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 vi Contents

HR Metrics 29
HR Analytics 30
Benchmarking 30
Balanced Scorecard 30
Human Capital Effectiveness Measures 32
HR and Quality Patient Care 32
Joint Commission (JCAHO)
and Healthcare Management 33
JCAHO Process 33
JCAHO HR Standards and Serious Adverse Events 34
Healthcare Reform and HR Practices 35
Case 36
End notes 37

C ha pter 3 Strategic HR Management 38

Healthcare HR Insights 39
Management of Human Assets in Organizations 40
Human Capital and HR 40
Human Resource as a Core Competency 40
Organizational Culture 42
HR Management Roles 42
Administrative Role for Human Resource 43
Operational and Employee Advocate Role
for Human Resource 44
Strategic Role for Human Resources 45
Human Resources and Strategy 45
Requirements for Human Resource
Contribution to Strategy 46
Human Resource Planning 48
Human Resources Planning Process 48
Environmental Analysis 48
Planning for External Workforce Availability 50
Economic and Governmental Factors 50
Geographic and Competitive Evaluations 51
Changes in the Conditions of Work 51
Changing Workforce Considerations 52
Planning for Internal Workforce Availability 52
Current and Future Jobs Audit 52
Employee and Organizational Capabilities Inventory 53
Forecasting HR Supply and Demand 54
Forecasting 54
Elements of Successful HR Planning 55
HR Management Challenges 58
Healthcare Reform and HR Practices 58
A Changing Workforce 58
Case 60
End notes 60

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 Contents  vii

C hapter 4 Legal Issues Affecting the Healthcare

Workplace 62
Healthcare HR Insights  63
Equal Employment Opportunity 63
Sources of Regulation and Enforcement 64
Major Employment Laws  65
Equal Employment Opportunity Concepts  66
Elements of EEO Compliance 68
EEO Policy Statement 68
EEO Records  68
Civil Rights Act of 1964, Title VII 72
Civil Rights Act of 1991 73
Executive Orders 11246, 11375, and 11478 73
Affirmative Action Program (AAP) 73
Managing Racial and Ethnic Discrimination
Issues 75
Sex/Gender Discrimination Laws
and Regulations  75
Pregnancy Discrimination 75
Equal Pay and Pay Equity 76
Managing Sex/Gender Issues  77
Sexual Harassment 79
Types of Sexual Harassment 80
Preventing Sexual Harassment 81
Disability Discrimination 81
Rehabilitation Act 81
Americans with Disabilities Act 81
Amendments to the ADA 82
ADA and Job Requirements  83
Claims of Disability Discrimination 85
Genetic Bias Regulations  86
Age Discrimination Laws  86
Age Discrimination in Employment Act 86
Older Workers Benefit Protection Act 87
Managing Age Discrimination 87
Religion and Spirituality in the Workplace 87
Managing Religious Diversity 88
Managing Other Discrimination Issues  88
Immigration Reform and Control Acts  88
Military Status Protections  89
EEOC Investigation Process  89
Employer Responses to EEO Complaints  90
Diversity and Cultural Competence Training 91
Ethics and the Law 92
Case 93
End notes  94

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 viii Contents

C ha pter 5 Job Design and Analysis 96

Healthcare HR Insights 97
Accomplishing Strategic Objectives through
Job Design 98
Productivity and Job Design 99
Nature of Job Analysis in Healthcare Organizations 99
Task-Based Job Analysis 100
Competency Based Job Analysis 101
Joint Commission Standards and Job Analysis 102
Uses of Job Analysis 102
Job Families, Departments, and Organization Charts 104
Job Analysis and HR Activities 104
Work Schedules and Job Analysis 106
Managing Flexible Work 108
Flexibility and Work–Life Balance 108
Legal Aspects of Job Analysis 108
Job Analysis and the Americans with Disabilities Act 109
Behavioral Aspects of Job Analysis 109
Current Incumbent Emphasis 110
“Inflation” of Jobs and Job Titles 110
Employee and Managerial Anxieties 110
Job Analysis Methods 111
Observation 111
Interviewing 112
Questionnaires 112
Computerized Job Analysis 112
The Job Analysis Process 112
Planning 113
Preparation and Communication 114
Conducting the Job Analysis 114
Developing and Maintaining Job Descriptions,
Job Specifications, and Performance Standards 114
Healthcare Reform and HR Practices 115
Job Description Components 115
Identification 115
General Summary 116
Essential Functions and Duties 117
Job Specifications 118
Performance Standards and Competencies 118
Disclaimer and Approvals 118
Case 119
End notes 120

C ha pter 6 Healthcare Recruitment and Selection 122

Healthcare HR Insights 123
Recruiting and Labor Markets 123
Labor Market Components 123
Healthcare Reform and HR Practices 125
Planning and Strategic Decisions Regarding
Recruiting 126

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 Contents ix

Internal versus External Recruiting 129

Flexible Staffing 129
Float Pools 129
Employee Leasing 131
Internal Recruiting 131
Job Posting and Bidding 131
Internal Recruiting Database 131
Promotion and Transfer 132
Current Employee Referrals 132
External Recruiting 132
Schools, Colleges, and Universities 132
Media Sources 133
Professional Associations 133
Employment Agencies 133
Executive Search Firms 133
Internet Recruiting 134
E-recruiting Media or Methods 134
Recruiting and Internet Social Networking 135
Recruiting Using Special Technology Means 135
Legal Issues in Internet Recruiting 136
Advantages of Internet Recruiting 137
Disadvantages of Internet Recruiting 137
Other Sources for Healthcare Recruitment 138
Clinical Rotations 138
Preceptorships and Internships 138
Fellowships 139
Summer Employment, Shadowing, and Volunteer Pools 139
Recruiting Evaluation and Metrics 139
Increasing Recruiting Effectiveness 140
Nature of Selection 141
Placement 141
Selection, Criteria, Predictors, and Job Performance 142
Validity and Reliability 143
Combining Predictors 144
Additional Legal Concerns 144
Selection Responsibilities 145
Reception and Job Preview/Interest Screening 145
Application Forms 147
Selection Testing 149
Ability Tests 149
Personality Tests 150
Selection Interviewing 151
Types of Interviews 151
Panel Interview 152
Criminal Background Checking 152
Legal Constraints 153
Medical Examinations and Inquiries 154
Making the Job Offer 155
Relocation Assistance 155
Case 155
End notes 156

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 x Contents

C ha pter 7 Organizational Relations and Employee Retention

in Healthcare 158
Healthcare HR Insights 159
Individual–Organization Relationships 160
Psychological Contract 160
Job Satisfaction and Commitment 161
Organizational Redesign and Morale 162
Employee Engagement and Loyalty 163
Employee Absenteeism 164
Types of Absenteeism 165
Controlling Absenteeism 165
Employee Turnover 166
Types of Employee Turnover 166
Measuring Employee Turnover 168
HR Metrics: Determining Turnover Costs 169
Detailing Turnover Cost 169
Optimal Turnover 170
Retention of Human Resources 170
Myths and Realities about Retention 170
Drivers of Retention 171
Organizational Career Opportunities 173
Rewards and Retention 174
Retention and Selection 176
Work–Life Balance 176
Healthcare Reform and HR Practices 177
Employee Relationships with Supervisors
and Coworkers 178
Retention Management Process 179
Conducting Exit Interviews 181
Retention Interventions 182
Evaluation and Follow-Up 182
Case 183
End notes 183

C ha pter 8 Training and Development in Healthcare

Organizations 186
Healthcare HR Insights 187
Nature of Training in Healthcare Organizations 188
Legal Issues and Training 188
Integration of Job Performance, Training,
and Learning 189
Healthcare Reform and HR Practices 190
Training as Performance Consulting 191
Organizational Strategy and Training 192
Strategic Training 192
The Training Process 193
Assessment of Training Needs 193

