SOLUTION MANUAL FOR MANAGING HUMAN RESOURCES

16TH EDITION SNELL BOHLANDER 1111532826

9781111532826
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chapter

EXPANDING THE TALENT POOL:

5 RECRUITMENT AND CAREERS

This chapter emphasizes the fact that increasingly firms compete on the basis of the talent of their
employees. Even though workers seemed to be in plentiful supply following the recession of 2001,
the economy has recovered and many industries suffer serious shortages of qualified workers. As
the baby boomers begin retiring, the problem will worsen unless firms expand their talent pools,
that is, the number and kinds of people able to contribute to the success of the organization, even
if they are located globally.
This chapter encourages readers to recognize that procuring competent employees requires
positive recruitment efforts and the development of a variety of recruitment sources. These sources
must consider not only the nature and conditions of the external labor market, but also the
presence of qualified employees who are available to fill vacancies through internal promotions
or transfers. A section of this chapter is concerned with the advantages and disadvantages of filling
vacancies with employees selected from within the organization.
Finally, the chapter describes the phases of career development and examines career
development programs for special groups. An appendix at the end of the chapter on personal career
development is designed to appeal to the personal needs of the students, as well as to provide
information they can use in managing career development programs.
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated,
or posted to a publicly accessible website, in whole or in part.
Chapter 5: Expanding the Talent Pool: Recruitment and Careers 55

CHAPTER LEARNING OUTCOMES

LEARNING OUTCOME 1 Describe how a firm’s strategy affects its recruiting efforts.

LEARNING OUTCOME 2 Outline the methods by which firm’s recruit internally.

LEARNING OUTCOME 3 Outline the methods by which firm’s recruit externally.

 LEARNING OUTCOME 4 Explain the techniques organizations can use to improve their
recruiting efforts.

LEARNING OUTCOME 5 Explain how career management programs integrate the needs of
individual employees and their organizations.

LEARNING OUTCOME 6 Explain why diverse recruitment and career development activities
are important to companies.

LECTURE OUTLINE

I. STRATEGIC ASPECTS OF RECRUITING

Decisions about talent—regardless of whether they pertain to recruiting, transferring,
promoting, developing, or deploying people—need to be considered within the context of a
business’s strategies and priorities.
A. WHO SHOULD DO THE RECRUITING?
The size of an organization often affects who performs the recruitment function. Most
large firms have full-time, in-house HR recruiters. In smaller organizations, the
recruiting might be done by an HR generalist. If the organization has no HR function,
managers and/or supervisors recruit their own employees. Organizations that want to
focus on their core functions, including small businesses that lack time or HR personnel,
sometimes outsource their recruiting functions to outside firms.
B. SHOULD A FIRM RECRUIT INTERNALLY OR EXTERNALLY?
Most managers try to follow a policy of filling job vacancies above the entry-level
position through promotions and transfers. By filling vacancies in this way, an
organization can capitalize on the investment it has made in recruiting, selecting,
training, and developing its current employees, who might look for jobs elsewhere if
they lack promotion opportunities.
C. LABOR MARKETS
The condition of the labor can have a big effect on a firm’s recruiting plans. During
periods of high unemployment in the economy, organizations might be able to maintain
an adequate supply of qualified applicants from unsolicited résumés and from their
internal labor markets.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated,
or posted to a publicly accessible website, in whole or in part.
56 Part 3: Developing Effectiveness in Human Resources

1. Regional and Global Labor Markets

In addition to locating near their talent, to stay apace of their competitors and
expand their operations around the world, companies are also looking globally for
goods and services, including labor. This practice is referred to as global sourcing.
As we explained earlier in the book, companies are no longer simply offshoring
work to save labor costs.
To help them navigate challenges such as these, many companies utilize firms such
as Genpact and Robert Half International, which specialize in global recruiting.
These firms help companies address the numerous legal complications associated
with obtaining various types of visas and work permits for the foreign workers they
are trying to hire.
D. BRANDING
Branding refers to a company’s efforts to help existing and prospective workers
understand why it is a desirable place to work.

II. RECRUITING INTERNALLY

1. Internal Job Postings
Internal job postings are a quick way to find qualified employees interested in a
position.
• Ask students to describe the job posting and bidding system where they work.
Was it done electronically or manually? Were students able to track their
progress through the posting and bidding process? What problems did they
encounter in the process, and how, as HR managers, would they change the
process?
• Emphasize that job posting and bidding systems may fail to achieve their
intended purpose unless employees believe that the systems are being
administered in a fair and prudent way.
• Job posting programs should be a logical part of the organization’s career
development program. For example, employees can learn about other jobs from
literature provided by the HR department. Jobs in a particular line of
progression can be obtained through job bidding procedures.
2. Identifying Talent through Performance Appraisals
• Successful performers are often good candidates for a promotion. In contrast,
poor performing employees may benefit from a transfer or even a demotion.
Identifying and developing talent in individuals is a role that all managers
should take seriously. As they conduct formal appraisals, they should be
concerned with their subordinates’ potential for managerial or advanced
technical jobs and encourage their growth in that direction.
• A new tool called a 9-box grid allows appraisal and assessment data to be
compiled into a single visual so managers can readily see both an employee’s
actual performance as well as potential performance.
Chapter 5: Expanding the Talent Pool: Recruitment and Careers 57

3. Skills Inventories and Replacement Charts

As we discussed in Chapter 2, firms use skills inventories to help track an
employee’s education, past work experience, vocational interests, specific abilities
and skills, compensation history, and job tenure to see how it can best be used.
Procter & Gamble and HSBC are among the firms that track their employees this
way in order to locate capable employees who can be recruited to fill open
positions. Along with skill inventories, replacement charts are an important tool for
succession planning.

