Her employee arrived later in the day and remained until after dinner at night. The comfort and general welfare of the mother were increased to such a remarkable degree by the new schedule, however, that it is well worth special attention.

The hours were as follows:

From 6:30 A.M. to 10:30 A.M. 4 hours From 11:30 A.M. to 3:30 P.M. 4 hours ------- 8 hours

Immediately upon arriving at the house, the employee went to the children and took complete charge of all of them. The two oldest dressed themselves, but of course the other two required help. After dressing them, she prepared breakfast. The cereal was always cooked the day before, and as a gas stove was used for cooking purposes, it was not hard to have breakfast ready promptly every morning at 7:30. Then the employee, having had her own breakfast before leaving her home, worked steadily until 10:30 A.M. During this time, the only work the mother felt she ought to do was to go out with her two youngest children; the other two went to school. She was always home again by 10:30, when her employee stopped working. The employee lived too far away to go home for lunch, and as there was no place in the neighborhood where she could go for lunch, she always brought it with her and ate it in her employer's house. During the hour she was off duty, the mother attended to some household duties herself, and she also bathed the two children, and put them to bed for their morning nap.

At 11:30, her employee reappeared on duty, and took full charge of the house and children until 3:30 P.M.; her work for the day was then over and she went home.

This schedule makes the mother stay home after half past three, but by that time all the real housework had been done by her employee. To give the children their supper and to put them to bed leisurely, was much easier work than to rise early and dress them hurriedly in the morning, and to get breakfast ready for the entire family. It was not much trouble to get dinner herself in the evening for her husband and herself only. The house was quiet, the children asleep, and there was no necessity of hurrying as in the morning. When she wished to give a dinner party, or to receive her friends, or to go to any entertainment in the afternoon after 3:30, she asked her employee to give her extra hours of work for which she paid extra. Once a week her employee had a “day of rest,” and on this day another woman was engaged to take her place.

This schedule enabled the mother to have many hours each day absolutely free from the children and household cares.

EIGHT HOUR SCHEDULES FOR TWO EMPLOYEES

It is much easier to plan an eight hour schedule for two employees than for one, and there is no limit to the number of different ways in which the sixteen hours of work may be divided, subdivided, and arranged to please the individual housewife. With two employees, it is no longer necessary for the housewife to remain at home while one is off duty, even for an hour, for one relieves the other without any cessation of work. Even on the seventh day, “the day of rest,” the housewife can always arrange to have her work done without doing it herself, in spite of the absence of one of her employees.

When a schedule is finally agreed upon, however, it must be rigidly enforced, for it is more important to keep to the hours specified when there are two employees than when there is only one. Although the housewife may be tempted to claim the privilege of changing her hours very often to please herself, since she is the employer, if she value her peace of mind, she will refrain from doing it. Only when the inevitable, the unforeseen, occurs should she make a change in her regular schedule. When one employee is off duty all day, the other employee can remain on duty the entire day; naturally this plan necessitates more than eight hours of work on that day, probably two or three more hours, but if on the day after or the day before, the employee be allowed to work two or three hours less than eight hours, the average of eight hours a day and six days a week is maintained.

Another example of what the housewife can do when one of her employees is off duty the entire day, is to make her other employee follow schedule No. 1. This enables her to keep to eight hours a day and at the same time the housewife does none of the housework herself.

SCHEDULE NO. V

With two employees it is a wise plan to arrange a schedule that makes the work of one employee commence the moment the work of the other ceases. This tends to promote punctuality without requiring special supervision on the part of the housewife.

The following schedule is admirably adapted to the every day life of the average family with two employees:

_First Employee_

From 7 A.M. to 11 A.M. 4 hours From 12 M. to 4 P.M. 4 hours ------- 8 hours

_Second Employee_

From 11 A.M. to 3 P.M. 4 hours From 4 P.M. to 8 P.M. 4 hours ------- 8 hours

All the washing, ironing, and mending of the family were done by the two employees, and they also took care of the children when necessary. Besides being good cooks, they were both excellent waitresses; in consequence it made no difference which one was on duty at meal time.

One employee only was in charge of breakfast; she came at seven o'clock in the morning, and worked steadily until eleven o'clock, when the second employee arrived. She then went out for her lunch, returning at twelve, and remaining on duty until four o'clock in the afternoon. She was then free for the remainder of the day.

The second employee, as soon as she arrived at 11 A.M., went through the house and finished any work that was not completed by the first employee. She worked without stopping until 3 P.M., then went away for her lunch; she returned at 4 P.M. to relieve the first employee whose work was over at four o'clock. The second employee remained on duty until 8 P.M.; she cooked and served dinner so quickly and efficiently that the housewife who had always been accustomed to have two employees, a “cook” and a “waitress,” on duty for dinner every night, found to her great surprise that one efficient household employee, working on schedule time, accomplished in the same time the work of two of her former “servants.”

SCHEDULE NO. VI

In this schedule the housewife wanted both her employees to help her with her two children. With this end in view, she made all the work of the house interchange with the care of the children; in consequence when one employee was off duty, the other could always be relied on to help with the children. This proved to be a very successful schedule, for it relieved the mother from being obliged to sit in the nursery as she was compelled to do every time her former “nurse” went downstairs to her meals, or had her “afternoon off.” But when the mother wished to be with her children, and that was very often, the employee who was in the nursery at the time, left the room immediately to attend to other household duties.

Both employees were on duty at 7 A.M., a most necessary arrangement where there are small children in a family. The first employee prepared and served breakfast for the family, while the other employee took full charge of the children, giving them their breakfast in the nursery, and taking them out afterwards for a walk. At 10 A.M., she returned with the children, and she was then off duty for two hours. The mother generally chose this time to be with her children; if however, she had any other engagement, the first employee was on duty until noon and could be called upon to look after them.

