case of these girls the management tries to cover by encouraging them to save for vacations and other purposes which they offer by way of suggestion.  In both of these instances the management undertakes to create new wants or ways of realizing wants which were not recognized by the workers themselves.  The satisfaction of these wants may or may not be in the direction of extending experience and expanding contacts.  But that is neither here nor there.  The point is, the manager of the industry has used an incentive for increasing production which has no relation to production itself.  He is forced to do this because he fails to make the process of production a matter of interest to the worker.  The processes of production do not of themselves as we know compel the workers’ application or stimulate their desire for productive enterprise.

It is in the nature of the case impossible to increase the wage incentive indefinitely.  One large and scientifically managed plant has made remarkable provisions for staving off the time when the dead line is reached.  They have taken stock account of the labor power they require, the amount of energy which each worker possesses, for the purpose of evaluation and payment.  They have undertaken to cover as separate items each condition which affects a worker’s relation to his job.  They rate as separate items the worker’s proficiency, reliability, continuity in service, indirect charges, increased cost of living, and periods of lay-off; they rate him according to the number of technical processes he is proficient in, whether or not he is engaged on more than one; they rate him if he attends the night school connected with the factory and shows in this way a disposition to learn other operations than, those he already knows.  Why, they wonder, does only ten per cent of the force take advantage of the school and what, they are eager to find out, can they do further to secure the men’s cooeperation.  For “cooeperation,” they say, “in a special way deserves credit, since it is unexpected ... certain well defined acts of cooeperation will bring extra reward.”  Their rewards so carefully calculated did not seem to enlist response as spiritual in its nature as cooeperation.  It seemed that they had reached “the dead line” where wage stimulus fails to draw its hoped for response.

To get from the workers the highest efficiency the scientifically managed plants pay for a task a stated rate based on piece or time; if the task is performed within the time set and the directions for doing the task as laid out by the management, are followed, the worker receives in addition to the regular rate, a bonus.  Mr. H.L.  Grant, while working with Mr. Taylor, discovered that there was weakness in the system of paying bonuses, and the weakness was not overcome until he devised a method of paying the workman for the time allowed plus a percentage of that time according to what he did.  This method he declares constantly induced further effort and