III. RECRUITING EXTERNALLY

Recruiting is the HR function concerned with locating and encouraging potential applicants
to apply for existing or future job openings. Point out to students that recruiting can basically
be done internally or externally (or in combination). However, it’s not a question about
whether or not candidates will be recruited from outside of the organization. They definitely
will be. The question is at what level they will be brought in—entry level or higher-rank
levels.
1. Advertisements
• There appears to be a correlation between how accurately job advertisements
are written and the success of an organization’s recruiting activities.
• Professional journals can be used to achieve a greater degree of selectively
when it comes to attracting qualified versus unqualified candidates.
2. Walk-Ins and Unsolicited Applications and Résumés
• Unsolicited applications can actually be a good source of applicants because
it’s believed that people who seek out their employers versus the other way
around actually make better employees. However, the Internet has made it so
easy for unqualified applicants to apply for jobs, screening their résumés can
create a burden for HR personnel. New software is allowing companies to pre-
screen applicants online and digitize resumes and distribute the data into
company bases. Other software makers have created talent search software,
which can be customized to search the Web for valuable but “passive” job
candidates, based on information they post on industry blogs, mailing lists, and
association sites.
• Because applicants are also oftentimes customers, the firm needs to treat
unsolicited applications promptly and courteously.
3. The Internet, Social Networking, and Mobile Recruiting
• According to an SHRM study, the most common tactic used by job seekers is
to search the Internet. Moreover, nine out of ten recruiters use the Internet to
get the word out about job openings.
• Monster.com is the largest search site in the United States. However, specialty
internet sites like AttorneyJobs.com and AMFM Jobs (for radio personnel) are
becoming more popular.
58 Part 3: Developing Effectiveness in Human Resources

• Some companies are now posting podcasts profiling the working lives of their
different employees. A number of companies have held career fairs inside of
the virtual Web site Second Life.

4. Job Fairs
Job fairs can be a good way to cast a wide net for diverse applicants in a certain
region. At a job fair companies and their recruiters set up booths, meet with
prospective applicants, and exchange employment information. Often the fairs are
industry specific.
5. Employee Referrals
• Employee referrals are the primary way most job positions are filled. Some
potential negative factors associated with employee referrals include inbreeding
and the violation of EEO regulations.
• Ask students what they think about employee referrals, including nepotism. Is
it ethical to give vacancy information to family and friends needing jobs at your
own company? Ask students what drawbacks and advantages they perceive
with this practice. Remind them that when HR personnel are hiring globally,
they need to realize that in other cultures, including Asia and the Middle East,
nepotism is the norm. Even in the United States, nepotism gets mixed reviews,
in part, because family members are in an ideal position to pass job knowledge
and skills on to one another.
6. Rerecruiting
Rerecruiting is the process of keeping track of and maintaining relationships with
former employees to see if they would be willing to return to the firm.
Chapter 5: Expanding the Talent Pool: Recruitment and Careers 59

7. Executive Search Firms

• Headhunters generally charge 30 to 40 percent of an applicant’s annual salary
when the executives they recommend are chosen. Newer data suggests,
however, that CEOs who are promoted from within their organizations actually
outperform those hired from the outside.
• Because of the numerous CEO scandals that have occurred at U.S. corporations,
companies are demanding that executive search firms do more careful
background checks and analyses of the candidates they recommend.
• Some HR experts believe that the best CEOs are “inside-outsiders,” or internal
candidates who have an outside perspective. These employees might have spent
much of their time away from the from a company’s headquarters or main
operations and therefore experienced different opportunities and threats.
6. Educational Institutions
• About 30 percent of workers in the U.S. hold bachelor’s degrees. Given these
numbers, colleges are likely to remain a good recruiting source for employees.
• Some recruiters sent to college campuses are not sufficiently trained or prepared
to talk to interested candidates about career opportunities or the requirements
of specific openings. This is a grave mistake because research shows that
students’ perceptions of recruiters have a big impact on the companies for
which they choose to work.
7. Professional Associations
• Because professional organizations often help their members with placement,
encourage students that they are important to join, and that as HR managers,
they will be a good place for them to recruit.
8. Labor Unions
• Labor unions are a good source of applicants, particularly for tradespeople.
9. Public Employment Agencies
• Each U.S. state maintains an employment agency that administers its
unemployment insurance program and is regulated by the U.S. Employment
Service (USES).
• Assign students to groups to visit their local public employment offices and
write a report on their findings. What do the agencies do well and what could
be improved? As HR managers, how would they utilize these employment
offices to their benefit?
60 Part 3: Developing Effectiveness in Human Resources

10. Private Employment and Temporary Agencies

• Private employment agencies differ with regard to the clients they represent,
services they offer, and fees they charge, although 25-30 percent of the hired
employee’s salary is common.
• Temporary services are one of the fastest growing recruitment sources. An
estimated nine out of ten U.S. companies make some use of temporary
employees. HR managers must ensure that their firms are in compliance with
the law and not falsely categorizing permanent employees as temporaries so as
not to pay them benefits.
11. Employee Leasing
• According to the National Association of Professional Employer Organizations
(NAPFO), 700 PEOs oversee two-to-three million American workers.
• Note to students that professional employment organizations (PEOs) that
specialize in employee leasing have grown in proportion to companies
outsourcing more of their labor force. Ask students which kinds of firms should
outsource jobs to a PEO and what types of jobs should be outsourced. What do
they think are the advantages and disadvantages of using a PEO?

IV. IMPROVING THE EFFECTIVENESS OF RECRUITING

The HR department can do several things to improve its chances of locating promising
talent. These include the use of yield ratios, organizational recruiters, and realistic job
previews.
A. Using Realistic Job Previews
One way organizations may be able to increase the effectiveness of their recruitment efforts
is to provide job applicants with a realistic job preview (RJP). An RJP informs applicants
about all aspects of the job, including both its desirable and undesirable facets.
• Organizations attempt to improve the effectiveness of their hiring decisions when
they use realistic job previews. A realistic job preview (RJP) is an orientation
for prospective employees to see and understand both the positive and negative
aspects of a job.
• Studies regarding realistic job previews show positive results for these activities,
including improved employee job satisfaction, reduced voluntary turnover, and
established job expectations at realistic levels.
• Some companies are taking their realistic job previews online. Online job
previews can help candidates get a better feel for the work they can a written
description. They can also help employers screen potentially good candidates.
B. Surveys
Another way to improve a company’s recruiting is to survey managers about how
satisfied they are with the process.
C. Recruiting Metrics
As we explained earlier in the chapter, recruiters should keep statistics on the sources
Chapter 5: Expanding the Talent Pool: Recruitment and Careers 61

from which candidates are recruited and hired as well as the costs of each source. The
time it takes to recruit various employees from various sources as well as the quality of
employees are other statistics recruiters collect and study.
1. Quality of Fill Statistics
As we indicated in the appendix to Chapter 2, hiring quality employees is a
primary concern of recruiters. Firms have attempted to develop a quality-of-fill
statistic they can use to improve their recruiting processes. The following is one
suggested way of calculating an annual quality-of-fill metric for an organization.
Quality of Hire = (PR + HP + HR) / N
PR =Average job performance rating of new hires
HP = % of new hires reaching acceptable productivity with acceptable time frame
HR = % of new hires retained after one year
N = number of indicators
Example:
PR = Average 3.5 on a 5.0 scale = 70%
HP = Of 100 hires made one year ago, 75 are meeting acceptable productivity
levels = 75%
HR = 20% turnover = 80% HR
N=3
Quality of Hire = (70 + 75 + 80) / 3 = 75
The result is a quality level of 75 percent for new employees hired during the year.
2. Time to Fill
The time-to-fill metric refers to the number of days from when a job opening is
approved to the date the person ultimately chosen for the job is selected.

