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CHAPTER X

WELFARE

DEFINITION OF WELFARE.—­“Welfare” means “a state or condition of doing well; prosperous or satisfactory course or relation; exemption from evil;” in other words, well-being.  This is the primary meaning of the word.  But, to-day, it is used so often as an adjective, to describe work which is being attempted for the good of industrial workers, that any use of the word welfare has that fringe of meaning to it.

“WELFARE” HERE INCLUDES TWO MEANINGS.—­In the discussion of welfare in this chapter, both meanings of the word will be included.  “Welfare” under each form of management will be discussed, first, as meaning the outcome to the men of the type of management itself; and second, as discussing the sort of welfare work which is used under that form of management.

DISCUSSION OF FIRST ANSWERS.  THREE QUESTIONS.—­A discussion of welfare as the result of work divides itself naturally into three parts, or three questions: 

    What is the effect upon the physical life? 
    What is the effect upon the mental life? 
    What is the effect upon the moral life?

UNDER TRADITIONAL MANAGEMENT NO PHYSICAL IMPROVEMENT.—­The indefiniteness of Traditional Management manifests itself again in this discussion, it being almost impossible to make any general statement which could not be controverted by particular examples; but it is safe to say that in general, under Traditional Management, there is not a definite physical improvement in the average worker.  In the first place, there is no provision for regularity in the work.  The planning not being done ahead, the man has absolutely no way of knowing exactly what he will be called upon to do.  There being no measure of fatigue, he has no means of knowing whether he can go to work the second part of the day, say, with anything like the efficiency with which he could go to work in the first part of the day.  There being no standard, the amount of work which he can turn out must vary according as the tools, machinery and equipment are in proper condition, and the material supplies his needs.

NO GOOD HABITS NECESSARILY FORMED.—­In the second place, under Traditional Management there are no excellent habits necessarily formed.  The man is left to do fairly as he pleases, if only the general outcome be considered sufficient by those over him.  There may be a physical development on his part, if the work be of a kind which can develop him, or which he likes to such an extent that he is willing to do enough of it to develop him physically; this liking may come through the play element, or through the love of work, or through the love of contest, or through some other desire for activity, but it is not provided for scientifically, and the outcome cannot be exactly predicted.  Therefore, under