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 Contents xi

Training Design 194

Learner Characteristics 195
Instructional Strategies 197
Training Transfer 198
Types of Training 199
Orientation/Onboarding: Training for New Employees 199
Encourage Self-Development 200
Ongoing Training and Development 201
Delivery of Training 201
Internal Training 202
External Training 203
E-learning: Online Training 204
Evaluation of Training 205
Joint Commission Standards and Orientation, Training, and
Development 207
Developing Human Resources 208
Possible Development Focuses 208
Development Needs Analyses 209
Succession Planning 210
Benefits of Formal Succession Planning 211
Choosing a Development Approach 211
Job-Site Development Approaches 212
Off-Site Development Approaches 213
Management Development 214
Mentoring 215
Special Issues in Healthcare Employee Development 215
Academic and Credential Requirements 216
HR Development and Organizational Restructuring 216
Case 217
End notes 218

Chapter 9 Performance Management in Healthcare

Organizations 220
Healthcare HR Insights 221
Performance Management 221
Job Criteria 223
Performance Standards 224
Performance-Focused Organizational Cultures 224
Performance Appraisal 225
Joint Commission Standards and
Performance Appraisal 226
Conflicting Roles of Performance Appraisals 226
Decisions about the Performance Appraisal Process 228
Legal Concerns and Performance Appraisals 230
Who Conducts Appraisals? 230
Supervisory Rating of Subordinates 230
Employee Rating of Managers 231

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 xii Contents

Team/Peer Rating 231

Self-Rating 232
Outsider Rating 232
Multisource/360-Degree Rating 233
Healthcare Reform and HR Practices 234
Tools for Appraising Performance 234
Category-Scaling Methods 234
Comparative Methods 236
Narrative Methods 237
Combinations of Methods 239
Rater Errors 239
Recency 239
Central Tendency, Leniency, and Strictness Errors 239
Rater Bias 240
Halo Effect 240
Contrast Errors 241
Appraisal Feedback 241
Feedback Systems 241
The Appraisal Interview 242
Reactions of Managers and Employees 242
Effective Performance Management 243
Case 243
End notes 244

C ha pter 1 0 Employee Relations in the Healthcare Industry 246

Healthcare HR Insights 247
Nature of Employer–Employee Relations 248
Rights and Responsibilities 248
Statutory Rights 249
Contractual Rights 249
Implied Contracts 250
Employment Practices Liability Insurance 251
Employee Relations and Rights of Employees 251
Employment-at-Will 251
Wrongful Discharge and the Importance of Documentation 253
Just Cause 254
Due Process 254
Constructive Discharge 255
Work-Related Alternative Dispute Resolution 255
Balancing Employer Security and Employee Rights 258
Employee Records 258
Employees’ Right to Free Speech 259
Technology and Employer–Employee Issues 260
Honesty in the Workplace 262
Off-the-Job Behavior 263
Employer Drug Testing 263
HR Policies, Procedures, and Rules 264
Coordinating Policies and Procedures 264
Communicating HR Information 265

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 Contents xiii

Employee Discipline 266

Nonproductive Reasons for Not Using Discipline 266
Productive Reasons for Not Using Discipline 266
Training Managers 266
Healthcare Reform and HR Practices 267
Employee Relations Programs 270
Employee Assistance Programs 270
Employer of Choice Programs 270
Standards of Behavior 270
Case 271
End notes 272

Chapter 1 1 Labor Relations and Healthcare Organizations 274

Healthcare HR Insights 275
Unions in the Healthcare Industry 276
Why Employees Unionize 276
Why Employers Resist Unions 277
Labor-Relations Philosophy 278
Adversarial Relationships 278
Collaborative Relationships 278
Legal Framework for Union–Management Relations 279
Wagner Act (National Labor Relations Act) 279
Taft-Hartley Act (Labor Management Relations Act) 280
Landrum-Griffin Act (Labor Management Reporting
and Disclosure Act) 281
Civil Service Reform and Postal Reorganization Acts 281
Proposed Employee Free Choice Act 281
NLRA and the Healthcare Industry 282
The Unionization Process in Healthcare 283
Organizing Campaign 284
Authorization Cards 284
Healthcare and Bargaining Units 285
Representation Elections 287
Certification–Decertification 287
Contract Negotiation (Collective Bargaining) 288
Collective Bargaining Issues 288
Classification of Bargaining Issues 289
Collective Bargaining Process 290
Preparation and Initial Demands 290
Continuing Negotiations 290
Settlement and Contract Agreement 291
Bargaining Impasse 292
Planning for Strikes 292
Strikes, Lockouts, and Other Tactics 293
Contract Administration 294
Labor–Management Committees 295
Grievance Management 295
Grievance Responsibilities 295
Grievance Procedures 295

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 xiv Contents

Steps in a Grievance Procedure 296

Healthcare Reform and HR Practices 297
Case 298
End notes 298

C ha pter 1 2 Healthcare Compensation Practices 300

Healthcare HR Insights 301
Compensation Responsibilities in Healthcare
Organizations 301
Components of Compensation 302
Healthcare Compensation Approaches 303
Total Rewards 304
Compensation Philosophies 307
Decisions about Healthcare Compensation Levels 308
Perceptions of Pay Fairness 311
Legal Requirements for Pay Systems 312
Fair Labor Standards Act (FLSA) 312
Independent Contractor Regulations 315
Additional Laws Affecting Compensation 317
Development of a Base Pay System 317
Job Evaluation 317
Job Evaluation Methods 319
Legal Issues and Job Evaluation 319
Market Pricing 320
Wage Surveys 321
Different Pay Structures 322
Pay Ranges 323
Individual Pay 324
Rates Out of Range 324
Pay Compression 324
Issues Involving Pay Increases 325
Pay Adjustment Matrix 325
Seniority 326
Cost-of-Living Adjustments (COLAs) 326
Lump-Sum Increases 326
Healthcare Reform and HR Practices 327
Executive Compensation 327
Executive Salaries 327
Executive Bonus and Incentive Plans 328
Performance Incentives: Long-Term versus
Short-Term 328
Benefits for Executives 328
Executive Perquisites 329
Current Nature of Healthcare Executive
Compensation 329
Determining “Reasonableness” of Executive
Compensation 329
Case 330
End notes 330

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 Contents xv

Chapter 1 3 The Management of Benefits and Variable Pay

in Healthcare 332
Healthcare HR Insights 333
Strategic Perspectives on Benefits 334
Goals for Benefits 334
Benefits Needs Analysis 334
Funding Benefits 335
Tax-Favored Status of Benefits 335
Types of Benefits 336
Government-Mandated Benefits 336
Voluntary Benefits 337
Part-Time Employee Benefits 338
Security Benefits 338
Workers’ Compensation 338
Unemployment Compensation 338
Severance Pay 339
Retirement Security Benefits 339
Retirement Benefits 339
Retirement Plan Concepts 340
Retirement Plans 340
Individual Retirement Options 341
Legal Regulation of Retirement Benefits 343
Employee Retirement Income Security Act 343
Retirement Benefits and Age Discrimination 344
Social Security 344
Healthcare Benefits 345
Affordable Care Act (ACA) Requirements 345
Controlling Healthcare Benefits Costs 347
Increasing Employee Contributions 347
Consumer-Driven Health Plans 348
Healthcare Legislation Impacting Benefits Administration 348
Financial, Insurance, and Other Benefits 349
Financial Benefits 349
Insurance Benefits 349
Educational Benefits 350
Social and Recreational Benefits 350
Family-Oriented Benefits and the Family and Medical Leave
Act 350
Family-Care Benefits 351
Benefits for Domestic Partners and Spousal Equivalents 352
Time Off Benefits 353
Benefits Administration 354
Benefits Communication 354
Flexible Benefits 355
Benefits in the Future 355
Variable Pay: Incentives for Performance 356
Types of Variable Pay 356
Effective Variable Pay Plans 357
Individual Incentives 357
Group/Team-Based Variable Pay 358