1. Yield Ratios
• A yield ratio is the percentage of applicants from a particular source (e.g., an
employment agency) that make it to the next stage of the selection process. A
yield ratio can be revised for each subsequent stage in the selection process to
arrive at a final index for each source. Higher ratios indicate better recruiting
sources.
2. Costs of Recruitment
• The cost of recruitment is easy to calculate:
SC AC + AF + RB + NC
=
H H
where AC = advertising costs, total monthly expenditure (example:
$28,000)
AF = agency fees, total for the month (example: $19,000)
RB = referral bonuses, total paid (example: $2,300)
NC = no-cost hires, walk-ins, nonprofit agencies, etc. (example: $0)
H = total hires (example: 119)
62 Part 3: Developing Effectiveness in Human Resources

Substituting the example numbers into the formula gives

SC $28,000 + $19,000 + $2,300 + $0
=
H 119
$49,300
=
119
= $414 (source cost of recruits per hire)

V. CAREER MANAGEMENT: DEVELOPING TALENT OVER TIME

Career management places great emphasis on the individual’s career needs. Such programs
usually involve several specific activities, including counseling, career pathing, training,
computerized inventorying of background and skills, and job posting. Use Figure 5.6 for
an overview of the activities of a career development program.
A. The Goal: Matching Individual and Organizational Needs
1. The Employee’s Role
• Note that the emphasis in the textbook discussion is on individual employees
being ultimately responsible for initiating their own career paths.
2. The Organization’s Role: Establishing a Favorable Career-Development
Climate
• The organization is responsible for providing information about its mission,
policies, and plans and for providing support for employee self-assessment,
training, and development. Ideally HR and top managers should work together
to design and implement a career development system. Mentoring is an
important aspect of this.
B. Blending Individual and Organizational Goals
• Use Figure 5.7: Blending the Needs of Individual Employees and the Needs of
their Organization to discuss how organizational and individual needs can be
linked through career development.
C. Identifying Career Opportunities and Requirements
HR managers are responsible for making sure that the conditions that help make a
career development program successful exist within their organizations. A variety of
approaches can be used to do this, including surveys, informal group discussions, and
interviews. The process should involve personnel from different groups, such as new
employees, managers, longtime employees, minority employees, and technical and
professional employees. Identifying the needs and problems of these groups provides
the starting point for the organization’s career development efforts.
1. Begin with a Competency Analysis
• Jobs within an organization must be studied carefully to identify and assign
weights to the knowledge and skills that are required. Career development
paths may then be devised so that a move to a different job can be a growth-
requiring assignment.
Chapter 5: Expanding the Talent Pool: Recruitment and Careers 63

2. Identify Job Progressions and Career Paths

• Once the skill demands of jobs are identified and weighted, it is possible to
plan job progressions. Job progressions serve as a basis for career paths.
• Figure 5.8 shows a typical line of advancement in HR management. Note for
students, however, that many successful careers don’t advance in a methodical,
lockstep manner and that careers often occur as a result of seizing opportunities
that arise versus outright planning—being in the right place at the right time
and taking advantage of it, in other words.
• Use Highlights in HRM 4: Career Path of Jeff Bezos to show one such example.
3. Track Career Stages
A person’s knowledge, skills, abilities, and attitudes as well as career aspirations
change with age and maturity. The challenges and frustrations people face at the
same stages in their careers are remarkably similar. A model describing these stages
is shown in Figure 5.9. The stages are: (1) preparation for work, (2) organizational
entry, (3) early career, (4) midcareer, and (5) late career. The typical age range and
the major tasks of each stage are also presented in the figure.
4. Recognize Different Career Paths
• Students often think that their best opportunities come from promotions, but a
quick conversation can reveal the fact that a person’s career advancement can
actually occur along several different paths as well, including transfers,
demotions, and even exits. Relocation services can help ease the discomfort
employees experience during a transfer; outplacement services can help term-
inated employees.
5. Consider Dual Career Paths
• Providing for progression in special areas, with compensation that is
comparable to that received by managers at different levels, has been found to be
an excellent way to keep specialists doing what the organization needs most
from them.
6. Consider the Boundaryless Career
• The new boundaryless career model consists of continuously learning new
skills, developing new relationships, and capitalizing on existing skills and
relationships. Such individuals place a premium on flexibility and the ability
to do many different jobs. Research has shown that people with boundaryless
career find them very satisfying.
• Use Figure 5.10: Human Capital Profiles for Two Different Careers to discuss
the differences between the “organization employee” approach and the
boundaryless career approach.
7. Help Employees Progress beyond Career Plateau
• The vast majority of people will experience a career plateau in their working
lives. Organizations can help individuals cope with career plateaus by
64 Part 3: Developing Effectiveness in Human Resources

providing opportunities for lateral growth when present opportunities do not

exist. However, each employee must assume responsibility for his or her
professional growth. Making use of one’s time and opportunities should be
emphasized.
C. Career Development Initiatives
1. Career Planning Workbooks and Workshops
• Some companies have specially prepared workbooks for their career
advancement programs. The workbooks are useful in guiding employees
through a systematic self-assessment of their values, interests, abilities, goals,
and personal development plans. Other organizations use workbooks prepared
for the general public.
• Obtain some of the workbooks from the larger organizations for students to see.
• Invite a counselor from your placement office to talk to the class and demonstrate
some of the materials used with students.
2. Career Counseling
• Career counseling may be provided by the HR staff, supervisors, specialized staff
counselors, or outside professionals. In addition, the Workforce Investment Act
of 1998 fostered the setup of hundreds of local and state centers where
unemployed and underemployed workers can apply for unemployment
benefits, get training, and meet with career counselors and get job leads.
• Some of the students may have participated in career counseling in school
and/or with private practitioners. Their experiences may be of interest to others
in the class.
3. Mentoring
• Although mentoring is not a new phenomenon, it became more formalized in
the 1980s with the assignment of employees to mentors and the training of
individuals to be more effective at mentoring. One survey found that 77 percent
of companies with successful mentoring programs reported that they increased
employee retention. Online mentoring has also developed within companies
and career fields.
• In the style of a popular feature on the Late Show with David Letterman, the
“Top 10” myths of mentors are shown in Figure 5.12 of the textbook. Perhaps
students can come up with other myths that are more humorous though no less
accurate.
• Use Figure 5.13: Mentoring Functions to discuss the greater attention being
given to mentoring.
4. Networking
• As the number of contacts grows, mentoring broadens into a process of career
networking. Networks tend to be varied and expand within and outside of the
organization.
Chapter 5: Expanding the Talent Pool: Recruitment and Careers 65

