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defended their hoarding practices on the basis that they needed a 10 to 20% average to combat absenteeism. In 1962, 8.1% of all hours worked were lost because of absenteeism. In the shipbuilding industry in that year one man out of twelve was absent daily.

Mr. McNutt reported in 1942 that although he likened his task to curing measles spot by spot, he had accomplished much on the basis of voluntary cooperation.[[footnote]]8 It should be obvious, however, that he did not approach application of his own principle of utilization of manpower -- the placing of the right man at the right place at the right time. Some of his "right men" were in the armed forces through application of selective service; others refused to be attracted to certain areas where labor shortages existed; management could not be persuaded to use Negroes, aliens, and women without discrimination; non-essential peacetime industry flourished and held "right men" from "right jobs."[[footnote]]9 It should be obvious that more than voluntary cooperation is needed to assure the placement of qualified individuals of the labor force in positions where they can best contribute to the mobilization of industry for war. The foregoing description of the difficulties encountered in the administration of manpower during World War II should indicate that considerable waste of time occurred in mobilizing industry for war. The waste of this time in a  future war may well result in the defeat of this nation.

It has been emphasised that because of the belief that there would be no shortage of manpower in World War II, no plans were made for the utilization of manpower. As late as 1939, there was no published annex to the

[[footnote]]8 Ibid, p. 125.
[[footnote]]9 J. J. Corson, [[underlined]] Manpower for Victory[[/underlined]], p. 115ff.

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