Sis-boom-bah! For Amalgamated Sponge

To justify these beliefs the NIRA has sponsored various psychostatistical surveys aimed at isolating the cosmic truths (cosmic enough, that is, to satisfy stockholders) of industrial recreation. One of the most ambitious of these research projects was conducted by the Industrial Relations Center of the University of Minnesota. Much of the lengthy report, entitled Does Industrial Recreation Pay? was devoted to the kind of thing dear to the hearts of all inquiring sociologists, i.e., burial of the obvious under mounds of statistics. By way of example, in this survey a formidable mathematical chart was said to prove that "as the distance between employees' homes and the plant increases, participation decreases."

When it came to what might be considered the gut issues—does recreation cut down absenteeism, accidents, complaints?—the survey was less outspoken. It leaned heavily on the "yes, but perhaps no, and then on the other hand" approach. What it boiled down to was that while an employee who plays soft-ball may be less likely to be absent or malinger, it is impossible to be sure of it without additional surveys.

One truth that is self-evident is that if corporate executives, union officers and employee clubs had waited to get a statistical O.K. from the social scientists, there would be precious little ping-pong played in industry today. Practically, because of what they spend, and rhetorically, according to testimonials that appear regularly in Recreation Management, the journal of the NIRA, managements have clearly bought the idea that industrial recreation is good and is bound to get gooder. As examples:

?"If, through industrial recreation programs, we can attract our people's minds and their hands to interests outside their particular vocations, then we'll have made a valuable contribution to their lives."—Murray D. Lincoln, President, Nationwide Insurance Companies.

?"Recreation obviously promotes physical and mental health by providing a change of pace from routine jobs, noise, tension and fatigue."—Robert G. Dun-lop, Director and President, Sun Oil.

?"Planned industrial recreation is beyond doubt a potent contribution to plant morale and is reflected in more and better production."—John B. Clark, Director of Industrial Relations, Northrop Corporation.

All of these pieties have a similar ring, as well they should, for they all reflect a centuries-old Anglo-Saxon article of faith: a man who plays games is a right guy.

Throughout industry the current style is to support and defend industrial recreation for what might be called the spiritual and mental health value of the thing. However, Don Neer, as resident metaphysician of the NIRA, believes this may change. "I look for more emphasis on physical fitness, particularly at the executive level," predicts Neer. He cites such firms as General Dynamics/ Fort Worth, Gates Rubber Co. of Denver and Allen-Bradley Co. of Milwaukee, all of which have built gymnasiums, calisthenic areas and weight-lifting rooms as well as expanded their fitness programs. (Just to keep things in perspective, there is the Lockheed experience. Last year employees were circularized regarding their interest in a physical fitness program. Six out of 22,000 were interested.)

"It could well be in five years that some sort of daily physical workout will be as much a part of executive life as the business luncheon," continues Neer. "Let's face it, executives who suffer from obesity, excessive fatigue and tension are potential coronaries because of lack of physical conditioning. They are as much a concern to their corporation as if they were alcoholics."

Neer also believes that there may be a swing toward more and better athletic competition between plants. "Not necessarily varsity sports as in the old days, but something like the nonscholarship competition that some colleges are turning to now. Maybe we have gone a little too low-pressure. You can't expect to divorce sports from competition. Interplant leagues are a natural, and they stimulate participation."