• A survey of executives by Drake Beam Morin found that 61 of executives said

they found new positions through networking.
• Monster.com has a networking feature that allows job seekers to meet up with
other people who have similar career interests. Social networking sites like
LinkedIn.com and Tribe.net have begun connecting professionals in formal and
informal ways as well.
5. Career Self-Management Training
• Mention to students that while employees are assuming greater responsibility for
their own career management, many organizations are nonetheless establishing
career self-management training. The training has two major objectives:
(1) Helping employees to gather feedback and information about their careers
(2) Encouraging them to prepare for mobility
• Employees undergo self-assessments to increase awareness of their own career
attitudes and values. They are also encouraged to widen their viewpoint beyond
the next company promotion to broader opportunities the marketplace.

VI. DEVELOPING A DIVERSE TALENT POOL

Ethnic groups represent about 30 percent of the U.S. population and are expected to grow to
50 percent in the next the ten years. These groups have a huge amount of buying power. As
firms face tougher competition in the U.S. and abroad, they will need all the leadership,
productivity, innovation, and creativity the talent pool has to offer. Employers often develop
formal EEO/affirmative action policies. An essential part of any such policy must be an
effort to recruit and promote members of protected classes so that their representation at all
levels within the organization approximates their proportionate numbers in the labor market.
A. Recruiting and Developing of Women
Sixty percent of U.S. women participate in the labor force and represent a little under
of half of the total U.S. labor force. Approximately 80 percent of mothers with school-
age children are employed in some capacity, and three out of four are heads of
households. Women face obstacles because of stereotypical thinking, and the fact that
many of them have had fewer years of education or experience because they exited
college or the workforce for a period of time to raise children. That said, three out of
five college graduates today are women. Some experts suggest that the inequality may
be the result of timing. Most people are promoted in their 40s. However, because
women often leave the workforce temporarily to have children, they might be better
prepared when they are in their 50s.
B. Eliminating Women’s Barriers to Advancement
• Many students may not understand the implications of the “old boys’ network.” It
would be helpful if they were given an account of what it is like and what it has
meant to women to be “out of it.”
• To combat the problem of advancement, women in some companies have
developed their own networks. Several of these companies are mentioned in the
66 Part 3: Developing Effectiveness in Human Resources

textbook. Professional mentoring (some of which is being done online) is helping

women as well. Nonetheless, in the top corporate echelons the percentage of
women remains low.
• Ask students to find articles that delineate some of the barriers to advancement that
women have experienced. Have students brainstorm how organizations and, in
particular, male managers can facilitate the movement of women into and within
the organization. List these ideas on the board.
C. Advancing Women to Management
• Women account for between 45 and 50 percent of managers,
• A program for developing women managers must take into account their special
needs, like the fact that many have children or are heads of households.
F. Accommodating Families
• Many employers now have programs for accommodating families, thus making
careers more viable for both mothers and fathers.
• These programs provide alternative career paths, extended leaves, flextime, job
sharing, and telecommuting.
• Maintaining a balance between work and family is nonetheless difficult. The
number of working mothers and fathers of infant children participating in the
workforce has dropped off slightly since 1998. A recent survey by the Pew
Research Center of 414 women across the nation found that 60 percent of employed
mothers see part-time work as the ideal scenario. That’s a 12 percent jump up from
a survey taken in 1997
F. Recruiting and Developing Minorities
Many organizations have specific programs for minorities. Some are mandated as part
of a company’s affirmative action commitments. Still, unemployment among inner-
city residents is especially high because of certain educational and cultural
disadvantages they may face. They are often more effectively recruited through
community action agencies, civil rights groups, settlement houses, or church groups.
G. Providing Minority Internships
• The unemployment of minority youth remains critically high. Providing
internships for college students is a desirable approach to opening up
opportunities for minorities. The Chicago Tribune and Lockheed Martin are among
the organizations that have created internships to recruit young minorities in their
fields.
H. Advancing of Minorities to Management
• Although the employment of minorities as a percentage of managers has increased
significantly, minorities are still employed substantially below their proportionate
numbers in the total population. HR managers should be aware of training oppor-
tunities for minority managers. HR managers bear the primary responsibility for
creating conditions within their organizations that are favorable for recognizing and
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 sketch of, 309, 310;
selected by Hamilton and King as Federalist candidate for President, in
1796, 310.

Pintard, John, chief of Tammany Society, 148.

Porcupine’s Gazette, active in urging war with France, 350-60;

publishes Martin’s attacks on Jefferson, 352, 353;
abusive to Democrats, 354, 355;
on Lyon-Griswold fight in House, 361.

Powell, Mrs. Samuel, aunt of Mrs. William Bingham, 132.

Priestley, Joseph, English liberal, addresses Tammany and other

‘Democratic Societies’ in New York, 259.

Randolph, Edmund, Attorney-General under Washington, considers

Hamilton’s Bank Bill unconstitutional, 77;
on reception of Genêt, 215;
succeeds Jefferson as Secretary of State, 239;
and French Minister Faucet, 285;
is dismissed from Cabinet, 286.

Read, Jacob, Senator from South Carolina, denounced in Charleston for

supporting Jay Treaty, 281.

Reign of Terror, Alien and Sedition Laws produce, in 1798, 380-82;

continued through two years, 383;
riotings, 384;
victims, 386-93, 398-406.

Report on Manufactures, Hamilton’s, 161;

newspaper comments on, 161.

Report on the Public Credit, Hamilton’s, 43-68;

debated in Congress, 44.
Reynolds, James, seeks to blackmail Hamilton, 187.

Ricketts, John, proprietor of the Circus, Philadelphia, 138.

Rights of Man, by Thomas Paine, copy lent by printer to Jefferson, 82;

in returning borrowed copy to printer Jefferson writes note commending
pamphlet, 83;
Jefferson’s note used by printer as preface, 83;
effect of publication, 83, 84;
newspaper controversy over, 83, 84.

Rittenhouse, David, scientist and friend of Jefferson, 149;

and Jefferson in library of Philosophical Society, Philadelphia, 156;
aids in preparations for reception of Genêt, 219;
president of Democratic Club of Philadelphia, 223.