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 xvi Contents

Healthcare Reform and HR Practices 360

Organizational Incentives 360
Successes and Failures of Variable Pay Plans 361
Case 361
End notes 362

C ha pter 1 4 Safety, Health, and Security in Healthcare

Organizations 364
Healthcare HR Insights 365
Nature of Safety, Health, and Security 365
Safety, Health, and Security Responsibilities 366
The Joint Commission and Safety, Health, and Security 367
Environment of Care 367
Infection Prevention and Control 367
Emergency Management 368
Legal Requirements for Safety and Health 368
Workers’ Compensation 369
Americans with Disabilities Act and Safety Issues 370
Child Labor Laws 371
Occupational Safety and Health Act 371
OSHA Enforcement Standards 372
Ergonomics and OSHA 374
Work Assignments and OSHA 374
OSHA Record-Keeping Requirements 375
OSHA Inspections 376
Critique of OSHA 378
Safety Management 379
The Organization and Safety 379
Safety and Engineering 379
Individual Considerations and Safety 380
Safety Policies, Discipline, and Record Keeping 381
Safety Training and Communication 381
Employee Safety Motivation and Incentives 382
Effective Safety Committees 382
Inspection, Investigation, and Evaluation 382
Measuring Safety Efforts 383
Healthcare Reform and HR Practices 384
Health 384
Healthcare Workplace Health Issues 385
Health Promotion 388
Security 389
Workplace Violence 390
Security Management 392
Employee Screening and Selection 393
Security Personnel 393
Case 394
End notes 394

Glossary 397
Index 405
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 Preface

Why a Book on Healthcare Human

Resource Management
As the authors of this textbook, we have long recognized the unique aspects of
healthcare human resource management (HRM) and the need for a textbook
specifically focused on this area. Collectively, we have experience in healthcare
HRM as practitioners, consultants, and professors. In this book, we provide
both the HRM student and the practitioner a comprehensive, focused source
of information on this important body of knowledge and specialized field of
practice.

Primary Audiences for This Book

There are several audiences that will find this book to be a useful resource,
including college and university students and faculty members, various HR
practitioners in healthcare organizations, and healthcare professionals and man-
agers in numerous fields where HRM issues affect organizational and individual
performance.

College/University Students
and Faculty Members
The importance of human relations skills and HRM knowledge for application
in the healthcare industry has grown due to the significant recruitment and re-
tention issues that exist for healthcare workers. Graduates of healthcare-related
administration/management degree programs must have a solid knowledge

xvii

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 xviii Preface

base of HRM topics to be successful in their careers. The types of courses that
are well suited for this text include:
• Undergraduate courses in human resource management offered to health-
care administration majors.
• Undergraduate human resource management courses that emphasize the
healthcare industry.
• Graduate-level human resource management courses offered in healthcare
administration programs.
• College curriculums for management tracks for degrees in:

°° Nursing Allied Health °

°° Respiratory Care Public Health °
°° Radiological Technology Health Promotion °
• Distance learning programs containing the courses and related to the degrees
described above.

Healthcare HR Professionals and

Healthcare Management Practitioners
HR management issues will continue to be a major focus for all individuals with
management responsibilities in healthcare organizations. Both the academic
and practical experiences of the authors have contributed to the book’s balance
between the theoretical and the practical aspects of healthcare HR. This balance
makes the textbook not only useful for the academic setting, but equally useful
as a reference for healthcare leaders and professionals with HR responsibilities.
Even highly experienced healthcare HR professionals will find the presentations
of both theory and actual healthcare organizational HR practices insightful and
informative.

Organization of This Book

The textbook includes 14 chapters; each chapter discusses a particular HRM
topic. Each chapter can be used in instruction as a stand-alone presentation, or
in conjunction with the other chapters. Regardless of the approach, this book
provides a comprehensive source of information on both theory and practice in
healthcare HRM.
Chapter 1 discusses the nature and challenges of healthcare HR manage-
ment through an overview of the current and future states of the healthcare
industry. The chapter also describes the various types of organizations that make
up the healthcare industry.
Chapter 2 presents a unique review of the competencies that are important
for healthcare HR professionals. The chapter discusses healthcare organizational

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 Preface xix

structures and the placement of HR departments within the organizational

structure, and HR budgets and staffing. The Joint Commission on Accreditation
of Healthcare Organizations (JCAHO) is also described along with the key qual-
ity standards that impact healthcare HRM.
Chapter 3 describes the importance of strategic HRM. The chapter
discusses the process and relevance of effective HR planning against the
backdrop of the most challenging HRM issues that confront healthcare
organizations.
Chapter 4 discusses the legal issues affecting the healthcare workplace,
with particular focus on equal employment opportunity regulations and issues.
­Chapter 5 reviews the importance of job design and analysis as it affects all
aspects of HRM in healthcare organizations.
Chapter 6 presents a comprehensive discussion on the critical topics for
healthcare organizations of recruitment and selection. The chapter includes a
discussion on strategic recruiting and an overview of various recruitment meth-
ods that are successful in the healthcare industry.
Chapter 7 explores employee retention, presenting many of the acknowl-
edged “best practices” that are achieving retention results in healthcare or-
ganizations. Given both the current state and the anticipated shortage of
healthcare workers, employee retention is one of the most important re-
sponsibilities that healthcare HR professionals and healthcare managers
have.
Chapter 8 provides a comprehensive discussion on training and development
in healthcare organizations. The JCAHO standards dealing with orientation and
training also are highlighted in the chapter, as they relate to the verification and
development of healthcare worker competencies.
Chapter 9 focuses on the topic of performance management. This chapter
includes a review of both the theoretical and practical aspects of establishing
performance criteria and developing and conducting performance appraisals
for healthcare workers.
Chapters 10 and 11 deal with the interrelated healthcare HR management
topics of employee and labor relations. Chapter 10 focuses on a variety of con-
cerns that affect how healthcare organizations manage their workers. Chapter 11
deals specifically with the complexities of managing healthcare workers who are
covered under collective bargaining agreements.
Chapters 12 and 13 present healthcare compensation, benefits, and vari-
able pay practices. Chapter 12 details the various compensation programs and
­processes, including executive pay plans, utilized in healthcare organizations.
Chapter 13 discusses the benefits and variable pay programs that make up the
total compensation provided to healthcare workers.
Chapter 14 describes the safety, health, and security issues in healthcare
organizations and how they affect HRM. The safety, health, and security con-
cerns present in healthcare environments are emphasized as part of health-
care HRM.

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 xx Preface

Textbook Features and Highlights

To enhance the readability and healthcare focus, there are a number of features
in the book, including:

Examples Specific to the Healthcare Focus

The healthcare environment is the focus of each HRM topic covered. “Best prac-
tice” examples appear throughout the text, enriching the discussion of current
theory.

Healthcare HR Insights
Each chapter begins with a “Healthcare HR Insight,” which is an example of
programs, solutions, and/or initiatives undertaken by various healthcare organi-
zations relevant to the topic covered in the chapter. Special attention has been
given by the authors to ensure that healthcare institutions of different types are
represented in the Healthcare HR Insights.

Healthcare Reform and HR Practices

Each chapter includes a feature discussing how the Affordable Care Act and
other healthcare reform initiatives have and will impact healthcare organiza-
tions and HR practices. The Affordable Care Act is the most sweeping legislation
of its nature in decades and has far-reaching implications for HR management.
Each feature presents a commentary on an aspect of healthcare reform and how
it impacts the topic presented in the chapter.

