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All-In-One / CompTIA A+ Certification All-in-One Exam Guide /
Meyers / 951-X / Front Matter
Blind Folio ii

ABOUT THE AUTHOR

Michael Meyers is the industry’s leading authority on CompTIA A+

and CompTIA

Network+ certifications. He is the president and founder of Total

Seminars, LLC, a

major provider of computer and network repair seminars for

thousands of organizations

throughout the world, and a member of CompTIA.

Mike has written numerous popular textbooks, including the best-

selling Mike Mey-

ers’ CompTIA A+® Guide to Managing & Troubleshooting PCs and

Mike Meyers’ CompTIA

Network+® Guide to Managing and Troubleshooting Networks.

About the Contributor

Scott Jernigan wields a mighty red pen as Editor in Chief for Total
Seminars. With a

Master of Arts degree in Medieval History, Scott feels as much at

home in the musty

archives of London as he does in the crisp IPS glow of Total

Seminars’ Houston HQ.

After fleeing a purely academic life, he dove headfirst into IT, working
as an instructor,

editor, and writer.

Scott has written, edited, and contributed to dozens of books on
computer literacy,

hardware, operating systems, networking, and certification, including

Computer

Literacy—Your Ticket to IC3 Certification, and co-authoring with Mike

Meyers the All-in-

One CompTIA Strata® IT Fundamentals Exam Guide.

Scott has taught computer classes all over the United States,
including stints at the

United Nations in New York and the FBI Academy in Quantico.

Practicing what he

preaches, Scott is a CompTIA A+ and CompTIA Network+ certified

technician, a Mi-

crosoft Certified Professional, a Microsoft Office User Specialist, and

Certiport Internet

and Computing Core Certified.

About the Technical Editor

Chris Crayton (CompTIA A+, CompTIA Network+, MCSE) is an

author, editor, tech-

nical consultant, and trainer. Chris has worked as a computer

technology and network-

ing instructor, information security director, network administrator,

network engineer,

and PC specialist. Chris has authored several print and online books
on PC Repair,
CompTIA A+, CompTIA Security+, and Microsoft Windows. Chris has
served as tech-

nical editor on numerous professional technical titles for leading

publishing companies,

including the CompTIA A+ All-in-One Exam Guide, the CompTIA A+

Certification Study

Guide, and the Mike Meyers’ CompTIA A+ Certification Passport.

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Blind Folio iii

ALL ■ IN ■ ONE

CompTIA A+®

Certification

EXAMGUIDE

Ninth Edition

(Exam 220-901 & 220-902)

Mike Meyers

New York • Chicago • San Francisco

Athens • London • Madrid • Mexico City

Milan • New Delhi • Singapore • Sydney • Toronto

McGraw-Hill Education is an independent entity from CompTIA®.
This publication and CD-ROM may be used in assisting

students to prepare for the CompTIA A+ exams. Neither CompTIA

nor McGraw-Hill Education warrants that use of this

publication and CD-ROM will ensure passing any exam. CompTIA and
CompTIA A+ are trademarks or registered trademarks

of CompTIA in the United States and/or other countries. All other

trademarks are trademarks of their respective owners.

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Meyers / 951-X / Front Matter

Blind Folio iv

Cataloging-in-Publication Data is on file with the Library of

Congress

McGraw-Hill Education books are available at special quantity

discounts to use as premiums and sales

promotions, or for use in corporate training programs. To contact a

representative, please visit the Contact Us

pages at www.mhprofessional.com.

CompTIA A+® Certification All-in-One Exam Guide, Ninth

Edition (Exams 220-901 & 220-902)

Copyright © 2016 by McGraw-Hill Education. All rights reserved.

Printed in the United States of America.
Except as permitted under the Copyright Act of 1976, no part of this
publication may be reproduced or

distributed in any form or by any means, or stored in a database or

retrieval system, without the prior written

permission of publisher, with the exception that the program listings

may be entered, stored, and executed in a

computer system, but they may not be reproduced for publication.

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Sponsoring Editor

Technical Editor

Production Supervisor

Tim Green

Christopher Crayton

James Kussow

Editorial Supervisor

Copy Editor

Composition
Jody McKenzie

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Cenveo® Publishing Services

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Blind Folio v

To my grandson, Stephen Meyers Kelly.

Can’t wait to dismantle our first system together!

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Meyers / 951-X / Front Matter

Blind Folio vi

Becoming a CompTIA Certified

IT Professional Is Easy

It’s also the best way to reach greater professional opportunities and
rewards.

Why Get CompTIA Certified?

Growing Demand
Labor estimates predict some technology fields will experience
growth of more than 20%

by the year 2020. (Source: CompTIA 9th Annual Information Security

Trends study:

500 U.S. IT and Business Executives Responsible for Security.)

CompTIA certification

qualifies the skills required to join this workforce.

Higher Salaries

IT professionals with certifications on their resume command better

jobs, earn higher

salaries, and have more doors open to new multi-industry

opportunities.

Verified Strengths

91% of hiring managers indicate CompTIA certifications are valuable

in validating IT exper-

tise, making certification the best way to demonstrate your

competency and knowledge to

employers. (Source: CompTIA Employer Perceptions of IT Training

and Certification.)

Universal Skills

CompTIA certifications are vendor neutral—which means that

certified professionals can pro-

ficiently work with an extensive variety of hardware and software

found in most organizations.
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Blind Folio vii

Learn more about what

Purchase a voucher at a

Congratulations on your

the exam covers by

Pearson VUE testing center

CompTIA certification!

reviewing the following:

or at CompTIAstore.com.

• Make sure to add your

• Exam objectives for

• Register for your exam at a

certification to your resume.

key study points.

Pearson VUE testing center.

• Check out the CompTIA

• Sample questions for a general

• Visit pearsonvue.com/CompTIA to

Certification Roadmap to plan

overview of what to expect

find the closest testing center to you.

your next career move.

on the exam and examples

of question format.

• Schedule the exam online. You will

be required to enter your voucher

• Visit online forums, like LinkedIn, to

number or provide payment

see what other IT professionals say

information at registration.

about CompTIA exams.

• Take your certification exam.

Learn More: Certification.CompTIA.org/aplus

CompTIA Disclaimer

© 2015 CompTIA Properties, LLC, used under license by CompTIA

Certifications,
LLC. All rights reserved. All certification programs and education
related to such pro-

grams are operated exclusively by CompTIA Certifications, LLC.