Rochefoucauld-Liancourt, Duc de La, on Philadelphia, 124, 125;

in Philadelphia, 135.

Rush, Dr. Benjamin, writes letters to Maclay against Assumption, 61;

on Paine’s Rights of Man, 84;
letter to Burr, 147;
Jefferson’s friend, 149;
in yellow fever epidemic in Philadelphia, 237.

Rutledge, John, denounces Jay Treaty, 280;

appointment as Chief Justice not confirmed, 289.

Saint Cecilia Society, Democratic Club in Charleston, 223.

St. Clair, General Arthur, failure of expedition against Indians made issue
by Jeffersonians in campaign of 1792, 175.

Schuyler, Philip, father-in-law of Hamilton, elected Senator from New

York, 36;
 letter of Hamilton to, on Washington, 41, 42;
and the Assumption Bill, 62.

‘Scrippomony,’ Jefferson on, 87.

Sedition Bill, purpose to crush Jeffersonian press, 376, 377;

debates on, in Congress, marked by disorder, 378;
passed by small margin, 380.

Sedgwick, Theodore, speculator in public securities, defends Funding Bill,

48, 49;
on funding of debt, 48, 49, 50;
on Madison’s plan to amend Funding Bill, 55;
speech on the Assumption Bill, 62;
and Excise Bill, 72;
and amendment to Excise Bill, 73;
on Giles’s resolutions attacking Treasury management, 201;
recommended Adams’s nomination as Vice-President, in 1789, 325;
on results of 1798 elections, 383.

Sedgwick, Mrs. Theodore, 134.

Sherman, Roger, Representative and Senator from Connecticut, on titles, 3.

Sign of the Sorrel Horse, Philadelphia tavern, 119.

Smith, Mrs. Margaret Bayard, on Jefferson, 92, 93.

Smith, Samuel, on Madison commerce resolutions, 241.

Smith, Jeremiah, on Philadelphians, 116.

Smith, William, Representative from South Carolina, on Madison’s

amendment to Funding Bill, 55;
chosen director of Bank of United States, 90;
on Giles’s resolutions attacking Treasury management, 201, 203;
on Madison’s commerce resolutions, 240, 242.
Southwark Theater, Philadelphia, 137.

Speculation, in government securities, 44-47;

members of Congress involved, 46-48;
in stock and scrip, 87;
fraud and counterfeiting, 88;
Hamilton shocked and concerned, 88;
bubble bursts in 1792, 176;
Hamilton’s policies charged as cause of panic, 177;
newspaper comments on, 177.

Spooner’s Vermont Journal, on the Jay Treaty, 283.

Steele, John, North Carolina, 181.

Stewart, Mrs. Walter, daughter of Blair McClenachan, social leader of

Philadelphia, 132.

Strong, Caleb, Senator from Massachusetts, 9;

and the Assumption Bill, 62.

Sullivan, James, lawyer, pamphleteer, and orator for the Democrats, 145.

Tammany, Sons of, rival organization to Society of the Cincinnati, 148;

at first non-partisan, then fervid Jeffersonians, 148.

Tariff, in First Congress, 19;

in Second Congress, 161;
Hamilton’s Report on Manufactures excites little attention, 161.

Taylor, John, of Caroline, a Jeffersonian leader in Virginia, 149, 150;

Jeffersonian leaders confer at home of, 205;
pamphlet analyzing vote in Congress vindicating Hamilton, attributed to,
205, 206;
introduces Virginia Resolutions in Legislature, 409.
Tilley, Count, 135.

Treaty with the Southern Indians, Washington’s attitude on presentation to

the Senate, 21, 22.

Trumbull, John, paints portrait of Hamilton, 162.

Tucker, George, editor of Blackstone’s Commentaries, 169.

Twining, Thomas, in Philadelphia, 120.

United States Chronicle, on Freneau’s attacks on Hamilton, 164.

Venable, Abraham B., of deputation from Congress to Hamilton on the

Reynolds charges, 187.

Vermont Journal, on Hamilton’s Passaic Falls scheme, 162.

Vining, John, Representative from Delaware, and Assumption, 61;

Maclay on, 61.

Virginia Resolutions, written by James Madison, and introduced in

Legislature by John Taylor of Caroline, 409;
contemporary opinions of, 409-11.

Wadsworth, Jeremiah, Representative from Connecticut, speculator in

certificates, 47 n.;
sneers at soldiers of Revolution, 55, 56;
elected director of Bank of United States, 90.

Warville, Brissot de, and Mrs. Bingham, 128, 129.

Washington, George, reception on arrival in New York, 6, 7;

 inaugurated President, 7;
bored by dignities and ceremonial of office, 16, 17;
his solemn dinners, 18;
presents in person treaty with Southern Indians for ratification by Senate,
20;
annoyed by proposal to refer treaty to committee, 21;
rents house of Robert Morris in Philadelphia, 119;
endeavors, unsuccessfully, to effect reconciliation between Jefferson and
Hamilton, 171;
Hamilton refuses to discontinue attacks in Fenno’s Gazette, 172;
and the French Revolution, 214;
issues Neutrality Proclamation, 216;
and Jefferson in the case of the Little Sarah, 228;
reluctantly accepts Jefferson’s resignation, 233, 234;
appoints Jay special envoy to Great Britain, 247;
attacks Democratic Societies in Message, 261;
delays signing Jay Treaty, 285;
his prestige used to make Treaty more acceptable, 286;
is attacked by Democratic press, 286-88;
refuses to comply with request of House for papers pertaining to Jay
Treaty, 298;
refuses to be a candidate for a third term, 308;
accepts chief command of army in prospective war with France, 413;
selects Hamilton, Pinckney, and Knox as major-generals, 413.

Washington City, new capital, in 1800, 486-89;

‘city of magnificent distances,’ but mud roads, 487.

Whiskey Boys, the. See Whiskey Insurrection.

Whiskey Insurrection, the, 250-56;

grew out of enforcement of Excise Law, 251;
Hamilton active in suppressing, 254-56;
ringleaders arrested, harshly treated, and jailed, 255;
most of prisoners acquitted on trial, 255;
two convicted, but pardoned by Washington, 256;
tempest in a teapot, 256.
Williamson’s Gardens, New York City, 10.

Willing, Thomas, business partner of Robert Morris, elected director of

Bank of United States, 90.

Wingate, Paine, on Federal Hall, 2.

Witherspoon, John, president of Princeton, 157.