Study Aids
Figures, including illustrations, process maps, charts, and tables, are used
throughout the chapters to assist readers in examining the topics discussed.

Glossary: Key Vocabulary and Concepts

Key vocabulary and concepts are contained in the glossary. For ease of refer-
ence, these terms also appear in bold print in the text to alert readers that a
definition is included in the glossary.

Chapter-Ending Cases
At the end of each chapter, case studies are offered to allow readers to analyze
a case scenario that is relevant to the chapter content. The cases describe ac-
tual situations that have been experienced by healthcare organizations, but the
names have been disguised. The problems and issues to be analyzed are framed
by discussion questions at the end of the case.

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 Preface xxi

Supplemental Materials
In order to facilitate and enhance the use of the book by faculty members and
instructors, an Instructor’s Manual, Test Bank, and PowerPoint slides are avail-
able on the instructor support website accessible at www.cengagebrain.com:
Instructor’s Manual contents include:
• Chapter outlines
• Instructor notes
• Chapter-Ending Cases include recommended solutions
Test Bank contents include:
• Multiple-choice
• True/False
• Short essay questions
All questions include answers with reference to pages in the text.

Acknowledgments
There are a number of individuals who assisted the authors in the development
of this book and we would like to acknowledge them. Two who deserve special
recognition are Kathy Flynn and Kelly Kneflin, who were so supportive and help-
ful throughout the development of this edition.
Some other individuals whose ideas and assistance were invaluable include
Cassie Flynn, Gina Franklin, Chris Nohner, Gina Rens, and Angie Guillaume.

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Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
 Copyright 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
 About the Authors

Walter J. Flynn, SPHR, MBA

Mr. Flynn was born in Kentucky and currently resides in Minnesota. He is the
CEO of the human resources consulting firm of W.J. Flynn and Associates LLC,
based in Eagan, Minnesota. His firm specializes in working with healthcare orga-
nizations in all areas of human resources management. Mr. Flynn has published
numerous articles covering a wide array of HR topics.
Mr. Flynn’s education includes an MBA from Xavier University, Cincinnati,
Ohio; a BS from Northern Kentucky University; and advanced work in quality
management, diversity awareness, and strategic management. In addition, he
has attained the Senior Professional Human Resources (SPHR) designation
from the Society for Human Resources Management (SHRM).
In addition to his current consulting experience, he has more than 25 years
of HR practice and leadership experience, including: Vice President of ­Human
Resources for Cincinnati’s Children’s Hospital, Personnel Director for the
­Central Trust Co., and Managing Consultant for R. J. Kemen and Associates. He
currently holds a faculty appointment at Saint Mary’s University of Minnesota,
and has held faculty appointments at the University of Minnesota, University of
Cincinnati, Northern Kentucky University, and Thomas More College.

Dr. Robert L. Mathis

Dr. Robert Mathis is a Professor of Management at the University of Nebraska at
Omaha (UNO). Born and raised in Texas, he received a BBA and MBA from Texas
Tech University and a PhD in management and organization from the University
of Colorado. At UNO he received the university’s “Excellence in Teaching” award.
Dr. Mathis has coauthored several books and published numerous articles cover-
ing a variety of topics over the last 25 years. On the professional level, Dr. Mathis has
held numerous national offices in the Society for Human Resource Management
and in other professional organizations, including the Academy of Management.
He also served as President of the Human Resource Certification Institute (HRCI)
and is certified as a Senior Professional in Human Resources (SPHR) by HRCI.
xxiii

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Another Random Scribd Document
with Unrelated Content
 The Project Gutenberg eBook of Stephen H.
Branch's Alligator, Vol. 1 no. 15, July 31, 1858
 This ebook is for the use of anyone anywhere in the United
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Title: Stephen H. Branch's Alligator, Vol. 1 no. 15, July 31, 1858

Editor: Stephen H. Branch

Release date: June 11, 2017 [eBook #54894]

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*** START OF THE PROJECT GUTENBERG EBOOK STEPHEN H.

BRANCH'S ALLIGATOR, VOL. 1 NO. 15, JULY 31, 1858 ***
 Transcriber Notes

Obvious printer errors and missing punctuation

fixed. Archaic and inconsistent spelling,
variations in hyphenation retained.
The table of contents has been created and added
by the transcriber.
The cover has been created by the transcriber and
placed in the public domain.
James Gordon Bennett and Fanny Elssler. 1
Richard B. Connolly and other Conspirators 1
against my Liberty.
My Trial. 2
National Degeneration! 2
Does Mayor Tiemann know what became of 3
the Lime Kiln Man? Most horrible
disclosures! In God’s name, where are
the People?
Bennett, Greeley, and Raymond. 3
The Peter Cooper Institute! 3
Advertisements. 4
Volume I.—No. 15.] SATURDAY, JULY 31, 1858. [Price 2 Cents.
 STEPHEN H. BRANCH’S
ALLIGATOR.

James Gordon Bennett and Fanny Elssler.

Fanny’s Parlor.
Bennett (Softly knocks)—Fanny, dear, are you in?
Fanny—Who’s there?
Bennett—Thy friend.
Fanny—Thy name?
Bennett—James Gordon Bennett.
Fanny—Gracious Heaven! (She unlocks the door.)
Enter Bennett.
Bennett—Good morning, sweet Fanny.
Fanny—A kind salutation to my noble friend.
Bennett—Where’s Wyckoff?
Fanny—I don’t know.
Bennett—Will he return soon?
Fanny—I guess not.
 Bennett—Then come and sit in my lap.
Fanny—I will. (She bounds to Bennett’s knees.)
Bennett—Now kiss me.
Fanny—There! (Smack! smack! smack! and the last on his lips.)
Bennett—O! how sweet!
Fanny (archly)—You don’t say!
Bennett—Yes, I do.
Fanny—And so do I.
Bennett—Then give me another cluster of kisses.
Fanny—I’ll give you a dozen or a hundred, if you will only puff me
well, and fill the theatre every night.
Bennett—Have I not puffed you well, my darling?
Fanny—W-e-l-l—y-e-s. Wyckoff says I am increasing my popularity
every day. And now if you will only continue to puff me, my dear Mr.
Bennett, I will hug and kiss you, and love you ever so dearly. And do
you know that I intend to give your beautiful wife some precious
jewels?
Bennett—Wyckoff said you contemplated a splendid donation to
my fair lady.
Fanny—O yes, dear Mr. Bennett, the jewels are all purchased, and
your dear wife shall have them soon.
Bennett—Hush! fair creature! Don’t talk so loudly. Is the door
locked? I hear footsteps. Some one ascends the stairs. If you are
seen in my lap, old Mordecah M. Noah will get hold of it, and put it
in his Caudle Lectures, which bite me terribly.
Fanny—The door is locked, and you need not be afraid, as it is
only the servant coming to bring me some wine and water, and to
dust my parlor.
Bennett—Well, give me one more fervent kiss, and let in the
servant, and I will depart, and return soon, unless you expect
Wyckoff. It won’t do for us both to be here at the same time, you
know, eh?
 Fanny—I hardly think it will, although I love you both.
Servant—(Knocks.)
Fanny—Busy! (Servant goes down stairs.)
Bennett—Which do you love best—me or Wyckoff?
Fanny—I love you the best, dear Mr. Bennett. Most people call
Wyckoff the handsomest, but I think you are the prettiest man I ever
saw. Your voice is so sweet, and your complexion so fair, and your
features so Grecian, and your smile so lovely, and your heart so kind,
and your figure so commanding, and your eyes so expressive of a
large humanity. O, Mr. Bennett, I most dearly love you, and now I
desire to know if you love me, and how much? And before you tell
me, there’s another luscious kiss on your fragrant lips. And now,
dear friend, do tell me how much you love your grateful and
affectionate Fanny?
Bennett—O, I love you most ardently, and I have a mind to give
Wyckoff a touch of the Italian, and marry you, and hide ourselves in
some deep mountain glen of my beloved Scotland.
Fanny—O, if you would only do all that.
Bennett—What! kill Wyckoff, and marry you, and desert my
devoted wife and child?
Fanny—To be sure. Did you not say you would?
Bennett—O Heaven! Fanny! I am very nervous. Your extraordinary
fascinations will ruin me, and I must fly.
Fanny—Whither?
Bennett—To my office.
Fanny—What! Havn’t you the pluck to kill Wyckoff, and marry me,
and all my jewels, and the vast possessions I have acquired through
my grace and agility?
Bennett—Darm it, Fanny, no more to-day. Give me a parting kiss,
and I will go, and we will resume this delightful theme to-morrow,
when Wyckoff is promenading Broadway, or arranging your affairs at
the Theatre and the printing offices. So, good-by, my adored Fanny
—farewell, my precious solace and incomparable divinity.
 Fanny—A fond adieu, my charming admirer. Come again to-
morrow, or I shall die. (She cries like a female Crocodile.)
Bennett—Farewell.
Fanny—Farewell—my benefactor. O farewell!
(He goes, and Fanny leaps, and dances, and laughs, and screams,
and wildly rejoices over his departure.)
The reader must now imagine the lapse of many years.
Bennett’s Office.
Bennett—Mr. Hudson, don’t let Ross & Tousey have any more
Heralds for their country agents.
Hudson—Why?
Bennett—Because I learn that they have got all my little private
arrangements with Fanny Elssler stereotyped, and intend to publish
my connection and black mail operations with Elssler and Wyckoff,
which will mortify me extremely, and forever degrade me in the eyes
of the people, and of my wife and children.
Hudson—I will see that Ross & Tousey obtain no more Heralds.
Bennett—Give the order immediately, to expel Ross & Tousey
forever from our establishment.
Hudson—I will. (Rings the bell.)
Enter Paper Superintendent.
Superintendent—What is your desire, Mr. Hudson?
Hudson—Let Ross & Tousey have no more Heralds. They have
offended Mr. Bennett.
Superintendent—Is it possible? I’ll see that they get no more
Heralds. (He goes.)
(Hudson goes to Bennett’s private room.)
Hudson—I have given your order, and it will be instantly obeyed.
Bennett—That will suffice. (Hudson retires.)
(To be continued.)
 Richard B. Connolly and other Conspirators
against my Liberty.

In 1855, Richard B. Connolly said he would give me a clerkship in

the County Clerk’s Office, if I would not expose his unnaturalized
alienage. I declined his infamous proposition. He then got Alderman
John Kelly to read a letter to the Board of Aldermen, declaring that
he was born in Ireland, and first landed in Philadelphia, where he
got naturalized in Independence Hall, and that he valued the frame
that contained the evidences of his naturalization, more than any
piece of furniture in his house, and invited all to call at his residence,
and behold its graceful suspension on his parlor wall. I called, and
his wife assured me that her husband was absent, and that his
naturalization papers were in a trunk, and that he had got the key.
Alderman John H. Briggs called, when Connolly was at home, but he
was not permitted to see the evidences of his naturalization. Other
citizens, and many of Connolly’s most intimate friends called and
desired to see his naturalization papers, but he declined to show
them. I then went to Philadelphia, and got certificates from the
clerks of all the Courts, that Richard B. Connolly, of Ireland, was
never naturalized in the Philadelphia Courts, and I returned, and
published the results of my visit to Philadelphia in the New York
Times, and other journals, and also stated that Connolly strove to
bribe me not to expose his alienage. At the election of County Clerk,
which followed these events, Connolly did not vote, and when
taunted with his refusal to vote by his adversaries, he excused
himself on the ground that he had bet largely on several candidates,
and dared not vote. This was the very small aperture through which
he crawled. And this is the scamp who is to impannel the jury by
which I am soon to be tried for the alleged libel of Tiemann and
Cooper and Connolly’s most sacred friend, Simeon Draper, with
whom he was long a clerk, and with whom he has been connected
in schemes of plunder and political villainy for nearly a quarter of a
century. From Connolly’s notorious character as a sly and cunning
and treacherous rascal, and Jury Packer, and ballot stuffer, and
public robber, I have every reason to believe that he will pack the
jury that will try me. And he has four powerful motives for packing
my jury, and sending me to Blackwell’s Island: And firstly, to avenge
my exposure of his perjured alienage, and secondly, to prove his
fidelity to his old friend, Simeon Draper, and thirdly, to win the favor
of Tiemann and Cooper, and secure their support of him as
Comptroller, and fourthly, to incarcerate me while he seeks his
nomination and election as Comptroller, so that I cannot expose his
perjured alienage and nefarious crimes, during his efforts to obtain
an office, which will enable him to steal millions from the Treasury,
and thus rob the toiling millions of their bread and raiment and
shelter from the pitiless elements, and drive many a lovely virgin, of
sick and indigent parents, to the horrors of prostitution. In 1852, he
was almost penniless, but now he is worth a million of dollars, which
he has stolen directly from the pockets of the honest and laborious
classes, for whom he professes exhaustless love. With the Mayor
and nearly all the Executive Departments, and Connolly, Draper,
Sickles, Hart, and the Herald, Times, and Tribune, and other
journals, and Peter Cooper, and Ex-Mayor Kingsland, and other
millionaires against me, it seems almost impossible to escape a
sojourn at Blackwell’s Island, but I have confidence in God and truth
and justice, and I defy all the powers of earth to vanquish my soul.
And I most fervently thank the Great Disposer of Events, that if I am
consigned to a felon’s cell, it will not be for robbing the friendless
multitudes, like such thieves as Tiemann, Cooper, Draper, and
Connolly, who may not be incarcerated and tortured for their deeds
of villainy while living, although a terrible retribution awaits them
beyond the grave. Stephen, of old, was stoned for his virtues, and
Socrates poisoned, and the Saviour crucified, and a poor, humble,
and friendless being like me, may be imprisoned, and forced to die
in a dungeon, for exposing the public robbers of the present
generation. But I will not murmur at the terrible ordeal through
which I am about to pass. For my fidelity to the people, I may lose
my liberty. Be it so. And when the public thieves have consigned me
to a lonely and dreary cell, and my frail form slowly wastes away,
and I am forever gone, my absent soul will only crave a humble
mound, and the tears of the virtuous, to bless and fertilise the pretty
flowers that prance over my grassy hillock, in the mild summer
perfume.

Stephen H. Branch’s Alligator.

NEW YORK, SATURDAY, JULY 31, 1858.

STEPHEN H. BRANCH’S “ALLIGATOR” CAN BE obtained at all hours, at wholesale

and retail, at No. 114 Nassau Street, (Second Story), near Ann Street, New York.
 My Trial.

Mr. Sedgwick informs me that I will be tried on the first Monday in

August. I shall be ready, and I dare Mayor Tiemann to meet me on
that memorable day. It grieves me to know that my witnesses will
overwhelm him with disgrace, because his wife and children will be
degraded through all their posterity. But for Tiemann, and Peter
Cooper, and Edward Cooper, I have no sympathy, because they have
been recreant to the people, in their appointment of thieves and
assassins to the most lucrative and honorable offices. Daniel F.
Tiemann has been a hypocrite and a public thief, since he was
Alderman in 1838. Peter Cooper has been a public plunderer since
he was Alderman in 1828, and a heartless miser through all his
days; and Daniel and Peter are training young Edward to imitate
their pernicious example. Peter Cooper is the father of illegitimate
children, who reside in the vicinity of his Glue Factory, at Bushwick,
and Daniel F. Tiemann has long kept a mistress on Randall’s Island,
and committed other deeds of hell, as I will prove on the first
Monday in August. Let there be no postponement of the trial, as I
yearn for a conflict, that will consign the foes of the people to
undying infamy.
 National Degeneration!