CompTIA is a regis-

tered trademark of CompTIA Properties, LLC in the U.S. and

internationally. Other

brands and company names mentioned herein may be trademarks or

service marks of

CompTIA Properties, LLC or of their respective owners. Reproduction

or dissemination

of this courseware sheet is prohibited without written consent of

CompTIA Properties,

LLC. Printed in the U.S. 02190-Nov2015

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/ Finegan & Liguori / 942-1 / Front Matter / Blind Folio

CertPrs8 / OCA Java SE 7 Programmer I Study Guide (Exam 1Z0-803)

/ Finegan & Liguori / 942-1 / Front Matter / Blind Folio iii

ii

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All-In-One / CompTIA A+ Certification All-in-One Exam Guide /
Meyers / 951-X / Front Matter

CONTENTS AT A GLANCE

Chapter 1

The Path of the PC Tech . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

..............1

Chapter 2

Operational Procedures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . 19

Chapter 3

The Visible Computer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

. . . . . . . . . . . . . . 47

Chapter 4

Microprocessors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . 95

Chapter 5

RAM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . 147

Chapter 6

BIOS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . 185

Chapter 7
Motherboards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . 227

Chapter 8

Power Supplies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . 273

Chapter 9

Hard Drive Technologies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

. . . . . . . . . . . . 313

Chapter 10 Implementing Hard Drives . . . . . . . . . . . . . . . . . . . . .

. . . . . . . . . . . . . . . . . . . . . 343

Chapter 11 Essential Peripherals . . . . . . . . . . . . . . . . . . . . . . . . . .

. . . . . . . . . . . . . . . . . . . . . . . 409

Chapter 12 Building a PC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . 475

Chapter 13 Windows Under the Hood . . . . . . . . . . . . . . . . . . . . . .

. . . . . . . . . . . . . . . . . . . . . 521

Chapter 14 Users, Groups, and Permissions . . . . . . . . . . . . . . . . . .

. . . . . . . . . . . . . . . . . . . 559

Chapter 15 Maintaining and Optimizing Operating Systems . . . . . . .

. . . . . . . . . . 613

Chapter 16 Working with the Command-Line Interface . . . . . . . . . .

. . . . . . . . . . . . . 653

Chapter 17 Troubleshooting Operating Systems . . . . . . . . . . . . . . .

. . . . . . . . . . . . . . . . 703
Chapter 18 Virtualization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . 759

Chapter 19 Display Technologies . . . . . . . . . . . . . . . . . . . . . . . . .

. . . . . . . . . . . . . . . . . . . . . . . 797

Chapter 20 Essentials of Networking . . . . . . . . . . . . . . . . . . . . . . .

. . . . . . . . . . . . . . . . . . . . 859

Chapter 21 Local Area Networking . . . . . . . . . . . . . . . . . . . . . . . .

. . . . . . . . . . . . . . . . . . . . . . 895

Chapter 22 Wireless Networking . . . . . . . . . . . . . . . . . . . . . . . . . .

. . . . . . . . . . . . . . . . . . . . . . . 945

Chapter 23 The Internet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

. . . . . . . . . . . . . . . . . . . . . . . . . . 983

Chapter 24 Portable Computing . . . . . . . . . . . . . . . . . . . . . . . . . .

. . . . . . . . . . . . . . . . . . . . . . 1045

Chapter 25 Understanding Mobile Devices . . . . . . . . . . . . . . . . . . .

. . . . . . . . . . . . . . . . . 1099

Chapter 26 Care and Feeding of Mobile Devices . . . . . . . . . . . . . . .

. . . . . . . . . . . . . . . 1147

ix

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CompTIA A+ Certification All-in-One Exam Guide

x

Chapter 27 Printers and Multifunction Devices . . . . . . . . . . . . . . . .

. . . . . . . . . . . . . . . . 1179

Chapter 28 Securing Computers . . . . . . . . . . . . . . . . . . . . . . . . . .

. . . . . . . . . . . . . . . . . . . . . . 1231

Appendix A Mapping to the CompTIA A+ Objectives . . . . . . . . . . .

. . . . . . . . . . . . . . 1289

Appendix B About the CD-ROM . . . . . . . . . . . . . . . . . . . . . . . . . .

. . . . . . . . . . . . . . . . . . . . . . . 1331

Glossary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . 1335

Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . 1419

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CONTENTS

Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. xxix

Chapter 1

The Path of the PC Tech . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

......1
CompTIA A+ Certification . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
3

Who Is CompTIA? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

The Path to Other Certifications . . . . . . . . . . . . . . . . . . . . . . 4

CompTIA A+ Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
5

Windows-Centric . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Windows 10 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Exam 220–901 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Exam 220-902 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

The Path to Certification . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

9

Finding a Testing Center . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Exam Costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

How to Pass the CompTIA A+ Exams . . . . . . . . . . . . . . . . . . 11

Historical/Conceptual . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
14

Chapter Review . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . 16

Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Answers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

Chapter 2
Operational Procedures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . 19

902 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . 19

The Professional Tech . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

. 19

Appearance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

The Traits of a Tech . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

Effective Communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
25

Assertive Communication . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

Respectful Communication . . . . . . . . . . . . . . . . . . . . . . . . . . 26

Eliciting Answers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

Expectations and Follow-Up . . . . . . . . . . . . . . . . . . . . . . . . . 29

Tools of the Trade and Personal Safety . . . . . . . . . . . . . . . . . . . . . .

. 30

Electrostatic Discharge (ESD) . . . . . . . . . . . . . . . . . . . . . . . . 30

Antistatic Tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

Electromagnetic Interference (EMI) . . . . . . . . . . . . . . . . . . . 34

Radio Frequency Interference (RFI) . . . . . . . . . . . . . . . . . . . 34

Personal Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34

Physical Tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
Troubleshooting Theory . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37

xi

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CompTIA A+ Certification All-in-One Exam Guide

xii

Chapter Review . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. 44

Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44

Answers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46

Chapter 3

The Visible Computer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

. . . . . . . . . . . 47

Historical/Conceptual . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
48

The Computing Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

48

The Computing Parts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50

Stages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53

Why the Process Matters to Techs . . . . . . . . . . . . . . . . . . . . . 55

Breaking It Down . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55

901 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . 56

Computing Hardware . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
56

902 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . 60

Computing Software . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. 60

Common Operating System Functions . . . . . . . . . . . . . . . . . 61

User Interfaces . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61

File Structures and Paths . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73

The Tech Launch Points . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78

Chapter 3 Review . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. 92

Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92

Answers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94

Chapter 4

Microprocessors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . 95

Historical/Conceptual . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
95
CPU Core Components . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
95