Wolcott, Mary Ann, sister of Oliver Wolcott, afterward Mrs. Chauncey

Goodrich, 134.

Wolcott, Oliver, of Connecticut, on Hamilton’s religious views, 41;

mouthpiece for Hamilton, 59, 60;
on Philadelphians, 116;
on demonstrations against Jay Treaty, 275;
Adams’s Secretary of the Treasury, sketch of, 331-34.

Wolcott, Mrs. Oliver, called ‘the magnificent,’ 134.

Wythe, George, Virginia lawyer and politician, 96;

presides at meeting in Richmond denouncing Jay Treaty, 282.

X Y Z papers, Federalists familiar with, before publication, 364;

Hamilton sees trump card in them for war party, 364;
Jeffersonians kept in ignorance, 364;
excitement intense on publication, 365, 366;
‘millions for defense, but not one cent for tribute,’ a clarion call, 366;
rioting in Philadelphia, 367.

Yellow Cat, the, Philadelphia tavern, 120.

Yellow fever, in Philadelphia, 237, 238;

in New York, Boston, and Philadelphia, 380.
FOOTNOTES:
[1] Pickering (Wingate to Pickering), II, 447.
[2] Ames, I, 31.
[3] Writings, I, 450.
[4] Ames, I, 31, 32.
[5] Pickering (Wingate to Pickering), II, 447.
[6] Ames, I, 31; Pickering, II, 447.
[7] Republican Court, 120-22; Story of a Street, 101.
[8] Ames, I, 32-34.
[9] Writings, I, 450.
[10] Ames (to Minot), I, 41-42.
[11] Republican Court, 122, note.
[12] Adams’s explanation, Works, VIII, 511-13.
[13] Maclay, 2-3.
[14] Maclay, 7-10.
[15] Ibid., 22-24.
[16] Ibid., 25-27.
[17] Maclay, 37.
[18] Writings, I, 470-71.
[19] Ames, I, 46.
[20] June 3, 1789.
[21] Maclay, 31.
[22] Daily Advertiser, April 24, 1789.
[23] Ibid.
[24] Story of a Street, 221.
[25] Maclay, 7-10.
[26] Ibid.
[27] Gazette of the United States, May 2, 1789.
[28] Ibid.
[29] Ibid, May 8, 1789.
[30] Daily Advertiser, May 8, 1789.
 [31] Daily Advertiser, May 8, 1729.
[32] Gazette of the United States, May 9, 1789.
[33] Governor Page complained bitterly of hogs and mud. Memorial History, III,
48.
[34] The Daily Advertiser advertises the specifications April 13, 1789.
[35] Maclay, 90.
[36] Gazette of the United States, June 27, 1789.
[37] Memorial History, III, 47.
[38] Daily Advertiser, March 6, 1789.
[39] Memorial History, III, 45.
[40] Daily Advertiser, April 15, 1789.
[41] New York in 1789, 117.
[42] Memorial History, III, 65; New York in 1789, 117-20.
[43] New York in 1789, 172-75.
[44] Ibid., 176.
[45] Ibid., 178.
[46] May 9, 1789.
[47] Gazette of the United States, May 13, 1789.
[48] Maclay, 31.
[49] Gazette of the United States, June 6, 1789.
[50] Ibid., September 19, 1789.
[51] Story of a Street, 112.
[52] Gibbs, I, 22.
[53] Ibid., I, 43.
[54] New York in 1789, 19.
[55] Ibid., 119.
[56] Warville, 96-97.
[57] Republican Court, 210, note.
[58] Brooks, Knox, 217-18.
[59] Mrs. Iredell; McRee, Iredell, II, 296-97.
[60] Gazette of the United States, May 16, 1789.
[61] Ibid., May 30, 1789.
[62] Daily Advertiser, June 19, 1789.
 [63] Gazette of the United States, April 15, 1789.
[64] Maclay, 257-58.
[65] Wharton, Salons, Colonial and Republican, 53.
[66] Maclay, 266.
[67] Ibid., 73-74.
[68] Story of a Street, 112, 114-17, 121.
[69] Richmond Hill, at present site of Charlton and Varick Streets.
[70] Letters of Mrs. Adams (to Mrs. Shaw), II, 201; (to Thomas Brand-Hollis), II,
205.
[71] Ames (to Minot), I, 34; Maclay, 375; Familiar Letters, 86-89.
[72] Adams, Works, VIII, 491-92.
[73] Thayer’s Washington, 180-81.
[74] Gazette of the United States, May 6, 1789.
[75] Republican Court, 149, note.
[76] Autobiography, Ford, I, 171.
[77] Maclay, 138.
[78] Iredell, II, 138.
[79] Maclay, 138.
[80] Ibid., 138, 206.
[81] Ibid., 101.
[82] Maclay, 38.
[83] Ibid., 50.
[84] Bassett, The Federalist System.
[85] Gerry, Annals, May 20, 1789.
[86] Writings (to Randolph), I, 471-73.
[87] Jackson, Annals, I, 486-89.
[88] Page, Annals, I, 548-52.
[89] Maclay, 128-31.
[90] Iredell (Lowther to Iredell), II, 258-59.
[91] Writings, I, 471-73.
[92] Warville, 102.
[93] Familiar Letters, 236-37.
[94] Oliver, 114.
[95] Gibbs, I, 22.
[96] Autobiography, 278.
[97] Morris, Diary, II, 456.
[98] Oliver, 15.
[99] See Appendix, Lodge, Alexander Hamilton.
[100] Works, IX, 405-06; letter to brother.
[101] Ibid., X, 109.
[102] Intimate Life, 3.
[103] Life, by son, I, 4.
[104] Fiske, I, 104-05.
[105] Life, by son, I, 10.
[106] Ibid., 22.
[107] Ibid., 263-74.
[108] Payne’s Journalism, 191-92.
[109] Works, I, 202.
[110] Ibid., I, 213-39.
[111] Ibid., I, 243-87.
[112] Life, by son, II, 277.
[113] Ibid., I, 69.
[114] Works, VI, 276.
[115] Life, by son, I, 69.
[116] Ibid., I, 318.
[117] Ibid.
[118] Lodge, 26.
[119] Oliver, 27.
[120] Intimate Life, 47.
[121] Oliver, 161-62.
[122] Lodge, 177-78; Oliver, 163-64.
[123] Oliver, 86.
[124] Ibid., 263.
[125] Ibid., 376.
[126] Works, VI, 457.
[127] Oliver, 149.
 [128] Fiske, 120; Lodge, 58.
[129] Beck, 75.
[130] Oliver, 156.
[131] Works, I, 347-69.
[132] Beck, 76.
