NO HARD FEELING AROUSED.—­In the first sort of competition only is there a possibility of hard feeling being aroused, but danger of this is practically eliminated by the fact that rewards are provided for all who are successful.  In the second sort of competition, the worker, by matching himself against what he has done, measures his own increased efficiency.  In the third sort of competition, there is the added stimulus of surprising the management by exceeding the task expected.  The incentive in all three cases is not only more pay and a chance for promotion, but also the opportunity to win appreciation and publicity for successful performance.

AMBITION IS AROUSED.—­The outcome of emulation is ambition.  This ambition is stimulated by the fact that promotion is so rapid, and so outlined before the worker, that he sees the chance for advancement himself, and not only advancement that means more pay, but advancement also that means a chance to specialize on that work which he particularly likes.

PUGNACITY UTILIZED.—­Pugnacity can never be entirely absent where there is emulation.  Under Scientific Management it is used to overcome not persons, but things.  Pugnacity is a great driving force.  It is a wonderful thing that under Scientific Management this force is aroused not against one’s fellow-workers, but against one’s work.  The desire to win out, to fight it out, is aroused against a large task, which the man desires to put behind him.  Moreover, there is nothing under Scientific Management which forbids an athletic contest.  While the workers would not, under the ultimate form, be allowed to injure themselves by overspeeding, a friendly race with a demonstration of pugnacity which harms no one is not frowned upon.

PRIDE IS STIMULATED.—­Pride in one’s work is aroused as soon as work is functionalized.  The moment a man has something to do that he likes to do, and can do well, he takes pride in it.  So, also, the fact that individuality, and personality, are recognized, and that his records are shown, makes pride serve as a stimulus.  The outcome of the worker’s pride in his work is pride in himself.  He finds that he is part of a great whole, and he learns to take pride in the entire management,—­in both himself and the managers, as well as in his own work.

FEELING OF OWNERSHIP PROVIDED FOR.—­It may seem at first glance that the instinct of ownership is neglected, and becomes stunted, under Scientific Management, in that all tools become more or less standardized, and the man is discouraged from having tools peculiar in shape, or size, for whose use he has no warrant except long time of use.

Careful consideration shows that Scientific Management provides two opportunities for the worker to conserve his instinct for ownership,—­

1.  During working hours, where the recognition of his personality allows the worker to identify himself with his work, and where his cooeperation with the management makes him identified with its activities.