cost, they instituted profit sharing, as an incentive for men to remain.  Other factories have estimated the cost of replacing men from $50.00 to $200.00.  A rubber concern in Ohio has a labor turnover of 150 per cent.  In connection with the effort to reduce the turnover in the labor force the management of well organized factories takes great care to estimate a worker’s value before employing him.  The policy of transferring a man from one department to another where he is better suited yields evidently valuable results.  In factories where there is effort to hold labor, to make employment continuous, the turnover has been reduced in some cases to as low as 18 per cent.  Generally, however, it is still high; frequently as high as 50 per cent, and 50 per cent is still considered low, even in factories which have given the subject much consideration.

There is a tendency in developing the mechanics of efficiency, as they relate to labor, to establish for machine production standards of workmanship.  Long and weary experience has proved that wage earners under factory methods and machine conditions are not interested in maintaining standards of work.  The standards which are set by the scientific management schemes of efficiency are not, to be sure, the qualitative standards of craftsmanship but they are qualitative as well as quantitative standards of machine work.  The tendency to establish standards should have educational significance for workers.  It would have, if the responsibility for setting standards as well as maintaining them rested in any measure with the workers; it would have, that is, if the workers had the interest in workmanship, which as things now stand they have not.  The point in scientific management is that efficiency depends, wholly depends they believe, on centralizing the responsibility for setting and maintaining workmanship standards, on transferring the responsibility for standards of work from workers who do it, to the management who directs it done.  I have learned of only one manager who realizes that although the factory workers are not to be trusted to maintain standards, a management nevertheless will fail to get the workers’ full cooeperation until it arouses their interest in maintaining them.

The manager is Mr. Robert Wolf, who illustrated this point at a meeting of the Taylor Society in March, 1917.  In describing the process of extracting the last possible amount of water from paper pulp, he said: 

“Our problem was to determine the best length of time to keep the low pressure on, as the high, pressure is governed entirely by the production coming from the wet machine.  After having determined that three minutes of low pressure ... gives maximum moisture test, we furnished each man on the wet machines with a clock and asked him to leave this low pressure on just three minutes.  As long as the foremen kept constantly after their men and vigilantly followed them up we obtained