[133] Life, by son, II, 487.
[134] Ibid., 487.
[135] Ibid., 488.
[136] Ibid.
[137] Ibid.
[138] Ibid., 516.
[139] Lodge, 60.
[140] Works, I, 404.
[141] Gordy, I, 70.
[142] Works, I, 417.
[143] Ibid.
[144] Works, I, 420.
[145] Lodge, 62-63.
[146] Statement to Tench Coxe quoted by Jefferson, Works of Jefferson, Ford, I,
338.
[147] Letter to G. Morris, Works, X, 425.
[148] Morris, Diary, II, 456.
[149] Works, X, 480.
[150] Intimate Life, 75.
[151] Life, by son, I, 398.
[152] Parton’s Jefferson, 358.
[153] Familiar Letters, 236-37.
[154] Oliver, 177-78.
[155] Works, X, 3; letter to King.
[156] Jefferson’s Anas, I, 180.
[157] Morris, Diary, II, 456.
[158] Lodge, 156.
[159] Works, X, 354.
 [160] Morris, Diary, II, 456.
[161] Cabot, 298-300.
[162] Intimate Life, 48.
[163] Life, by son, I, 236.
[164] Ibid., 233.
[165] Lodge, 81.
[166] Ibid., 144.
[167] Oliver, 40.
[168] Works, X, 90-91.
[169] Ibid., X, 425-26.
[170] Works, X, 123-26; letter to Lloyd.
[171] Parton’s Jefferson, 355.
[172] Intimate Life, 46.
[173] Works, IX, 256-58.
[174] Familiar Letters, 236-37.
[175] Morison’s Otis (to Mrs. Otis), I, 141-43.
[176] Cabot, 204-05.
[177] Morison’s Otis, I, 141.
[178] Lodge, 272.
[179] Oliver, 76.
[180] Ibid., 381.
[181] Griswold, 173.
[182] Intimate Life, 55.
[183] Ibid., 56.
[184] Ibid., 60.
[185] Ibid., 259.
[186] Ibid., 73.
[187] Intimate Life, 17.
[188] Works, V, 61 (to Washington); X, 256 (to William Smith); X, 275 (to King);
X, 343 (to Pickering).
[189] Life, by son, reminiscences of Troup, I, 10.
[190] Ibid.
[191] Works, VI, 276.
 [192] Ibid., X, 432-37.
[193] Intimate Life, 334.
[194] Ibid., 406.
[195] Oliver and Sumner.
[196] Intimate Life, 261.
[197] Works, IX, 232-37.
[198] Ibid., X, 356-57.
[199] Daily Advertiser, October 9, 1789.
[200] Gerry and Clymer, both supporters of the Report, objected. Annals, January
9, 1790.
[201] Maclay, 177.
[202] Writings, J. Q. Adams, I, 49.
[203] Connecticut Gazette, February 19, 1790.
[204] Lodge, 90-91.
[205] Ibid.
[206] Madison’s Writings (letter to Pendleton), I, 507-09.
[207] Maclay, 179. The member of Congress who sent the vessels was Jeremiah
Wadsworth of Connecticut.
[208] Professor C. A. Beard makes a conclusive case against both in his Economic
Origins of Jeffersonian Democracy.
[209] Works of Jefferson, I, 354.
[210] Mr. Amory, H. G. Otis, and William Wetmore.
[211] Writings of J. Q. Adams, I, 56-59.
[212] Maclay, 177-78.
[213] Beard’s Economic Interpretation, 104-12.
[214] Gazette of the United States, ‘Common Sense,’ January 30, 1790.
[215] Annals, January 28, 1790.
[216] Ibid.
[217] Maclay, February 1, 1790.
[218] Maclay, 194.
[219] Annals, February 10, 1790.
[220] New York Daily Advertiser, February 13, 1790.
[221] Familiar Letters, 108.
[222] Gazette of the United States, April 15, 1790.
 [223] Fiske, 187.
[224] Ames (letter to Minor), I, 35.
[225] First Forty Years of American Society, Family Letters of Mrs. Margaret
Bayard Smith, 61.
[226] Works of Jefferson, Ford, I, 86.
[227] Mrs. Smith, 63.
[228] Annals, February 11, 1790.
[229] Madison’s Writings, I, 507.
[230] Annals, February 15, 1790.
[231] Writings (to Randolph), I, 512.
[232] White, Annals, February 16, 1790.
[233] White, Annals, February 16, 1790.
[234] Maclay, 199.
[235] Ibid., February 22, 1790.
[236] Writings, J. Q. Adams, I, 49.
[237] Gazette of the United States, June 12, 1790.
[238] Centinel, February 24, 1790.
[239] Ibid., March 20, 1790.
[240] Pennsylvania Gazette, copied in Maryland Gazette, February 26, 1790.
[241] Boston, Independent Chronicle, March 4, 1790.
[242] Boston, Independent Chronicle, March 25, 1790.
[243] Ibid., April 15.
[244] Maclay, 202.
[245] Ibid., 205.
[246] New York Advertiser, February 20, 1790.
[247] Ibid., February 22, 1790.
[248] Comptroller of the Treasury.
[249] Gibbs, I, 43.
[250] Madison’s Writings (to Jefferson), I, 511.
[251] McRee, Iredell (from Senator Johnson), II, 286; (from William R. Davie), II,
281, note.
[252] King, I, 385.
[253] Henry, II, 459.
[254] Stone of Maryland.
[255] Maclay, 203.
[256] Ibid., 209.
[257] Ibid., 212.
[258] Ibid., 214.
[259] Maclay, 227, 230.
[260] Ibid., 234.
[261] Elias Boudinot of New Jersey.
[262] Maclay, 237.
[263] Maclay, 248.
[264] Ibid., 250.
[265] Writings, I, 517.
[266] McRee, Iredell, II, 286.
[267] Lodge, Cabot, 35-36.
[268] Ibid. (to Goodhue), 37.
[269] Gazette of the United States, April 21, 1790.
[270] Ibid., April 24, 1790.
[271] Centinel, June 19, 1790.
[272] Daily Advertiser, March 24, 1790.
[273] Ames (to Dwight), I, 79-80.
[274] Maclay, 292.
[275] Ibid., 299.
[276] Maclay, 310.
[277] Works, Ford, VIII, 42-45.
[278] Ibid., VIII, 52.
[279] Writings (to Monroe), I, 522.
[280] Maclay, 332.
[281] Gazette of the United States, August 25, 1790.
[282] February 25, 1791.
[283] Brooks, Knox, 213.
[284] Maryland Journal, February 11, 1791.
