NATURE OF DIRECT INCENTIVES.—­Direct incentives will be such native reaction as ambition, pride and pugnacity; will be love of racing, love of play; love of personal recognition; will be the outcome of self-confidence and interest, and so on.

THE REWARD UNDER TRADITIONAL MANAGEMENT UNSTANDARDIZED.—­As with all other discussions of any part or form of Traditional Management, the discussion of the incentive under Traditional Management is vague from the very nature of the subject.  “Traditional” stands for vagueness and for variation, for the lack of standardization, for the lack of definiteness in knowledge, in process, in results.  The rewards under Traditional Management, as under all types of management, are promotion and pay.  It must be an almost unthinkably poor system of management, even under Traditional Management, which did not attempt to provide for some sort of promotion of the man who did the most and best work; but the lack of standardization of conditions, of instructions, of the work itself, and of reward, makes it almost impossible not only to give the reward, but even to determine who deserves the reward.  Under Traditional Management, the reward need not be positive, that is, it might simply consist in the negation of some previously existing disadvantage.  It need not be predetermined.  It might be nothing definite.  It might not be so set ahead that the man might look forward to it.  In other words it might simply be the outcome of the good, and in no wise the incentive for the good.  It need not necessarily be personal.  It could be shared with a group, or gang, and lose all feeling of personality.  It need not be a fixed reward or a fixed performance; in fact, if the management were Traditional it would be almost impossible that it would be a fixed reward.  It might not be an assured reward, and in most cases it was not a prompt reward.  These fixed adjectives describe the reward of Scientific Management—­positive, predetermined, personal, fixed, assured and prompt.  A few of these might apply, or none might apply to the reward under Traditional Management.

REWARD A PRIZE WON BY ONE ONLY.—­If this reward, whether promotion or pay, was given to someone under Traditional Management, this usually meant that others thereby lost it; it was in the nature of a prize which one only could attain, and which the others, therefore, would lose, and such a lost prize is, to the average man, for the time at least, a dampener on action.  The rewarding of the winner, to the loss of all of the losers, has been met by the workmen getting together secretly, and selecting the winners for a week or more ahead, thus getting the same reward out of the employer without the extra effort.

PUNISHMENT UNDER TRADITIONAL MANAGEMENT WRONG IN THEORY.—­The punishment, under Traditional Management, was usually much more than negative punishment; that is to say, the man who was punished usually received much more than simply the negative return of getting no reward.  The days of bodily punishment have long passed, yet the account of the beatings given to the galley slaves and to other workers in the past are too vividly described in authentic accounts to be lost from memory.  To-day, under Traditional Management, punishment consists of