What a consummate band of scamps wield the destinies of this

nation. From President to Treasurer, and Collector, and official
Sexton, all is black-mail, fornication, ballot-stuffing, and unblushing
robbery. Who can respect a President, who will permit such a villain
as James Gordon Bennett to be a guest at his table, and dictate his
domestic and foreign appointments, and demand the publication of
the “List of Letters” in his chameleon and most infamous Journal, to
the exclusion of the New York Sun, which has the highest city
circulation, and which should publish the Letters according to the
Acts of Congress. Did not Bennett first support George Law, and
then Fremont, down to the last hour of the election? And did he not
traduce Buchanan, as no other man in America? And why does
Buchanan kiss the rod that strove to smite him? And why does he
permit him to visit the White House, as his most distinguished
guest? Is it because he fears he will expose the motive of his
intimate relations with Daniel E. Sickles, and give some curious
reminiscences of Fanny White’s notorious tour in Europe, while Dan
was his Private Secretary and flying Minister to Spain? Ostensibly, it
was Buchanan’s fear of Bennett’s hostility to his Kansas views, but in
reality, it was his dread of Bennett’s disclosure of hellish domestic
events, during Fanny White’s European pilgrimage, that induced
Buchanan to proffer Bennett the freedom of the White House, and
that forced him to unite Bennett and Sickles in perpetual friendship.
I can show where Bennett squints at Dan and Fan and Buck in the
Herald, which shook the White House to its deep foundation. Two
famous harlots long kept Daniel E. Sickles and Emanuel B. Hart, and
the latter lives with a woman now, on the principles of Turkish Free
Love. Fanny White kept Sickles until he went to board with a dancing
master, whose wife he soon allures from the bed of her husband,
and drives him from his own house. He then seduces their daughter,
a mere child, who became six month’s pregnant. He now fears the
law, and gets Bishop Hughes to marry him to the lovely and youthful
creature of his seduction. He then introduces Mayor Ambrose C.
Kingsland to his wife’s mother, with whom Kingsland has sexual
intercourse. He then asks Mayor Kingsland to give him a certificate,
that he had been married six months before, to cover the pregnancy
of his wife. Kingsland hesitates, when Dan threatens to expose his
sexual intercourse with his wife’s mother. Kingsland becomes
alarmed and gives Dan the marriage certificate, and all is tranquil.
When Dan became James Buchanan’s Private Secretary, at the Court
of St. James, Fanny White visited London, and was very intimate
with Buchanan, and Dan gave her passports all over Europe, as Mrs.
James Gordon Bennett. Bennett ascertained this, and hence the long
and bitter quarrel between Dan and Bennett. Dan got the Hon. John
Wheeler to give Fanny White letters of introduction to certain parties
at Niagara Falls, as Mrs. James Gordon Bennett. Fanny White now
lives in New York, and Dan is still friendly with her, although she is
kept by another. Emanuel B. Hart was long kept by Eliza Pratt, who
got tired of him, and discarded him. He subsequently took a
notorious wanton, named Louise Wallace, from a house of ill-fame,
and lives with her now, and introduces her into the first circles of
society. Sickles is now a member of Congress, and the most
influential man under Buchanan in the White House, and Hart was
appointed by Buchanan, Surveyor of the Port of New York, which is
considered next in importance to the office of Collector. And yet
there are no earthquakes. And the people tamely submit to this
monstrous degradation. And these revelations may lead to a scuffle
of death between Sickles, Hart, and myself. But if I were sure that
my brains were to be strewn upon the pavement, I would disclose to
the American people, that their public servants are thieves, and
fornicators, and ballot-stuffers, and black-mailers. Public men who
will keep vile women, or (what is infinitely more degrading,) be kept
and fed and clothed by concubines, like Hart and Sickles, should be
exposed and loathed by all virtuous minds. And Buchanan should be
more despised than Hart and Sickles, for his known intimacy with
them for years, and with Fanny White, and for his appointment of
Hart as Surveyor, and for chopping off the heads of a hundred
worthy officials, at the instigation of such a notorious rake, and thief,
and ballot-stuffer as Daniel E. Sickles. Buchanan fears Sickles, Hart,
Bennett, and Fanny White! God of Heaven! How the national morals
have degenerated during the present century. At a recent dinner at
the White House sat the President, Bennett, Russell, Hart and
Sickles. The President sat beside Mrs. Dan Sickles—Bennett sat next
to Mrs. Judge Russell—Russell sat alone—Emanuel B. Hart sat next
to his Mistress, and Sickles next to Fanny White. What a mournful
sacrilege! Violated shades of Washington! Jefferson! and Jackson! O
Vernon! and Monticello! and the Hermitage! may thy hallowed
verdure be forever green and fragrant. And paralysed be the
monsters who trample thy mounds, and blight thy pretty violets. And
is there an American, or a naturalized foreigner whose cheeks do not
crimson at a bacchanal like this, in the sacred atmosphere of great
Washington’s mausoleum? What! Shall a gang like this be permitted
to desecrate the halls and seats once occupied by the most
illustrious patriots that ever graced the earth? O, Father of Heaven!
Do not abandon the honest Americans, nor the patriot pilgrims to
these happy shores, who still are grateful for Thy protection of their
immortal Fathers, and who will strive to elect men to wield their
destinies, who cherish Thee, and will legislate for the honor and
welfare and glory of their beloved country. Do not desert them, O
God! is the fervent prayer of millions of noble Americans, and of all
naturalized foreigners, who truly love Thee, and the free and sunny
land of their adoption.
 Does Mayor Tiemann know what became of
the Lime Kiln Man? Most horrible disclosures!
In God’s name, where are the People?

