SHORTER HOURS AND HOLIDAYS EFFECTIVE REWARDS.—­Probably the greatest incentive, next to promotion and more pay, are shorter hours and holidays.  In some cases, the shorter hours, or holidays, have proven even more attractive to the worker than the increase of pay.  In Shop Management, paragraph 165, Dr. Taylor describes a case where children working were obliged to turn their entire pay envelopes over to their parents.  To them, there was no particular incentive in getting more money, but, when the task was assigned, if they were allowed to go as soon as their task was completed, the output was accomplished in a great deal shorter time.  Another case where shorter hours were successfully tried, was in an office where the girls were allowed the entire Saturday every two weeks, if the work was accomplished within a set amount of time.  This extra time for shopping and matinees proved more attractive than any reasonable amount of extra pay that could be offered.

DESIRE FOR APPROBATION AN INCENTIVE.—­Under “Individuality” were discussed various devices for developing the individuality of the man, such as his picture over a good output or record.  These all act as rewards or incentives.  How successful they would be, depends largely upon the temperament of the man and the sort of work that is to be done.  In all classes of society, among all sorts of people, there is the type that loves approbation.  This type will be appealed to more by a device which allows others to see what has been done than by almost anything else.  As to what this device must be, depends on the intelligence of the man.

NECESSITY FOR COOePERATION A STRONG INCENTIVE.—­Under Scientific Management, many workers are forced by their coworkers to try to earn their bonuses, as “falling down on” tasks, and therefore schedules, may force them to lose their bonuses also.

The fact that, in many kinds of work, a man falling below his task will prevent his fellows from working, is often a strong incentive to that man to make better speed.  For example, on a certain construction job in Canada, the teamsters were shown that, by their work, they were cutting down working opportunities for cart loaders, who could only be hired as the teamsters hauled sufficient loads to keep them busy.

VALUE OF KNOWLEDGE GAINED AN INCENTIVE TO A FEW ONLY.—­Extra knowledge, and the better method of attack learned under Scientific Management, are rewards that will be appreciated by those of superior intelligence only.  They will, in a way, be appreciated by all, because it will be realized that, through what is learned, more pay or promotion is received, but the fact that this extra knowledge, and better method of attack, will enable one to do better in all lines, not simply in the line at which one is working, and will render one’s life more full and rich, will be appreciated only by those of a wide experience.

ACQUIRED PROFESSIONAL STANDING A POWERFUL INCENTIVE.—­Just as the success of the worker under Scientific Management assures such admiration by his fellow-workers as will serve as an incentive toward further success, so the professional standing attained by success in Scientific Management acts as an incentive to those in more responsible positions.