RACING DIRECTED UNDER SCIENTIFIC MANAGEMENT.—­The psychology of the race under Scientific Management is most interesting.  The race is not a device of Scientific Management to speed up the worker, any speed that would be demanded by Scientific Management beyond the task-speed would be an unscientific thing.  On the other hand, it is not the scope of Scientific Management to bar out any contests which would not be for the ultimate harm of the workers.  Such interference would hamper individuality; would make the workers feel that they were restricted and held down.  While the workers are, under Scientific Management, supposed to be under the supervision of some one who can see that the work is only such as they can do and continuously thrive, any such interference as, for example, stopping a harmless race, would at once make them feel that their individual initiative was absolutely destroyed.  It is not the desire of Scientific Management to do anything of that sort, but rather to use every possible means to make the worker feel that his initiative is being conserved.

ALL “NATIVE REACTIONS” ACT AS INCENTIVES.—­Pride, self-confidence, pugnacity,—­all the “native reactions” utilized by teaching serve as direct incentives.

RESULTS OF INCENTIVES TO THE WORK.—­All incentives in every form of management, tend, from their very nature, to increase output.  When Scientific Management is introduced, there is selection of such incentives as will produce greatest amount of specified output, and the results can be predicted.

RESULTS OF INCENTIVES TO THE WORKER.—­Under Traditional Management the incentives are usually such that the worker is likely to overwork himself if he allows himself to be driven by the incentive.  This results in bodily exhaustion.  So, also, the anxiety that accompanies an unstandardized incentive leads to mental exhaustion.  With the introduction of Transitory Management, danger from both these types of exhaustion is removed.  The incentive is so modified that it is instantly subject to judgment as to its ultimate value.

Scientific Management makes the incentives stronger than they are under any other type, partly by removing sources of worry, waste and hesitation, partly by determining the ratio of incentive to output.  The worker under such incentives gains in bodily and mental poise and security.

CHAPTER IX FOOTNOTES:  ==============================================

 1.  W.P.  Gillette, Cost Analysis Engineering, p. 3.
 2.  F.W.  Taylor, Paper 647, A.S.M.E., para. 33, para. 59.
 3.  Hugo Diemer, Factory Organization and Administration, p. 5.
 4.  James M. Dodge, Paper 1115, A.S.M.E., p. 723.
 5.  F.W.  Taylor, Shop Management, para. 310-311, Harper Ed.,
    pp. 142-143.
 6.  See also C.U.  Carpenter, Profit Making in Shop and Factory
    Management, pp. 113-115.  For an extended and excellent account
    of the theory of well-known methods of compensating workmen, see
    C.B.  Going, Principles of Industrial Engineering, chap.  VIII.