The Man in the Box . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96

Clock . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101

Back to the External Data Bus . . . . . . . . . . . . . . . . . . . . . . . . 105

Memory . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. 106

Memory and RAM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106

Address Bus . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108

901 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . 112

Modern CPUs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. 112

Developers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 112

Technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117

Selecting and Installing CPUs . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

129

Selecting a CPU . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 129

Installation Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 132

Troubleshooting CPUs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
141

Symptoms of Overheating . . . . . . . . . . . . . . . . . . . . . . . . . . . 142

Catastrophic Failure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143

Beyond A+ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. 143

Intel Core M . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143

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Chapter Review . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. 144

Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 144

Answers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 146

Chapter 5

RAM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . 147

Historical/Conceptual . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
148

Understanding DRAM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
148

Organizing DRAM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 148

Practical DRAM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 149

DRAM Sticks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 151

Consumer RAM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 153

Types of RAM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. 153

SDRAM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 153

RDRAM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 155

901 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . 155

DDR SDRAM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 155

DDR2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 158

DDR2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 158

DDR3L/DDR3U . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 160

DDR4 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 160

RAM Variations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 161

Working with RAM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

164

Do You Need More RAM? . . . . . . . . . . . . . . . . . . . . . . . . . . 165

Getting the Right RAM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 173

Installing DIMMs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 174

Installing SO-DIMMs in Laptops . . . . . . . . . . . . . . . . . . . . . 177

Troubleshooting RAM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
178

Testing RAM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 180

Chapter Review . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . 181

Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 181

Answers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 183

Chapter 6

BIOS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . 185

901 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . 185

We Need to Talk . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. 185

Talking to the Keyboard . . . . . . . . . . . . . . . . . . . . . . . . . . . . 188

BIOS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 190

CMOS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. 194

Modify CMOS: The Setup Program . . . . . . . . . . . . . . . . . . . 195

Typical CMOS Setup Programs . . . . . . . . . . . . . . . . . . . . . . . 201

Option ROM and Device Drivers . . . . . . . . . . . . . . . . . . . . . . . . . .

211

Option ROM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 211

Device Drivers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 213

BIOS, BIOS, Everywhere! . . . . . . . . . . . . . . . . . . . . . . . . . . . 214

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Power-On Self Test (POST) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

214

Before and During the Video Test: The Beep Codes . . . . . . . 214

Text Errors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 215

POST Cards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 215

The Boot Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 216

Care and Feeding of BIOS and CMOS . . . . . . . . . . . . . . . . . . . . . .

218

Default/Optimized Settings . . . . . . . . . . . . . . . . . . . . . . . . . . 218

Clearing CMOS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 218

Losing CMOS Settings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 220

Flashing the ROM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 221

Chapter Review . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. 222

Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 222

Answers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 225

Chapter 7
Motherboards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . 227

Historical/Conceptual . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
228

How Motherboards Work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

228

Form Factors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 229

901 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . 231

Chipset . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 236

Motherboard Components . . . . . . . . . . . . . . . . . . . . . . . . . . 238

Expansion Bus . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. 240

Structure and Function of the Expansion Bus . . . . . . . . . . . . 240

PCI . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 243

AGP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 245

PCI-X . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 245

Mini-PCI . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 245

PCI Express . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 245

Installing Expansion Cards . . . . . . . . . . . . . . . . . . . . . . . . . . 248

Troubleshooting Expansion Cards . . . . . . . . . . . . . . . . . . . . . 257

Upgrading and Installing Motherboards . . . . . . . . . . . . . . . . . . . . .

259
Choosing the Motherboard and Case . . . . . . . . . . . . . . . . . . 259

Installing the Motherboard . . . . . . . . . . . . . . . . . . . . . . . . . . 262

Troubleshooting Motherboards . . . . . . . . . . . . . . . . . . . . . . . . . . . .
265

Symptoms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 266

Techniques . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 267

Options . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 267

Chapter Review . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . 269

Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 269

Answers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 271

Chapter 8

Power Supplies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . 273

Historical/Conceptual . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
274

Understanding Electricity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
274

901 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . 276

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Powering the PC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. 276

Supplying AC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 276

902 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . 280

901 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . 285

Supplying DC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 285

Installing and Maintaining Power Supplies . . . . . . . . . . . . . . . . . . .

297

Installing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 298

Cooling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 300

Troubleshooting Power Supplies . . . . . . . . . . . . . . . . . . . . . . . . . . .

305

No Motherboard . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 305

Switches . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 306

When Power Supplies Die Slowly . . . . . . . . . . . . . . . . . . . . . 306

Fuses and Fire . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 307

Exploring the Variety of Random
Documents with Different Content
see everybody going off to the country and you working all day
indoors in a hot, stuffy hotel, with never a day to go anywhere or
see your family—it’s terrible.”

Effect of long The hotel which installed a relief night shift for
hours on chambermaids as an economy measure, was
efficiency wise. After observing the overtired, listless maids
skimp their work the day following a long night watch, one cannot
but conclude that long hours of work for women are a bad business
policy. The tired worker not only does poor work herself, but she
demoralizes the other more alert workers on the force. “Just make
up the beds with the sheets that’s on ’em. Those people aren’t going
out today anyway. Give the rooms a lick and a promise, I say. I’m
tired today,” is often heard while the maids are eating lunch. A
feeling of resentment against long hours tends to make the workers
dissatisfied and careless about their work. All feeling of responsibility
for good work is diminished accordingly. In order to mollify maids,
housekeepers allow them to leave their stations as soon as they
have covered the work on their daily shift. This makes for hastily
finished work and a further unstandardized day. It means that,
instead of all maids getting a regular number of hours off duty,
clever and unscrupulous individuals steal time at the expense of
others. The effect of long hours on attendance is marked. Maids
frequently take days off without pay. Some make a practice of
turning up for Sunday work several times a month only. And after
the continued strain of some months of night watches and seven-
day week work, maids feel they “need a vacation and a change” and
leave their jobs.

