assured a tip for himself. The
company or the restaurant business is a vague fact, while the man
hovering over your berth or table is a most tangible relation. His art
is to make the patron feel that he is responsible for the careful
attentions. In a subconscious way the patron knows that the price of the
ticket or the food includes the service (wages of the porter or waiter)
but the obsequious alertness of the attendant overshadows this
knowledge. It is present personality versus an abstract entity known as
company or restaurant. Hence, though the price of the ticket or the
payment of the check pays for the porter's or waiter's service, the
patron has been made to feel a second obligation which he discharges
with a tip.

CLOAKROOM TACTICS

Thus tipping involves two payments for one service. Servitors
understand clearly the psychology of the sense of obligation from
experiment even though they could not read understandingly a book on
psychology. A trial in Detroit over the division of the tips in the
cloak-room of a restaurant furnished the following proof:

"'How do you make people "cough up"?' queried the judge.

"'When they are going away I brush them down, and if they don't
give me something I take hold of their lapel and say, "Excuse
me," and brush them again. I pretend that's the only English I
can speak. If they don't give me something then I hold on to
their hats until they do give me something. I made $12 the first
day I worked at the place.'

"'Why did you pretend you could not speak English?' demanded the
judge.

"'The more English you know the less tips you get.'"

This morally obtuse hat-boy knew that the average person does not want
something for nothing when dealing with serving persons, and he
exploited this trait to the maximum. Pullman porters and high grade
waiters are more polished in the use of the same method, but it all
gets back to the idea of creating a sense of obligation by actual or
pretended service beyond the expected.

Undoubtedly, a rigid adherence to the letter of duty would result in
service that would be unsatisfactory, but this is to be surmounted
rightly by the employer requiring flexibility of service from
employees--not by the public paying extra for affability, courtesy and
attentiveness.

SECOND INGREDIENT, PRIDE

Anxiety to cut a good figure before servants or allied classes of
personal workers is a rich vein of pride whi