I have now pointed out some of the principal faults of servants, and indicated what I believe to be some of the causes of those faults. Alluding, in passing, to some influences which it seems to me might be made available in correcting some of these faults, I have yet to mention what I conceive to be the most important reason of all for the general worthlessness of the class under consideration. And in noticing this I shall necessarily couple with that notice some suggestions which I firmly believe, if put into practice, will be exceedingly beneficial in producing the reform we all so ardently wish for. And I feel the less hesitation in saying this, because they are based upon no theory of my own devising, but upon principles which are everywhere recognized and acted upon, except, singularly enough, in the conduct of our domestic affairs. To be brief, then, I attribute the greatest of the evils of our system of domestic service to a want of business management in our domestic affairs.

A wife, in the truest sense, is her husband's most important business partner—his partner in a more complete and comprehensive sense than any other he can have. It is not, as many seem to imagine, the business of the wife to spend the money the husband earns. She is as much bound to forward the mutual prosperity as he is. The household is her department of the great business of life, as her husband's is the store, the manufactory, or the office. Her department does not embrace the conduct of great enterprises, bargains, speculations, etc.; she has only to remember and act upon the brief, simple maxim: 'A penny saved is a penny earned.' In this way she can greatly advance the common weal. If she fails to act constantly upon this principle, she is an unfaithful and untrustworthy partner, and is as much, to blame as if her husband were to neglect his stock, his shipping, his contract, or his clients. Why should the husband be expected to manage his part of the business upon sound and correct business principles—system, responsibility, economy—while his helpmeet is letting hers go at loose ends, with a shiftlessness which if he should emulate would ruin him in a year?

Now what is the principle upon which every good business man manages his affairs? Why, simply that of sovereignty. In his domain his will is law, and no employé dare question it. He has to deal with the male counterparts of Bridget and Catharine, as porters, laborers, sometimes as cooks and waiters; but he has no trouble. The 'independent' man soon goes out of the door. If he be a manufacturer, he does not allow his employés to help themselves to his stores and material. He keeps, if he is a sensible man, his stock under lock and key, and exacts a rigid accountability in their use. What is to prevent the introduction of just such a system of accountability in the family economy? 'Why,' say many housekeepers, 'we would not dare to lock up our butter, and eggs, and flour, and sugar; we could not keep a girl a day if we doled out our stores and held our servants responsible for their economical use.' But, dear, doubting mesdames, your business partner does this every day, and we should like to see the clerk or apprentice who would even 'look black' at him for doing it. Perhaps your business partner has to employ girls; if so, he has many Irish among them; don't they stand his manner of doing business, without grumbling? If they don't, they find another shop, that's all. Suppose this case: A manufacturer of jewelry reasons as you do. He says: 'I cannot keep my hands satisfied unless I give them free access to my stock of gold, silver, and diamonds. I must throw open my tool drawers, so that they can help themselves; and I must not ask how much material this or that manufactured article has taken to make.' That man would have to shut up shop in a year, even if he were not robbed of a dollar. Now, I ask, is it fair to expect the husband to be orderly, systematic, and business-like, and to superintend his business himself, while the wife surrenders her legitimate affairs to the hands of ignorant and irresponsible subordinates?

But the female partner of the shrewd man of business, or the plodding, hardworking mechanic, may be inclined to say, 'I hate business,' and to think it hard that she should be called upon to regulate her household affairs upon any such severe and rigid rules. But, my dear madam, apart from the clear fact that it is your duty to manage your household wisely and prudently, which we have seen cannot be done without business system, of which you must be the head, I assure you that such a system is neither intricate nor vexatious. It does not necessarily entail upon you the least participation in the actual labor of the family. It does not absolutely require your personal presence at the scene of those labors, although the woman who considers it beneath her dignity to go into her kitchen, has no more business to undertake to keep house than the master mechanic, who is too proud to enter his workshop, has to try to carry on a shop. The absolutely essential thing is that yours should be the directing and controlling mind, and that to you every one in your employ should be held rigorously responsible. Now don't tell me that such a system cannot be introduced with the present race of servants; that you would be left half the time without anybody to do your work; that until mistresses can combine to lay down rules for the better regulation of domestic service, you must submit to the present evils. You are not justified in assuming any of these things to be so, until you have honestly and thoroughly tried the experiment in your single household. To make such a system work, it is of course necessary that your servants should be made to understand perfectly certain facts, which you should take pains distinctly to announce to every new domestic you engage. They are so plainly just and reasonable that the most captious servant cannot take exception to them as a matter of principle. It must depend upon your persevering spirit and firm hand that they do not fail in practice. First, you should tell your servant that, employing them at a stipulated rate of wages, to do certain, work, their time belongs to you. Tell them that you insist upon their being absolutely under your direction and control, that you expect to grant them all reasonable privileges, but that they must be regarded as privileges, and not as rights. Tell them distinctly that, if you prefer to keep your stores under lock and key, it is not because you suspect their integrity, but because you consider it as your business as a housekeeper to know what is the cost of your living. Tell them that you are in the habit of keeping an accurate account of your expenses, and that, in consequence, it is necessary that you should know of every cent that is expended. If these facts are clearly made known and consistently acted upon, much of the trouble of managing servants is done away with.

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