Effect of long Maids who live in a hotel go out little unless

hours on they are very young. After working hours they lie
recreation on their beds and sleep or gossip. When they do
leave the hotel it is either to go to mass or to find some exciting
form of amusement. The younger girls made “dates” casually with
guests and other men to go to the movies and Coney Island. Girls
who are more backward had often been nowhere outside the hotel,
except to church. A Danish girl, who was working in a large New
York City hotel, said she knew no one in New York City and had not
been anywhere except to go to church with another maid one
Sunday and she wouldn’t go there again because they all laughed at
her when she took off her hat. She said she was too tired to go to
the movies at night because these night watches were “fierce”—she
was just tired all the time. She worked in one of the hotels which
had an extra watch every day. Another worker, a young Polish
bathmaid, complained, “I am too tired to ever go home and see my
people any more at night. I used to go every other night and I get
awful lonesome for them now, but I just can’t get cleaned up and
dress.” This girl was sixteen and had been working as a bathmaid for
three months. Another young bathmaid said, “I am too tired to ever
go to dances. I just want to rest at night. I can’t stand it anyway, it’s
too hard.”
 Dining Room, Kitchen and Pantry Departments

Waitresses’ The work of the waitress in a hotel reaches its

Hours peak at meal hours and slackens between times.
For this reason waitresses work “broken shifts.” The daily and weekly
hours of the waitresses interviewed were not as unstandardized or
as excessive in length as hours for chambermaids. They worked a
six-day week in all cases. But the distribution of hours of work in
broken shifts caused great inconvenience to the workers. Those who
lived in were apathetic but those who lived out and wished to return
home after hours of work complained bitterly. If the worker lives any
distance from the hotel it is impossible for her to change her clothes
twice, allow time for street car ride, and return to work in the rest
period allowed between the morning and the evening shift. There is,
besides, the expense of extra carfare to be considered.
In one New York City hotel, according to a woman worker’s
statement, she reported for work at 11 A.M. and worked till 4 P.M.
She then left her station for 1½ hours’ rest and returned at 5.30 to
work until 9 P.M. She ate her meals and changed her clothes upon
her own time. She complained that she could not go home in the
afternoon because she lived too far away to change to street clothes
twice and allow for car rides. The hotel had a rest room where she
stayed for the 1½-hour rest period. “Of course,” she said, “it is
wasted time.” She worked no overtime, but the work was heavy
during the hours in which she worked so that she was often too tired
and nervous to eat her meals.
In another hotel a worker stated that she worked broken shifts
one week in the day time and straight shifts the next week when she
was on night work. One week she worked from 6 A.M. to 11 A.M.,
had a rest period from 11 A.M. to 6 P.M., and worked 6 P.M. to 9
P.M. The next week she worked from 5.30 P.M. until 12 P.M. She ate
her meals on her own time, but changed her clothes on working
time. Overtime varied from 1 to 1½ hours a day.
In the third hotel for which information was secured the
waitresses lived in. The work was divided into three shifts; from 6.30
A.M. to 8.30 A.M., from 10.30 A.M. to 2.30 P.M., and from 5.30 P.M.
to 7.30 P.M. This makes an 8-hour day if only the hours actually
worked are counted in.

Hours of pantry In the kitchen and pantry the hours range from
maids and 8 to 9 daily with a six-day week. Here again the
kitchen help broken shifts and the long and short day were
found. In the two hotels where jobs were obtained in the kitchens
and pantries, there were two groups of women dishwashers, a day
shift and a night shift. The day shift worked from 7 A.M. to 4 P.M., or
an 8½-hour day, exclusive of ½ hour for lunch. The night shift
worked from 4 P.M. to 1 A.M., or an 8½-hour day. They worked six
days, or a 51-hour week.
The other workers in the pantry and kitchen of one of these hotels
worked broken shifts. The workers had rotating shifts with a long
day and then a short day. On the day before the weekly day off,
each worker worked a 12 or 13-hour day. The irregularity of a pantry
worker’s hours and the distribution over a seven-day period, is
shown on the chart on the following page. The length of working
hours for the worker in this instance ranged from 6 to 13 hours daily.
On days on which the long shift was worked, the hours were
distributed over a period of 18 hours. The total weekly hours of this
pantry worker were 63. The two other pantry workers in this hotel
worked a 56-hour week and a 60-hour week, respectively. Since a
girl always worked a long day of 12 to 13 hours before her free day,
she was unable to derive full benefit from it because of fatigue.
 As the other hotel in which a pantry job was held was much larger,
pantry and kitchen work was more specialized. There were pantry
maids, coffee women, butter and cream women, and vegetable
women. The butter and cream women and the pantry maids (salad
girls) had the most irregular shifts. Two pantry maids worked a
straight shift from 7 A.M. to 4 P.M. or a 9-hour day; two worked
broken shifts from 8 A.M. to 2 P.M. and from 6 P.M. to 8 P.M., or an
8-hour day; and one worked from 4 P.M. to 1 A.M., a 9-hour day.
These women ate their meals on the job so no time has been
deducted for lunch hours.

The effect of Broken shifts distributed over a long period of

broken and time with scheduled hours of work changing from
irregular shifts day to day are a great hardship to the woman
on the worker
worker. Aside from the fact that two hours in the
middle of the afternoon are useless to a woman if she must dress
and take a car to go home, and take a car to return and dress again
on reaching the hotel, broken shifts mean that meals and sleep must
be snatched at irregular intervals. Such a hit or miss existence, with
no regular hours for work, rest and recreation, does not make for
the physical well-being of the worker.
 WAGES

When taking a position in a hotel the woman worker bargains as

an individual for the wages she is to receive. She is without the
support of a labor organization which would have set a standard for
her occupation and would assist her in maintaining it. She applies for
work in an industry where the wage scales are determined largely by
the inclination of the hotel managers and by the labor supply. She
must go from hotel to hotel to learn what is being paid, for the wage
opportunities vary from establishment to establishment.
She cannot even estimate the value of the wage she is to receive
in the majority of jobs. This is due to two uncertain elements in the
earnings of hotel workers; tipping and compensation other than
money in the form of board and room. Because she is not in a
position to gauge the amount of the tips she will receive and the
quality of the board and lodging, the only recourse of the applicant
is to try out the job for a time. “Well, I’ll try it out for a week and
see how I make out,” is the common expression of the new worker.
If it is not a good house for tips, if she can’t eat the food, and if the
living-in conditions are unbearable, she will go somewhere else and
try again. By trying out job after job she loses time and greatly
decreases her yearly earnings.
 Cash Wages
Wages when In the smaller hotels of New York City and the
the workers hotels of the smaller cities of the State, a straight
live out cash wage was paid to women workers in all
occupations. The wages of chambermaids and bathmaids varied
from $8.77 a week to $16 in the 46 hotels where wage rates were
obtained. Of these, the one hotel paying $8.77 a week was the
largest hotel of a second class city where two large factories
employing great numbers of women had closed down. The
housekeeper said, “The works have shut down, so you can get
workers at any price.” The one hotel paying $16 a week employed
only three maids on a long-hour schedule.
The straight cash wages paid to chambermaids and bathmaids in
the 46 hotels are as follows:

