As soon as it is recognized that Scientific Management furnishes the only real measure of efficiency, its close relationship to professional standing will be recognized, and the reward which it can offer in this line will be more fully appreciated.

PUNISHMENTS NEGATIVE AND POSITIVE.—­Punishments may be first negative, that is, simply a loss of promised rewards.  Such punishments, especially in cases of men who have once had the reward, usually will act as the necessary stimulus to further activity.  Punishments may also be positive, such things as fines, assignment to less pleasant work, or as a last resort, discharge.

FINES NEVER ACCRUE TO THE MANAGEMENT.—­Fines have been a most successful mode of punishment under Scientific Management.  Under many of the old forms of management, the fines were turned back to the management itself, thus raising a spirit of animosity in the men, who felt that everything that they suffered was a gain to those over them.  Under Scientific Management all fines are used in some way for the benefit of the men themselves.  All fines should be used for some benefit fund, or turned into the insurance fund.  The fines, as has been said, are determined solely by the disciplinarian, who is disinterested in the disposition of the funds thus collected.  As the fines do not in any way benefit the management, and in fact rather hurt the management in that the men who pay them, no matter where they are applied, must feel more or less discouraged, it is, naturally, for the benefit of the management that there shall be as few fines as possible.  Both management and men realize this, which leads to industrial peace, and also leads the managers, the functional foremen, and in fact every one, to eliminate the necessity and cause for fines to as great an extent as is possible.

ASSIGNMENT TO LESS PLEASANT WORK EFFECTIVE PUNISHMENT.—­ Assignment to less pleasant work is a very effective form of discipline.  It has many advantages which do not show on the surface, The man may not really get a cut in pay, though his work be changed, and thus the damage he receives is in no wise to his purse, but simply to his feeling of pride.  In the meantime, he is gaining a wider experience of the business, so that even the worst disadvantage has its bright side.

DISCHARGE TO BE AVOIDED WHEREVER POSSIBLE.—­Discharge is, of course, available under Scientific Management, as under all other forms, but it is really less used under Scientific Management than under any other sort, because if a man is possibly available, and in any way trained, it is better to do almost anything to teach him, to assign him to different work, to try and find his possibilities, than to let him go, and have all that teaching wasted as far as the organization which has taught it is concerned.

DISCHARGE A GRAVE INJURY TO A WORKER.—­Moreover, Scientific Management realizes that discharge may be a grave injury to a worker.  As Mr. James M. Dodge, who has been most successful in Scientific Management and is noted for his good work for his fellow-men, eloquently pleads, in a paper on “The Spirit in Which Scientific Management Should Be Approached,” given before the Conference on Scientific Management at Dartmouth College, October, 1911: