Lastly, as the man can increase his output, with continued experience, above that of the task, he receives a differential rate piece on the excess quantity, this simply making an increasing stimulus to exceed his previous best record.

ALL TASK SYSTEMS INVESTIGATE LOSS OF BONUS.—­Under all these bonus forms of wages, if the bonus is not gained the fact is at once investigated, in order that the blame may rest where it belongs.  The blame may rest upon the workers, or it may be due to the material, which may be defective, or different from standard; it may be upon the supervision, or some fault of the management in not supplying the material in the proper quality, or sequence, or a bad condition of tools or machinery; or upon the instruction card.  The fact that the missing of the bonus is investigated is an added assurance to the workman that he is getting the “square deal,” and enlists his sympathy with these forms of bonus system, and his desire to work under them.  The fact that the management will investigate also allows him to concentrate upon output, with no worry as to the necessity of his investigating places where he has fallen short.

NECESSITY FOR WORKERS BEARING THIS LOSS.—­In any case, whether the blame for losing the bonus is the worker’s fault directly or not, he loses his bonus.  This, for two reasons; in the first place, if he did not lose his bonus he would have no incentive to try to discover flaws before delays occurred; he would, otherwise, have an incentive to allow the material to pass through his hands, defective or imperfect as the case might be.  This is very closely associated with the second reason, and that is, that the bonus comes from the savings caused by the plan of management, and that it is necessary that the workers as well as the management shall see that everything possible tends to increase the saving.  It is only as the worker feels that his bonus is a part of the saving, that he recognizes the justice of his receiving it, that it is in no wise a gift to him, simply his proper share, accorded not by any system of philanthropy, or so-called welfare work, but simply because his own personal work has made it possible for the management to hand back his share to him.

USERS OF ANY TASK SYSTEM APPRECIATE OTHER TASK SYSTEMS.—­It is of great importance to the workers that the users of any of these five methods of compensation of Scientific Management are all ready and glad to acknowledge the worth of all these systems.  In many works more than one, in some all, of these systems of payment may be in use.  Far from this resulting in confusion, it simply leads to the understanding that whatever is best in the particular situation should be used.  It also leads to a feeling of stability everywhere, as a man who has worked under any of these systems founded on time study can easily pass to another.  There is also a great gain here in the doing away of industrial warfare.