1 paid at $8 but less $9 per

least than week
9 "" 9 "" 10 ""
11 "" 10 "" 11 ""
9 "" 11 "" 12 ""
11 "" 12 "" 13 ""
2 "" 13 "" 14 ""
2 "" 14 "" 15 ""
0 "" 15 "" 16 ""
1 [6] "" 16 "" 17 ""

6. The actual wage paid in this group was $16.00.

Few women workers were employed in the kitchens and pantries
of these hotels. No waitresses were employed.
 A comparison of these wage rates may be made with the
minimum wage fixed for hotel workers in 1919 in the District of
Columbia where the cost of living is comparable to that of New York
State. The Minimum Wage Board of the District of Columbia decided
that a wage of $16.50 a week was the minimum on which a self-
supporting woman could live. In no case do the hotels investigated
in New York State pay this minimum when a straight cash wage is
paid and the workers do not live in the hotels. It can be seen from
these figures that 40 of the 46 hotels pay between $9 and $13 or an
average of $11 per week.

Wages In six hotels at which jobs were applied for,

including lodging was offered, but no meals. The following
lodging but no cash wages were offered to chambermaids and
meals
bathmaids in addition to lodging:

1 paid at $8 but less $9 per

least than week
3 "" 9 "" 10 ""
1 "" 10 "" 11 ""
1 "" 11 "" 12 ""

No information was obtained for pantry workers or waitresses in

this group.
The Minimum Wage Board of the District of Columbia, in
extending its minimum wage of $16.50 to hotel workers who were
living-in, attempted to set a money value on the board and lodging
furnished by the hotel. Because there was no way of determining its
actual cost to the hotel management, the minimum cost of room and
board for a self-supporting woman in the District of Columbia was
taken. The figure used is $9 a week for board and lodging; two-
thirds or $6 for board, and one-third or $3 for lodging.[7] $13.50 is,
therefore, the minimum on which a woman can maintain herself
while living-in in a hotel but taking her meals outside. None of the
hotels in New York State, furnishing lodging in addition to a cash
wage, paid this minimum.
7. Minimum Wage Board of the District of Columbia. Wages of Women in Hotels
and Restaurants in the District of Columbia. P. 16.

Wages In 8 hotels which paid the workers their wage,

including three plus three meals a day, the following cash wages
meals and no
were paid to chambermaids and bathmaids:
lodging

1 paid at $6 but less $7 per

least than week
0 "" 7 "" 8 ""
1 "" 8 "" 9 ""
5 "" 9 "" 10 ""
1[8] "" 10 "" 11 ""

8. The actual wage paid in this group was $10.00.

No information was obtained for pantry workers or waitresses in
this group.
If the $16.50 minimum wage of the District of Columbia is taken,
and $6 to cover the cost of three meals deducted, the minimum
wage for this group would be $10.50. In no case was this amount
received.

Wages The largest New York City hotels and the

including board largest hotels in first class cities require maids to
and lodging live in and prefer that some of the pantry workers
and waitresses should do so. In these hotels chambermaids and
bathmaids living-in have the following wage rates:
 1 paid at $4 but less $5 per
least than week
7 "" 5 "" 6 ""
17 "" 6 "" 7 ""
1 "" 7 "" 8 ""
2 "" 8 "" 9 ""
1 "" 9 "" 10 ""

If $9 for board and lodging is deducted from the $16.50 minimum

wage of the District of Columbia, $7.50 is left as the minimum wage
for this group of workers. When the wages of chambermaids living-
in are taken, it will be noted that only four out of twenty-nine hotels
pay this wage or more, and that over half pay between $6 and $7
per week.
Waitresses in one hotel in New York City where board and room
are furnished received $6.92 a week. Pantry workers, who are a
skilled class, received one of the highest wage rates found for
women workers in hotels. They have, however, no access to tips. In
one hotel they received $50 a month with board and lodging, or
$11.53 a week, and in another hotel $55 a month with board and
lodging, or $12.29 a week. In two hotels kitchen workers received
$30 a month whether they lived in or out.
 Tipping
Tips, or the giving of gratuities by the patrons of the hotel to
workers who serve them, is the most unstandardized part of the
earnings of the worker. Because the giving of tips depends not only
on the whim of the public but upon the general prosperity of the
country and the individual prosperity of the patron, it admits of no
standardization. Tipping seems incongruous in that, by its own
definition, the function of the hotel is service. It amounts to a direct
payment by the public of a part of the worker’s wage.
It should be remembered that tips are received by chambermaids
and waitresses only. There are large numbers of bathmaids,
cleaners, pantry and kitchen help who have no access to tips.

