[Footnote 10: Lord Chesterfield, Letters to his Son (London, 1774), II, 525.]
[Footnote 11: H.N. Coleridge, Six Months in the West Indies, 4th ed. (London, 1832), pp. 131, 132.]
[Footnote 12: Matthew G. Lewis, Journal of a West Indian Proprietor, kept during a Residence in the Island of Jamaica (London, 1834).]
[Footnote 13: H.N. Coleridge, p. 76.]
On the generality of the plantations the tone of the management was too much like that in most modern factories. The laborers were considered more as work-units than as men, women and children. Kindliness and comfort, cruelty and hardship, were rated at balance-sheet value; births and deaths were reckoned in profit and loss, and the expense of rearing children was balanced against the cost of new Africans. These things were true in some degree in the North American slaveholding communities, but in the West Indies they excelled.
In buying new negroes a practical planter having a preference for those of some particular tribal stock might make sure of getting them only by taking with him to the slave ships or the “Guinea yards” in the island ports a slave of the stock wanted and having him interrogate those for sale in his native language to learn whether they were in fact what the dealers declared them to be. Shrewdness was even more necessary to circumvent other tricks of the trade, especially that of fattening up, shaving and oiling the skins of adult slaves to pass them off as youthful. The ages most desired in purchasing were between fifteen and twenty-five years. If these were not to be had well grown children were preferable to the middle-aged, since they were much less apt to die in the “seasoning,” they would learn English readily, and their service would increase instead of decreasing after the lapse of the first few years.