“It is a serious thing for a worker who has located his home within reasonable proximity to his place of employment and with proper regard for the schooling of his children, to have to seek other employment and readjust his home affairs, with a loss of time and wages.  Proper management takes account not only of this fact, but also of the fact that there is a distinct loss to the employer when an old and experienced employe is replaced by a new man, who must be educated in the methods of the establishment.  An old employe has, in his experience, a potential value that should not be lightly disregarded, and there should be in case of dismissal the soundest of reasons, in which personal prejudice or temporary mental condition of the foreman should play no part.

“Constant changing of employes is not wholesome for any establishment, and the sudden discovery by a foreman that a man who has been employed for a year or more is ‘no good’ is often a reflection on the foreman, and more often still, is wholly untrue.  All working men, unless they develop intemperate or dishonest habits, have desirable value in them, and the conserving and increasing of their value is a duty which should be assumed by their superiors.”

PUNISHMENT CAN NEVER BE ENTIRELY ABOLISHED.—­It might be asked why punishments are needed at all under this system; that is, why positive punishments are needed.  Why not merely a lack of reward for the slight offenses, and a discharge if it gets too bad?  It must be remembered, however, that the punishments are needed to insure a proper appreciation of the reward.  If there is no negative side, the beauty of the reward will never be realized; the man who has once suffered by having his pay cut for something which he has done wrong, will be more than ready to keep up to the standard.  In the second place, unless individuals are punished, the rights of other individuals will, necessarily, be encroached upon.  When it is considered that under Scientific Management the man who gives the punishment is the disinterested disciplinarian, that the punishment is made exactly appropriate to the offense, and that no advantage from it comes to any one except the men themselves, it can be understood that the psychological basis is such as to make a punishment rather an incentive than a detriment.

DIRECT INCENTIVES NUMEROUS AND POWERFUL.—­As for the direct incentives, these are so many that it is possible to enumerate only a few.  For example—­

This may be simply a result of love of speed, love of play, or love of activity, or it may be, in the case of a man running a machine, not so much for the love of the activity as for a love of seeing things progress rapidly.  There is a love of contest which has been thoroughly discussed under “Athletic Contests,” which results in racing, and in all the pleasures of competition.