The The practice of tipping is defended by both

disadvantages workers and managers, although it operates to
of tipping the disadvantage of both. The management
defends tipping on the ground that the public wishes to tip. “He feels
the servant has given something extra and unexpected and he wants
to pay something for it—he tips.”[9] This manager indirectly admits,
however, that tipping is an imposition on the patron when he assures
his guests that no discourtesy will be shown a guest who does not
tip. If managers were candid they might admit that they wish the
public to tip because it enables them to pay their employees a lower
wage rate.
9. Statler Service Codes. P. 7.
Patrons are frequently annoyed by the persistency of workers in
procuring tips. The guest who tips will get service at the expense of
the guest who doesn’t—maids are frank to admit this—and there is
consequently dissatisfaction of one class of guests. A guest in a hotel
has come to feel that the hotel rate is but one item in the expense of
staying there and naturally he resents it.
Between the workers and their superiors disputes arise over the
distribution of tips. Dissatisfaction and lack of cooperation result
which obstruct the smooth functioning of departments.
Chambermaids designate desk clerks as “sneaking devils,” because
they think the desk clerk takes their tips. They hate the bell-boys
because they think they get more than their share of tips.
Waitresses, especially banquet waitresses, have a constant grudge
against head waiters. They think they hold back a large share of tips
from them. Maids resent it when housekeepers give them transient
corridors where tips are poor, and waitresses accuse head waiters of
putting them on poor stations.
Tips are a disadvantage to the worker because she can never
know what her weekly earnings are to be and plan her expenses
accordingly. But she defends tipping because she feels that this is
the only part of her earnings over which she has control. She knows
her wage rate will be low, but she may get big tips through her own
efforts. The uncertainty of the amount of tips has a romantic
fascination for the maid or waitress. She thinks that by an
ingratiating manner to the guest, by staying overtime to be on the
spot when a guest leaves, by her persistence, and by chance of
securing a good floor or station she will get tipped. Moreover, she
has heard many stories of good tips. Maids and waitresses boast of
the good tips they receive and remain silent when they get none.
Each maid hopes that she will be the lucky one. But she comes to
realize reluctantly that she cannot control tips. She may not get a
good floor if she is a chambermaid but one on which transients stop
for one night and are never seen. In modern hotels the “regulars”
stop on the higher floors. She may not obtain favor with the
housekeeper or the desk clerk or the head waiter. She may be at
lunch or supper when a guest leaves. She may be growing old and
the guest will not be pleased by her manner. The lot of the older
chambermaid who is in many respects more efficient than the
younger one, is especially hard. She does not get tips and she
ceases to expect them. This discrimination against the experienced
worker illustrates the unfairness of tips as a part of the workers’
wage. Tips depend not so much on service as on a pleasing
appearance and manner. Advice to a new maid is to “fix yourself up”
and “don’t be bashful. The ones who get tips are those who stick
around and sass ’em back and make them notice you.” There is a
question as to how many of the tips received are legitimate tips. The
danger to a young girl, who ingratiates herself with the guests to get
tips, is only too evident. The girls often said to those who got no
tips, “Oh, you’re too straight to make good tips. Make up to them.”
The dissatisfaction of the maid who gets low tips grows and finally
she leaves her job. An employment manager of a large group of
hotels in New York City said, “From my experience as employment
manager, I am thoroughly convinced that the tipping system is more
directly responsible for labor turnover in hotels than any other one
thing. An employee will leave one hotel to go to another where
exactly the same wages are paid if she thinks the chance for tips is
better.”

The relation of Tipping, as a factor in the workers’ earnings,

tipping to has been generally overestimated. A study, made
wages by the United States Bureau of Labor Statistics
during the war period when tipping was comparatively high, shows
that the average tip for a chambermaid in Buffalo was 40¢ a day and
the highest was only 71¢. In New York City the average tip received
by the chambermaids was 49¢ and the highest tip 83¢.[10] The
Minimum Wage Board of the District of Columbia in 1919 says of
tipping: “Of the 48 maids from whom data on this point were
obtained, 8 stated that they received no tips, 7 stated the amount to
be very little and the average for those giving actual figures was
$1.22 per week. It seems evident that the tips received by maids
were not sufficient to make any appreciable addition to their
wages.”[11]
10. Monthly Labor Review, September 1919. Wages and Hours of Hotel and
Restaurant Employees. P. 193.

11. Minimum Wage Board of the District of Columbia. Wages of Women in Hotels
and Restaurants. 1919. P. 5.
Certainly in New York State, according to the data gathered from
this investigation, tipping for chambermaids is negligible. It is
difficult to get an accurate estimate from maids as to their average
weekly tips. They remember a $5 tip they once got but not how
much they get each week. In one of the largest New York hotels,
one maid says she gets $5 once in a while, then nothing for weeks
at a time. One had had $3 in the three months she had worked in
the hotel. Another made 50 cents in 5 days. The investigators, while
working in hotels, received less than $1 a week in New York City
hotels and in the other hotels of New York State only an occasional
small tip of from 15 to 25 cents. It may have been due in part to the
fact that as new maids they worked on corridors for transients and
not for permanent guests. Their experience, however, was borne out
by statements of other maids. There was constant complaint that
tips were low. In up-state cities maids said, “You never expect tips
from travelling men any more. Only when a play actress or
somebody like that comes from New York you get a tip.” In New York
City also there was complaint that “houses are no good for tips now”
and “no rich people come any more.”
Waitresses, the few whom it was possible to interview, received
much larger tips than maids. It is more customary to tip waitresses
and they are always on the spot to receive their tips. Waitresses
interviewed received from $3 to $5 a day in tips. They form,
however, a minority of women hotel workers and their position in the
industry is precarious, due to the antagonism of the men waiters.
That a hotel can be run without tips has been demonstrated by a
women’s hotel in Washington, D. C., in which a minimum wage of
$16.50 is paid. A group of restaurants in New York City realizing the
unfairness of the tipping system, has attempted a standardization of
tips. The patron pays a 10% service charge with his bill, which per
cent goes to the waiter at the end of the week. This seems entirely
satisfactory to the worker in that it makes for a certainty of tips, but
the pernicious principle underlying the tipping system persists.
 Living-in
The other uncertain element in a woman hotel worker’s earnings
is the board and lodging offered as a part of her wage. When a girl
takes a job she does not see her room and has no notion of what
the food is like. If she is an experienced worker she does not expect
much.

Living-in a All women cannot make use of the board and

disadvantage lodging offered in a hotel. It depends upon the
to women with conditions of their personal life. Married women
dependents
or women with dependents are barred. So, in
some hotels, where the same wage is offered to workers living in or
out, married women and women with children are forced to accept
the cash wage without the board and lodging. Often this worked
great hardship to the women whose husbands were out of work. It
was difficult, too, for the woman with dependents for whom she had
to maintain a home. A number of widows with children were forced
to accept the low cash wage. Finding that this wage would not
support them, many of them put their children in institutions and
lived in. They felt, on the whole, that this was a highly unsatisfactory
solution. With night work and a seven-day week, maids could rarely
see their children.

Money value The cost of board and room to employees,

placed upon furnished as it is upon a large scale, is without
food and doubt much less than the cost of the same if
lodging by the
hotels purchased retail by the employee. In order to
judge of the value of board and lodging which is
offered by the hotel, it is necessary to have some standards by
which to measure it. Hotels have made no attempt to put a money
value on lodging and board. The only way an estimate can be made
of the cost to hotels is by the difference in wages paid to employees
living in and those living out in the same establishment. Even this
means is scarcely accurate because, in some cases, the same wage
is paid to both and a varying number of meals is eaten by the
employees.
A few instances can be given, however. In three hotels where one
group of employees have meals and lodging and where the group
living out took no meals in the hotel, there was a difference in the
wage between the two groups. The difference which may be said to
be the value placed by the hotels on food and lodging was, in the
three hotels, $2.30, $3.04 and $3.46, respectively.
In seven hotels where one group lived in and one group roomed
out but ate in, the wage difference illustrates the value set by the
hotel upon lodging. The difference in wages varied from $1 a week
to $2.31 a week.

