DIRECT INCENTIVES MORE SKILLFULLY USED.—­With the separating of output, and recording of output separately, love of personal recognition grew, self-confidence grew, interest in one’s work grew.  The Athletic Contest is so conducted that love of speed, love of play, and love of competition are encouraged, the worker constantly feeling that he can indulge in these, as he is assured of “fair play.”

INCENTIVES UNDER SCIENTIFIC MANAGEMENT CONSTRUCTIVE.—­It is most important, psychologically and ethically, that it be understood that Scientific Management is not in any sense a destructive power.  That only is eliminated that is harmful, or wasteful, or futile; everything that is good is conserved, and is utilized as much as it has ever been before, often much more than it has ever been utilized.  The constructive force, under Scientific Management, is one of its great life principles.  This is brought out very plainly in considering incentives under Scientific Management.  With the scientifically determined wage, and the more direct and more sure plan of promotion, comes no discard of the well-grounded incentives of older types of management.  The value of a fine personality in all who are to be imitated is not forgotten; the importance of using all natural stimuli to healthful activity is appreciated.  Scientific Management uses all these, in so far as they can be used to the best outcome for workers and work, and supplements them by such scientifically derived additions as could never have been derived under the older types.

CHARACTERISTICS OF THE REWARD.—­Rewards, under Scientific Management are—­

      (a) positive; that is to say, the reward must be a
          definite, positive gain to the man, and not simply a
          taking away of some thing which may have been a
          drawback.
      (b) predetermined; that is to say, before the man begins to
          work it must be determined exactly what reward he is to
          get for doing the work.
      (c) personal; that is, individual, a reward for that
          particular man for that particular work.
      (d) fixed, unchanged.  He must get exactly what it has been
          determined beforehand that he shall get.
      (e) assured; that is to say, there must be provision made
          for this reward before the man begins to work, so that
          he may be positive that he will get the reward if he
          does the work.  The record of the organization must be
          that rewards have always been paid in the past,
          therefore probably will be in the future.
      (f) the reward must be prompt; that is to say, as soon as
          the work has been done, the man must get the reward. 
          This promptness applies to the announcement of the
          reward; that is to say, the man must know at once that
          he has gotten the reward, and also to the receipt of
          the reward by the man.