William O. Webb, now Superintendent of Potter’s Field, who was

appointed by the Ten Governors, sold and delivered last winter, five
hundred corpses to the body snatchers, and has sold about the
same number for several winters past, for which he and others
received $17 for each corpse, forming an aggregate of $8,500 that
was received each winter. The bodies are disinterred in the night,
during the favorable tides, and carried from Potter’s Field to the
Dead House, on the shore of Ward’s Island,—sometimes in a sleigh,
and sometimes in a wheelbarrow,—and delivered to the body
snatchers, awaiting their arrival at the Dead House. William O. Webb
directs the grave diggers to give no corpses to the body snatchers,
who died of small pox, or other contagious diseases, nor badly
mutilated bodies. Michael Gilmore was an Assistant Grave Digger,
and is now a clerk of the Superintendent of Potter’s Field. Wm. O.
Webb’s salary is $800 per annum—a house free of rent—a farm—
fuel, and provisions, from the Ten Governors—and four paupers and
a servant to manage his farm. Sometimes he has fifteen paupers to
work his farm. Webb’s clerk receives $400 a year, and his wife $200,
and they have a large house and extensive grounds, and a servant
and fuel and provisions from the Ten Governors. Webb employs a
boy, about sixteen years old, who buries the dead, and who has
$300 per annum. This boy receives the dead bodies, and selects
such as the Doctors desire, immediately on their reception at Potter’s
Field. Sometimes an arm or a leg is dissevered, and sold to the
Doctors. After the bodies are removed, the coffins are sawed and
chopped, and packed in bags, and taken to Harlem, and used as fire
wood. The bodies are stripped of their dead clothes, and the best
part sold in the city, as apparel, and the residue as rags, which
constantly exposes the city to contagion. The Ten Governors are
familiar with these facts, and have some knowledge of what is done
with the money that is received for the dead bodies. William O.
Webb has long been the warm personal and political friend of
Governor Daniel F. Tiemann, whose mutual relations have been of
such a peculiar nature that, although Gov. Tiemann has often been
apprised of Webb’s monstrous proceedings, yet he dared not
advance a step towards his removal. Webb’s expenses as
Superintendent of Potter’s Field are $5,000 per annum. A
respectable man, with the best security, proposed to Mayor
Tiemann, when he was Governor, to assume the management of
Potter’s Field, for $1,000 per annum, without the salaries, houses,
farms, paupers, and servants, fuel, and provisions that the
Superintendent and Clerk, and their wives then and now receive,
forming an aggregate of $5,000 per annum, exclusive of the $8,500
received by the Superintendent and others for dead bodies. And yet,
such were the peculiar relations subsisting between Gov. Tiemann
and Mr. Webb, that the former dared not accept a proposition so
favorable to the Treasury of the City, for whose economical
disbursements Gov. Tiemann professes such anxious regard. One of
the grave diggers refused to sell the body snatchers any more
bodies, and informed Gov. Tiemann of his determination, who
exclaimed, with much levity: “If you interfere with their business,
there will be no inquest held over your body.” Webb sold the corpse
of his wife’s uncle, whose name was Brown, a builder, and when
Brown’s relatives desired his body for respectable interment, Webb
placed another corpse in the coffin, and sent it to them, which they
interred as their dear relative. The Lime Kiln Man was borne to
Potter’s Field, and when his friends heard the sad intelligence of his
death and pauper interment, they raised funds, which they gave to
Webb, with directions to exhume and respectably inter him. But
Webb could not find the Lime Kiln Man, and placed another corpse in
a coffin, and buried it, and when the friends of the Lime Kiln Man
came to Potter’s Field, Mr. Webb led them to a grave, which he
assured them was the Lime Kiln Man’s. At my trial, on the first
Monday in August, I shall summon the Doctor, and the body
snatchers connected with him, and the superintendent, clerk, grave
diggers, and all others engaged in this awful sacrilege, to unmask
the scoundrels connected with our public institutions.
 Bennett, Greeley, and Raymond.

New York is the seat of Commerce, affluence, intelligence, and

journalism, and the devil has placed at the head of the Press, three
such rogues as Bennett, Greeley, and Raymond. I have personally
known these desperate jugglers for twenty years, and if the reader
is sceptical, when I brand them as unparalleled scoundrels, let him
refer to the files of these editors, who fiercely denounce, and clearly
prove each other to be incomparable villains, and in parallel
columns, they assume to be the censors of the public morals, and
anathematise rogues of every grade and country, whom they strive
to allure to the embraces of the sacred virtues. The mighty destinies
of our country are in the grasp of heartless black mail editors, and
Bennett, Greeley, and Raymond never unite in matters of public
good, nor in the election of meritorious citizens to public office. And
when they scream loudest for the propagation of the public virtues,
and the creation of wise public measures, their eyes are fastened on
the devil, and his imps, and overshadowing schemes of public
plunder. Their opinions have not half the force and purity of the
humblest citizens, and yet, like foreign despots, they thrust their
heresies into our skulls, and in connection with officials, as infamous
as themselves, (whom they elect,) they trample our most sacred
rights, and slyly appropriate the public treasure, and violate all laws,
human and divine, and from whose editorial edicts there is no
appeal. And thus the public evils of our country flow from such
polluted sources, as the Herald, Times, and Tribune. If these three
editors were as pure and patriotic as they profess to be, they would
unite in the advocation of honest men for office, and discharge their
thievish correspondents at Albany and Washington, (who are in
collusion with official robbers, by direction of their employers,) and
invariably oppose the election of vicious men to office. Bennett,
Greeley, and Raymond, and other editorial rogues, never advocate
the election of a man to office, without the pledge of a share of his
influence and spoils, which is the real source of our public evils.
They black mail on a scale of startling magnitude and boldness.
They watch, with ceaseless vigilance, for facilities to seize the pap
from the private and public purse. They level their fleetest and most
envenomed arrows at the subordinate municipal officers, Mayors,
Governors, National Collectors, Representatives, Senators, Cabinet
officers, and the President, himself, whom they force to yield to their
demands, or they spread terror into the camps of these public
vultures. Bennett, Greeley, and Raymond have obtained their
prodigious power, through the large number of fools that read their
nonsense, and black mail philippics. If these idiots would cease to
read their vile and selfish stuff, and patronise those editors who
proclaim the truth, and strive to promote the public welfare, such
men as Bennett, Greeley, and Raymond would soon become the
paupers and loafers and scamps of twenty years ago, when they had
no place to lay their wicked skulls, nor credit for a loaf of bread.
 The Peter Cooper Institute!

In front of this sham Institute is painted, in blazing letters: “These

Stores, and the Story above to Let. Enquire in office, 2d story.” And
Peter might have advertised a portion of the stories above the two
lower stories, as he has rooms to let in every story of the building.
Even around the lecture room, in the second and third stories, he
has constructed small rooms to let to any adventurer who comes
along. Such was his avarice, and so greedy was he to gouge all the
area he possibly could from earth and Heaven, that he dug as far
towards China as he dared, and approached Heaven’s dome, until
his architect warned him to stop, lest the whole edifice tumble into
one common ruin, so feeble was the building’s foundation. And now,
Peter Cooper! I demand you to instantly surrender your right and
that of your heirs, (including Mayor Tiemann and Edward Cooper,) to
the building known as the Cooper Institute. You have made a great
noise, for half a dozen years, about your extraordinary philanthropy,
and you have publicly proclaimed, a thousand times, that you
intended to give your “Art and Science” edifice to the city, entirely
for educational purposes. And you have got its tax of $8,000
reduced with this plea. And you have also got the Croton water tax
removed, although you have got a steam engine in the building. And
yet you still hold the property, in the name of yourself and heirs, and
from what I know of your penurious propensities, I could almost
swear that you never meant to give it to the city. Was not the
building publicly dedicated long since? And where are the three
thousand pupils, with green satchels, with whom we all expected to
see the building teem? There is more cheerfulness and utility in the
deserts of Arabia, and the classic ruins and crumbling desolations of
the Ancient States, than in the dismal and Shylock echoes of your
bogus and uncomely structure. And why do you still clutch it to your
heart, like an expiring miser, his miserable dross? And why did you
so construct the building, as to render it utterly inappropriate for
students? You have told beggars, high and low, for half a dozen
years, that you could not give them a crum of bread, because you
were devoting all your surplus means to the construction of the
Cooper Institute. And now that it is erected, and you have got all
you desired, (and have toiled thirty years to achieve,) in the election
of Tiemann, your son-in-law, as Mayor, through your specious and
fallacious Philanthropy, and in the appointment of Edward Cooper,
your own son, as Street Commissioner, by Tiemann,—after you have
reached the goal of your miserly and ungodly ambition, and have
got all New York in your breeches pocket, I find you apply your
fingers to your infernal nose, and hurl defiance at the people, whom
you have bamboozled, and evince a disposition to forever hold the
building over which you have raised such a clatter for half a dozen
years, and now actually advertise the stores and rooms of nearly the
entire edifice, and of course, will put the rents in your yawning
pockets, in the name of the President and Board of Trustees of the
immortal Cooper Institute, which illustrious Chartered Body only
comprises Peter Cooper! O Peter! Peter! you are a consummate
impostor, and all the people will soon conceive you to be so, unless
you instantly disgorge the property you long promised to give them
for educational purposes. And now, Peter, go to the City Hall at once,
and record the Institute in the name of the people, who will ever
bless you for your noble philanthropy.
 Advertisements—25 Cents a line.

Credit—From two to four seconds, or as long as the Advertiser can

hold his breath! Letters and Advertisements to be left at No. 114
Nassau street, second story, front room.