Living on a In the hotels of up-state cities Polish maids are

hotel wage beginning to replace the American workers. One
employment manager said, “We like these foreigners. They don’t
expect to spend so much money, and they’ll put up with more.”
Again and again the complaint was heard that the hotel wages were
insufficient to live on, even when food and lodging were included.
Many of the workers found it necessary to buy food in addition to
that provided by the hotel in order to keep their health. Those who
did not live in the hotels were unable, because of the irregular hour
schedules, to take advantage of the cheaper rates of boarding
houses for meals. In most cases they had no family connections on
which they could depend. They were forced, therefore, to buy their
meals at restaurant prices or else to cook them themselves.
Workers, whose wage included three meals but no lodging, were not
always able to take advantage of the meals offered. So it happened
that waitresses and pantry maids, when their day began in the
afternoon, often had only one meal in the hotel. Again, if they had
family responsibilities, they could often not reach the hotel in time
for breakfast. If a maid’s day ended early she lost time by staying for
supper in the hotel. The result is that many workers eat the noon
meal only in the hotel and provide the other meals at their own
expense when they are rooming out.
Most of the hotel workers prefer to live out. “You like a room by
yourself which you know is clean. These hotel rooms have so many
girls in them, and they’re all kinds.” But those who do live out
experience the difficulty of paying rent out of their small wage. One
girl, who worked in a New York hotel for $35 a month and meals,
had to pay $25 a month for her room. “Of course,” she said, “I can’t
live on that.”
A worker in a Rochester hotel, a widow with three children all
living at home, earned $10.50 a week with no board or lodging. She
said her eldest son was a printer who was out on strike. “He gets
$19 a week strike pay,” she said, “while I get $10.50 a week for
working 7 days. Of course my pay doesn’t make me independent. It
just helps along. It doesn’t go far when you have to buy your own
shoes and shoes for a 12-year-old boy.” One woman, who received
$50 a month and lived out, worked all day in the hotel and then
packed candy every evening from 6 to 10 o’clock to make enough
money to live on. She had a family to support. Another intelligent
American woman, earning $10 a week, was keeping her sick
husband in one room for which she paid $8 a month. She had one
bed and a table. The rest of the furniture was packing boxes. She
had to prepare all the meals in her spare time.
Aside from food and rent, clothing is the largest item in the hotel
workers’ budget. Both a uniform for work and street clothes are
needed. The uniform was furnished by the hotel in only the largest
New York City hotels. When charged to the worker it cost about
$4.00. She must also furnish, if a chambermaid or waitress, a black
waist and skirt for night work. This waist usually costs from $2.00 to
$2.50 and the skirt at least $5.00. The waitress needs a number of
clean white shirtwaists. Shoes are an important item to both
chambermaids and waitresses who are on their feet all their working
hours and must be neatly and comfortably shod. Workers
complained that they need shoes every three months and that they
cost at least $6 a pair.
After the necessary uniforms and a meagre supply of street
clothing are paid for, there is little left from the wage for incidentals
and to meet emergencies. Doctors and dentists are rarely consulted
except in several large hotels where doctors and dentists are
employed by the hotel and where workers can have attention at
reduced rates. Women workers neglected their teeth through
poverty and ignorance. The older bathmaids and maids frequently
had only a few snags left. An oculist was an unheard-of expense.
Few of the older workers wore glasses even when they had the
greatest difficulty in seeing. Some used magnifying glasses to read
the newspapers, and others could not read print at all because of
the condition of their eyes. Magazines and newspapers were a
luxury. Workers never bought them and read only what was given
them by guests. Books were never seen. The workers seemed to
have neither the energy nor the money for any kind of self-
improvement. The younger girls could frequently find someone to
take them out for amusement, but for the older workers there was
no recreation at all. They complained that they could save nothing
for their old age.

How many guests, who pay from $4.50 to $9 a day for their
rooms, know that less than 6¢ of this goes in cash to the
chambermaid for her services? In one hotel where these rates are
paid, chambermaids receive $300 a year or, allowing for two days off
per month and a week’s vacation, a little less than 90¢ for a working
day. This is for cleaning fifteen rooms. And yet we are told it is for
service that we pay so dearly in hotels!
 LIVING-IN CONDITIONS

The living-in conditions described in this report are the conditions

found by the workers who made the investigation. They lived in ten
hotels. These included some of the largest hotels in New York City
where a proportion of the women workers always live in.