_First Employee_

From 7 A.M. to 12 M. 5 hours From 5 P.M. to 8 P.M. 3 hours ------- 8 hours

_Second Employee_

From 7 A.M. to 10 A.M. 3 hours From 12 M. to 5 P.M. 5 hours ------- 8 hours

SCHEDULE NO. VII

There are many families who may object to all the preceding schedules on account of the early hour in the evening for household employees to be off duty. When the housewife has never had her housework done on schedule time by an efficient employee, she may well think it impossible to have the dinner dishes washed up and everything put away in order by 8 P.M. However some families do not begin dinner before half past seven, or eight o'clock, or even later, but in these families, it is not unusual for the breakfast hour to be very late also. In consequence nothing is easier than to make a schedule for the day's work begin late and end late, without making any other alteration in it.

The following schedule, however, combines an early breakfast and a late dinner, in a family where only two employees were kept:

_First Employee_

From 7 A.M. to 12 M. 5 hours From 5 P.M. to 8 P.M. 3 hours ------- 8 hours

_Second Employee_

From 12 M. to 5 P.M. 5 hours From 7 P.M. to 10 P.M. 3 hours (or from 8 to 11 P.M.) ------- 8 hours

EIGHT HOUR SCHEDULES FOR THREE EMPLOYEES

The greater the number of household employees, the easier it is to make a satisfactory working schedule. But the temptation to specialize the work is greater, and should be carefully guarded against. It is just as necessary with three employees as with one for the housewife to insist that each one be capable and willing to do all kinds of work in the home, including sewing and taking care of children.

With three employees, the housewife ought to make them take turns in cooking and serving one of the three meals each day. This enables them to become familiar with the dining room and with the different dishes for each course; it also removes any feeling of embarrassment which naturally might be felt by an employee who is rarely called upon to cook or serve a meal.

To have an expert needlewoman in the house is a great boon to the housewife, and when she has three employees who can sew in her home, she ought to insist upon a great deal of sewing and mending being done by each one of them.

It is rare that the “servant” of to-day is a good sewer; in fact the housewife would hesitate to ask her to do even the ordinary mending, but when one engages household employees on an eight hour schedule, and when there are a hundred women to choose from, it is not hard to find several who sew well.

SCHEDULE NO. VIII

It is so easy to plan the housework for three employees that one schedule as an example seems quite sufficient, and the only thing that the housewife must remember is to make all the work interchangeable.

_First Employee_

From 7 A.M. to 11 A.M. 4 hours From 12 M. to 4 P.M. 4 hours ------- 8 hours

_Second Employee_

From 11 A.M. to 3 P.M. 4 hours From 4 P.M. to 8 P.M. 4 hours ------- 8 hours

_Third Employee_

From 2 P.M. to 5 P.M. 3 hours From 6 P.M. to 11 P.M. 5 hours ------- 8 hours

CONCLUSION

In conclusion it seems that a few words are necessary about families who need the services of an employee at night as well as in the day time. There are many mothers who do not wish or who are not able to take care of their children at night, and in consequence it is absolutely necessary to have an attendant. The present custom is to have the nurse or maid sleep in the same room as the baby, or in a room adjoining the children's bedroom, so as to be within call. But a woman who has worked all day, or even eight hours a day, should not have her sleep disturbed at night by taking care of children. No woman can be fit for her work the next day if she has not been able to secure the average amount of sleep necessary to health.

In many cases it has been proved that when a child does not sleep well at night, the nurse has taken upon herself the responsibility of giving it “soothing syrup” so as to keep it quiet. This is hardly to be wondered at when one considers the strain under which the nurse is kept day and night by taking care of a small child; besides the average nurse is generally ignorant of the harm caused by so-called “soothing syrups.”

If a child be sick, the mother should call in a trained nurse, that is if she can afford it, and when she has several employees, she can usually afford this extra expense. If the child or children be well, and the mother desires some one to attend to them at night, she should engage a woman who has no occupation during the day and who is willing to work at night. She should make a point of choosing one who sews well, so that the services of a seamstress might be combined with the duties of a night nurse. There is always some mending to do in all families and a woman who is clever with her needle might make herself very useful to her employer. Thousands of women sew by artificial light in dressmaking establishments and factories; in all probability just as many women could be found to sew by artificial light in private homes. Perhaps at first the novelty of working at night might deter women from taking a position similar to the one suggested above, but a woman who was really in need of work would not let the unusual hours prevent her from accepting it,

Many men work at night and it is not unlikely that many women would be willing to do it too. Women are not as timid as they were reputed to be in former years; they would neither scream nor faint nowadays at the sight of a little mouse scampering across the floor. Indeed quite recently the newspapers reported that a woman whose husband had just died had accepted the position of a night watchman, and she filled her new role so successfully that on one occasion she managed to seize a burglar and handed him over to a policeman.

This proposition of engaging a woman to work at night is only a suggestion, however, offered to those who find it absolutely necessary to have a domestic employee in their house at night. It remains to be proved if it could be carried out successfully.

But the great changes in housekeeping described in the preceding chapters are not mere suggestions nor theories of what might be done: each reform has already been put into actual practice. The result has been so extraordinary that one is impelled to believe that the only way to solve the Servant Problem is to apply business principles to housework in private homes.

Naturally such a revolution from methods now in vogue can not be wrought in a day, and the transitional period may be one of some difficulty and confusion for employer and employee alike who have spent a large portion of their lives under the old regime. But the revolution is imperative, and the ultimate benefit beyond calculation.

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