[285] Josiah Parker.
[286] Annals, January 5, 1791.
[287] Samuel Livermore.
[288] Annals, January 6, 1791.
[289] Annals, January 11, 1791.
[290] Maclay, 385.
[291] Ibid., 385.
[292] Maclay, 387.
[293] Jefferson’s Works, VIII, 123.
[294] Works, III, 319-41; 342-87.
[295] Ibid., 388-443.
[296] Maclay, 364.
[297] Ibid., 369.
[298] Annals, February 2, 1791.
[299] Ames (to Dwight), I, 94.
[300] Annals, February 3, 1791.
[301] Jefferson’s Works, III, 145-53.
[302] Madison’s Writings, III, 171.
[303] Madison’s Writings, III, 171.
[304] Ames (to Minot), February 17, 1791.
[305] Madison’s Writings (to Jefferson), I, 534-35.
[306] Hamilton’s Works (letter to Carrington), IX, 513-35.
[307] Parton, II, 1.
[308] Dustin’s Freneau, 160.
[309] May 11, 1791.
[310] Gazette of the United States, April 6, 1791.
[311] Daily Advertiser, February 25, 1791.
[312] Independent Chronicle, March 10, 1791.
[313] New York Daily Advertiser, July 19, 1791.
[314] British Agent.
[315] Domestic Life, 197-98. Jefferson was living in the country.
[316] Maryland Journal, March 22, 1791.
[317] Domestic Life, 199.
[318] Ibid., 201.
[319] Jefferson’s Works, VIII, 205.
 [320] Gay’s Madison.
[321] Madison’s Writings, I, 534.
[322] Graydon, 375.
[323] McRee, Iredell, II, 335.
[324] Adams, Adams, I, 454.
[325] New York Daily Advertiser, July 8, 1791.
[326] Ibid., July 9, 1791.
[327] Ibid., July 14, 1791.
[328] Independent Chronicle, June 23, 1791.
[329] Ibid., July 7, 1791.
[330] Ibid., August 26, 1791.
[331] Ibid.
[332] Jefferson’s Works, VIII, 192.
[333] Adams, Works, VIII, 503.
[334] Ibid., 505.
[335] Madison’s Writings, I, 535.
[336] Jefferson’s Works, VIII, 223.
[337] Jefferson’s Works, VIII, 232.
[338] Madison’s Writings, I, 540.
[339] Ibid., I, 534.
[340] Madison’s Writings, I, 538.
[341] Maryland Journal, February 15, 1791.
[342] Pennsylvania Gazette, September 7, 1791.
[343] August 17, 1791.
[344] Hamilton’s Works (to King), I, 402.
[345] August 8, 1791.
[346] August 9, 1791.
[347] August 13, 1791. ‘Scrips sold last night: Cash 212-202-210-206; 10 days,
216, 217-1/2, 214; 30 days, 223, 212, 215; 45 days, 216; 60 days, 219; Sept. 10, 224;
Deliver and pay December 1, 235; Deliver October 1 and pay January 1, 242;
Monday next, 207; Tuesday, 215-1/2, 217, 210.’ (New York Daily Advertiser.)
[348] Daily Advertiser, August 15, 1791.
[349] New York Daily Advertiser.
[350] Daily Advertiser, August 17, 1791.
[351] New York Daily Advertiser, September 21, 1791.
[352] Independent Chronicle, September 1, 1791.
[353] Independent Chronicle, August 18, 1791.
[354] Maclay, 272.
[355] Familiar Letters, 148.
[356] Maclay, 272.
[357] Mrs. Smith, 6.
[358] Ibid., 6-7.
[359] Liancourt, III, 157.
[360] Parton on the Moore incident, III, 115-19.
[361] Maclay, 272.
[362] Mrs. Smith, 6-7.
[363] Maclay, 272.
[364] Familiar Letters, 149.
[365] Familiar Letters, 148.
[366] Maclay, 272.
[367] Liancourt, III, 157.
[368] Familiar Letters, 148.
[369] Mrs. Smith, 6-7.
[370] Randall, I, 14.
[371] Dodd, Statesmen of the Old South, 3-4.
[372] Ibid., 9.
[373] Dodd, Statesmen of the Old South, 23.
[374] Parton’s Jefferson, I, 27.
[375] Randall, III, 448.
[376] Autobiography, I, 77.
[377] Fiske, 148.
[378] Works (to Mrs. Trist), V, 151.
[379] Ibid. (to Bellini), V, 151.
[380] Ibid. (to Mrs. Trist), V, 81-82.
[381] Ibid. (to Bellini), V, 151-54.
[382] Morris, Diary, I, 101.
[383] Domestic Life (letter to Madison), 155; Works, I, 131-38.
 [384] Domestic Life (letter to Adams), 156.
[385] Ibid. (to Jay), 156.
[386] Ibid. (to Jay), 159.
[387] Works (letter to Lafayette), VII, 370; (to De St. Etienne), VII, 370-72; (the
Charter), VII, 372-74.
[388] Ibid., IV, 72.
[389] Ibid. (to De Unger), IV, 138-39.
[390] Autobiography, I, 72.
[391] Mrs. Wharton, 391.
[392] Parton’s Jefferson, I, 344.
[393] Vol. I, 77.
[394] Works, V, 3-4: letter to Chastellus.
[395] Ibid., VI, 428: to Warville.
[396] Randall, I, 17.
[397] Ibid., III, 556-58; letter to Rush.
[398] Ibid., 671-76.
[399] Ibid.; also see The Thomas Jefferson Bible, edited by Henry Jackson.
[400] Randall, III, 547.
[401] Dodd, Statesmen of the Old South, 36.
[402] Randall, III, 620-22.
[403] Works, VI, 11-15; to Charles Thompson.
[404] Ibid., 227-29 (to Edward Carrington); 269-71 (to J. Blair).
[405] Ibid., 296-301 (to Benjamin Hawkins and George Wythe); 231-32 (to Count
Del Vermi).
[406] Ibid., 285-89; to John Adams.
[407] Ibid., 368.
[408] Ibid., 378-83; to William Carmichael.
[409] Works, VI, 385-93.
[410] Ibid., 425-27. I have the authority of Josephus Daniels for a tradition in
North Carolina that such a letter in the hands of Willie Jones was responsible for the
failure of the first Convention there to ratify. The letter is apparently lost.
[411] Ibid., VII, 26-30; to Carmichael.
[412] Ibid., 36-39; to Colonel Carrington.
[413] Ibid., 79-88.