Food The food for maids and other women workers

is served in “Helps’ Hall.” When the worker offers
to take the new maid “down” to lunch she means it literally. Usually
it is in the second basement underground. Through labyrinths, ill-
lighted and heated, sometimes dripping from pipes overhead, she
finally arrives at “Helps’ Hall.” Sometimes she finds it next to a
basement laundry which is always steaming hot. As the worker
enters, she faces a long row of steam tables. She has her meal ticket
punched, grabs a tray, and gets in line. There is no choice of food.
Her tray is filled with soup, meat, potatoes and pudding and she
deposits it on one of the deal tables in the room and seats herself
with the rest on a bench without a back. If she comes late, there is
often a litter of spilled food and dirty dishes on the table which take
away her appetite. There is a rattle of tin knives and forks. Usually
only maids and other women workers are eating in the dining hall,
although in small hotels men and women eat at different tables in
the same room.
In the hotels in which the workers lived in, they found the dining-
room service always hurried. Soup was usually spilled and too much
sugar put in the coffee. In one smaller hotel in New York City where
men and women ate together workers waited on themselves. All cut
their bread from the same loaf, dished out meat at the steam tables,
often with the help of their fingers, and poured their own milk. A
late worker coming to lunch found messed-over remains of food
which had been fingered by many unwashed hands of porters,
laundrymen, maids and cleaners.
The quantity of food served was sufficient. Plates were well filled,
second helpings were often allowed, tea, coffee, milk, bread and
butter were always plentiful. Desserts usually “ran out,” but desserts
were considered a luxury anyway. The quality of food was inferior.
Poor cuts of meat and leftovers in the form of stew and hash with
cold bologna for supper was the usual meat diet. Tinned vegetables,
carrots, beans and macaroni without cheese were customary. Boiled
potatoes were the mainstay. Rice, in different forms, was always
served. Rice and bread puddings were the favorite desserts. Butter
was often oleomargarine and milk was thin and blue. Fresh
vegetables, fresh salads and fruit never appeared even in
midsummer. It is true salads and melons were sometimes served,
but they were wilted, and workers would not touch them. Ice cream,
a very skimmed-milk ice cream, was served once a week on
Sundays. Stale French pastries and sour chocolate eclairs sometimes
appeared.
The following menus for “Helps’ Hall” in a New York hotel illustrate
the unvaried, unappetizing and unhealthful food offered. The meals
were served on the hottest days of the month of August. Breakfast:
Oatmeal, unsalted and with lumps in it, sugar, tea and milk. Lunch:
Macaroni without cheese flavored with meat grease, boiled potatoes,
bread and corn bread, butter, coffee or tea and unflavored rice
pudding. Supper: Fish (which was very strong and unedible), boiled
potatoes, bread, butter and tea. Following this supper for lunch the
next day there was rice cooked in meat grease with boiled potatoes
and stew added. For supper there was stew again, corn bread,
coffee, tea and bread pudding flavored with cinnamon.
And so on, every day appeared stew and boiled potatoes during a
week of work in this hotel. The workers all complained of the food
as not fit to eat. They said, “They don’t care what they give you in a
hotel. Don’t eat most of it, it will kill you. They feed you like dogs
here.” Many workers did not come to lunch at all. They made a little
tea and a sandwich in their rooms. Many others on hot days, after
eating such meals, had indigestion and were forced to leave their
work. They went out for meals as often as they could, especially for
supper. One girl said, “I am so sick of potatoes. I do want some
fresh vegetables and a salad. Of course you can get a real meal
sometimes outside, but, Holy God, on our wages!” Another worker
was overheard giving advice to a girl who was leaving, “Well, kid, I
tell you, it’s God’s truth this ain’t no place for a young American girl
like you. When you’re young, you can get out. You get into a club,
kid, where you get the same grub they eat theirselves. Here, the
grub will make you old before your time. Look at me, I’m just thirty
and I look fifty. If you stay here, you just get used to the food and
everything. You see, they’re all old ones here. You get out. Now I
just eat a little toast and tea some days. What else do they give
you? Potatoes! I tell you to get out, though I hate like hell to see
you go.”
The food served to pantry workers was much better and they
could eat salads and fruit if they cared to. They ate on the job,
however, and often had no time to eat their lunches. Waitresses in
some hotels ate the same grade of food as maids and kitchen help,
but they “picked up” extra food on the side.

Lodging The lodging furnished women in large hotels

was confined to bed space in a dormitory except
in a few instances. The bedrooms varied in size, but were
everywhere overcrowded. There were from two to ten girls in a
room in most hotels. Cots were placed side by side and the only
ventilation came from windows at the far end of the room. The
rooms were often overheated and ill-ventilated. Several rooms
opened on air shafts. In one hotel there were three occupants in a
room with one window opening on a narrow airshaft. The air was
“vicious” and it was so dark that an electric light was needed to see
at noon.
In one hotel a worker, when shown to her room, was told, “This is
an awful nice room, not many people in it.” It was a room 10 × 20
feet, with six beds, two dressers, no chairs and a row of lockers.
There were two small windows at one end of the room. “There are
twice as many girls in the room next door,” said the guide. A room in
a large metropolitan hotel, 18 feet long, 15 feet wide and 10 feet
high, housed eight girls. They slept in double-decker beds. There
were two large windows and when the weather was hot enough so
everyone was willing to have the windows open, the air was
reasonably good. But when it was cold and some one of the eight
girls wanted the windows closed, the air in the morning was
frightful. Three dressers stood in a curtained space on one side of
the room under which the clothes of the eight girls hung together.
There was one straight chair apiece. The room was steam-heated,
with an electric light hanging from the ceiling. When the girls who
slept in the lower berths wanted to read they had to stick their
heads out, as the upper berths took away the light. As the girls living
in the room worked different shifts, there was always some one
asleep, which meant that the rest must keep quiet. A girl coming in
at midnight after a night watch had to undress in the dark. One of
the maids said, “This room is one of the pleasantest in the house.”
In the smaller hotels dormitory rooms were less frequent. In one
hotel two girls slept in double decker beds in an 8 × 10 room. In one
hotel only were single rooms found, but this hotel had just begun to
room its maids and had not yet filled the rooms with two beds
apiece.
Beds had adequate linen which was usually clean, though often
ragged. Towels and soap were furnished by the hotel in every case.
In the larger hotels a maid cared for the rooms and made the beds.
In the smaller hotels this was done by the workers, and bedrooms
were very carelessly kept. There was an adequate number of baths
and toilets in the largest, modern hotels of New York City, although
they were often ill-kept and dirty. In the small hotels in New York
City and in the hotels of the other cities of the State an inadequate
number of baths and toilets were found and the plumbing was poor.
Baths were ill-kept and often the hot and cold water faucets were
out of order. In some hotels maids were expected to use guests’
toilets and showers at odd hours.
Laundry facilities were inadequate except in the largest New York
hotels. Maids washed their clothes at night and hung them in their
rooms to dry. The damp and unhealthful atmosphere in a bedroom
in which wet clothes are hanging can be imagined. In some cases an
iron could be secured from the linen room. In others, maids bought
their own irons which they attached to electric lights in their rooms.
In several hotels maids were required to wash their own uniforms
under these conditions and often they washed clothes for the
guests.
In no hotel in which the investigators worked was there a room in
which women workers could receive guests. For social life they were
forced outside the hotel to the streets. In only one hotel was there a
telephone in the employees’ quarters. Three hotels had rest rooms
for women workers with comfortable chairs and tables. Two had
victrolas and one had a piano in its rest room. No books or
magazines were ever found. In the majority of hotels there was not
a comfortable chair which women workers living-in could use while
off duty. They spent their recreation hours talking on trunks in the
halls or lying on the beds in their rooms.
 RECOMMENDATIONS

On the basis of the facts set forth in this report, the Consumers’
League of New York believes that there is need for a special code for
the hotel industry. The nature of the work in hotels is such that
regulations regarding the length of hours and the distribution of
hours in shifts cannot be made to apply to all occupations alike.
Separate arrangements, therefore, must be made for chambermaids,
pantry workers, waitresses, etc. The Consumers’ League
recommends that a more intensive and extensive investigation be
made by the State Industrial Commission to secure additional
information necessary for drafting such a special code.
 A Special Code for the Hotel Industry
The recommendations of the Consumers’ League as to points
which should be considered in drafting a code for the hotel industry
follow.
It is recommended that legislation be passed to make it possible
to include in the Industrial Code the regulation of hours of work as
well as the actual working conditions and conditions under which
women hotel workers live in a hotel.
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