N OTICE TO FARMERS AND MARKET GARDENERS.—City Inspector’s

Department, New York, June 16, 1858.—In conformity with the
following resolution, the space therein mentioned will be permitted
to be used a place, by farmers and gardeners, for the sale of
vegetables and garden produce, until the hour of 12 o’clock, M.,
daily—the use to be free of charge:
Resolved, That permission be, and is hereby, given to farmers and
market gardeners, to occupy daily, until 12 M., free of charge, the
vacant space of the northern and southern extremities of the
intersection of Broadway and Sixth avenue, between Thirty-second
and Thirty-fifth streets, without infringing upon the streets which the
said space intersects, for the purpose only of selling vegetables and
market produce, of their own farms or gardens, under the
supervision of the City Inspector.
Also, by resolution of the Common Council, The use of Gouverneur
slip is granted to farmers and gardeners for the sale of produce from
wagons.
GEO. W. MORTON, City Inspector.
JOSEPH CANNING, Sup’t of Markets.

N
N OTICE—TO PERSONS KEEPING SWINE, OWNERS OF PROPERTY
WHERE THE SAME MAY BE KEPT, AND ALL OTHERS
INTERESTED. At a meeting of the Mayor and Commissioners of
Health, held at the City Hall of the City of New York, Friday, June
18th, 1858, the following preamble and resolutions were adopted:
Whereas, A large number of swine are kept in various portions of
the city; and whereas, it is the general practice of persons so
keeping swine, to boil offal and kitchen refuse and garbage, whereby
a highly offensive and dangerous nuisance is created, therefore, be
it
Resolved, That this Board, of the Mayor and Commissioners of
Health, deeming swine kept south of (86th) street, in this city, to be
creative of a nuisance and detrimental to the public health,
therefore, the City Inspector be, and he is hereby, authorized and
directed to take, seize, and remove from any and all places and
premises, all and every swine found or kept on any premises in any
place in the city of New York southerly of said street, and to cause
all such swine to be removed to the Public Pound, or other suitable
place beyond the limits of the city or northerly of said street, and to
cause all premises or places wherein, or on which, said swine may
have been so found or kept, to be thoroughly cleaned and purified
as the City Inspector shall deem necessary to secure the
preservation of the public health, and that all expenses incurred
thereby constitute a lien on the lot, lots or premises from which said
nuisance shall have been abated or removed.
Resolved, That the foregoing resolutions shall take effect from and
after the first day of July next, and that public notice be given of the
same by publication in the Corporation papers to that date, and that
notice may be given to persons keeping swine by circulars delivered
on the premises, and that all violations of this order be prosecuted
by the proper legal authorities, on complaint from the City Inspector
or his officers.
City Inspector’s Department, }
New York, June 18, 1858. }
 All persons keeping swine, or upon whose property or premises
the same may be kept, are hereby notified that the above
resolutions will be strictly enforced from and after the first day of
July next.
GEO. W. MORTON, City Inspector.

F RANCIS B. BALDWIN, WHOLESALE and RETAIL CLOTHING &

FURNISHING WAREHOUSE, 70 and 72 Bowery, between Canal
and Hester sts., New York. Large and elegant assortment of Youths’
and Boys’ Clothing.
F. B. BALDWIN,
J. G. BARNUM.
F. B. BALDWIN has just opened his New and Immense
Establishment. THE LARGEST IN THE CITY! An entire New Stock of
GENTLEMEN’S, YOUTH’S and CHILDREN’S CLOTHING, recently
manufactured by the best workmen in the city, is now opened for
inspection. Also, a superior stock of FURNISHING GOODS. All articles
are of the Best Quality, and having been purchased during the crisis,
WILL BE SOLD VERY LOW! The Custom Department contains the
greatest variety of CLOTHS, CASSIMERES, and VESTINGS.
Mr. BALDWIN has associated with him Mr. J. G. BARNUM, who has
had great experience in the business, having been thirty years
connected with the leading Clothing Establishments of the city.

T HOMAS A. DUNN, 506 EIGHTH AVENUE, has a very choice

assortment of Wines, Brandies, Cordials, and Segars, which he
will sell at prices that will yield a fair profit. All my democratic
friends, and my immediate associates in the Boards of Aldermen and
Councilmen are respectfully invited to call in their rambles through
Eighth Avenue, and enjoy a good Havana segar, and nice, sparkling
champagne, and very exhilerating brandy. For the segars, I will
charge my political friends and associates only five pence each, and
for the brandy only ten pence per half gill, and for the champagne
only four shillings a glass, or two dollars a bottle.
So call, kind friends, and sing a glee,
And laugh and smoke and drink with me,
Sweet Sangaree
Till you can’t see:
(Chorus)—At your expense!
(Which pays my rents,)
For my fingers do you see
O’er my nose gyrating free?

THOMAS A. DUNN, No. 506 Eighth avenue.

M RS. S. S. BIRD’S LADIES’ AND GENTLEMEN’S Dining and Oyster

Saloons, No. 31 Canal street, near East Broadway, and 264
Division street, New York.
Oysters Pickled to Order.

F ULLMER AND WOOD, CARRIAGE Manufacturers, 239 West 19th

Street, New York.
Horse-shoeing done with despatch, and in the most scientific
manner, and on reasonable terms.

M CSPEDON AND BAKER’S STATIONERY WAREHOUSE and

Envelope Manufactory, Nos. 29, 31, and 33, Beekman Street,
New York.
Envelopes of all patterns, styles, and quality, on hand, and made to
order for the trade and others, by Steam Machinery. Patented April
8th, 1856.
C OREY AND SON, MERCHANT’S EXCHANGE, Wall street, New
York.—Notaries Public and Commissioners.—United State’s
Passports issued in 36 hours,—Bills of Exchange, Drafts, and Notes
protested,—Marine protests noted and extended.
EDWIN F. COREY,
EDWIN F. COREY, Jr.

J. VAN TINE, SHANGAE RESTAURANT, No. 2, Dey street, New

York.

S. & J. W. BARKER, GENERAL AUCTIONEERS & REAL ESTATE

BROKERS. Loans negotiated, Houses and Stores Rented, Stocks
and Bonds Sold at Auction or Private Sale.
Also, FURNITURE SALES attended to at private houses. Office, 14
Pine street, under Commonwealth Bank.

C ARLTON HOUSE, 496 BROADWAY, NEW York. Bates and Holden,

Proprietors.
THEOPHILUS BATES.
OREL J. HOLDEN.

T RIMMING MANUFACTURERS.—B. S. YATES & CO., 639 Broadway,

New York.
Fringes, Cords, Tassels, Loops, Gimps,
and Gimp Bands.

W
W M. COULTER, Carpenter.—I have long been engaged as a
Carpenter, and I assure all who will favor me with their
patronage, that I will build as good houses, or anything else in my
line, as any other carpenter in the city of New York. I will also be as
reasonable in charges for my work as any other person.
WILLIAM COULTER, Carpenter.
Rear of 216 East Twentieth street, New York.

G ERARD BETTS & CO., AUCTION AND Commission Merchants,

No. 106, Wall street, corner of Front street, New York.

W. W. OSBORN, MERCHANT TAILOR, 9 Chamber street, near

Chatham street, New York.

S OLOMON BANTA, Architect, No. 93 Amos street, New York. I

have built as many houses and stores as any Architect in this
city, or the United States, and I can produce vouchers to that effect;
and I flatter myself that I can build edifices that will compare
favorably, in point of beauty and durability, with those of any
architect in this country. I am prepared to receive orders in my line
of business, at No. 93 Amos street, New York.
SOLOMON BANTA.

R OBERT ONDERDONK—THIRTEENTH Ward Hotel, 405 and 407

Grand street, corner of Clinton street, New York.

W
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