ADVANTAGES TO WORKER OF MAKING HIS OWN RECORDS.—­These possibilities of mental development are still further increased when the man makes his own records.  This leads to closer attention, to more interest in the work, and to a realization of the man as to what the record really means, and what value it represents.  Though even a record that is made for him and is posted where he can see it will probably result in a difference in his pay envelope, no such progress is likely to occur as when the man makes his own record, and must be conscious every moment of the time exactly where he stands.

POSSIBILITIES OF MAKING INDIVIDUAL RECORDS.—­Records of individual efficiency are comparatively easy to make when output is separated.  But even when work must be done by gangs or teams of men, there is provision made in Scientific Management for recording this gang work in such a way that either the output or the efficiency, or both, of each man shows up separately.  This may be done in several ways, such as, for example, by recording the total time of delays avoidable and unavoidable, caused by each man, and from this computing individual records.  This method of recording is psychologically right, because the recording of the delay will serve as a warning to the man, and as a spur to him not to cause delay to others again.

The forcefulness of the “don’t” and the “never” have been investigated by education.  Undoubtedly the “do” is far stronger, but in this particular case the command deduced from the records of delay to others is, necessarily, in the negative form, and a study of the psychological results proves most instructive.

BENEFITS TO MANAGERS OF INDIVIDUAL RECORDS.—­The value of the training to the foremen, to the superintendents and to the managers higher up, who study these records, as well as to the timekeepers, recorders and clerks in the Time and Cost Department who make the records, is obvious.  There is not only the possibility of appreciating and rewarding the worker, and thus stimulating him to further activity, there is also, especially in the Transitory stage, when men are to be chosen on whom to make Time Study observations, an excellent chance to compare various methods of doing work and their results.

INCENTIVES WITH INDIVIDUAL RECORDS.—­The greatest value of recorded outputs is in the appreciation of the work of the individual that becomes possible.  First of all, appreciation by the management, which to the worker must be the most important of all, as it means to him a greater chance for promotion and for more pay.  This promotion and additional pay are amply provided for by Scientific Management, as will be shown later in discussing Incentives and Welfare.

Not only is the work appreciated by the management and by the man himself, but also the work becomes possible of appreciation by others.  The form of the record as used in Scientific Management, and as introduced early in the transitory stage, makes it possible for many beside those working on the job, if they take the pains to consult the records, which are best posted in a conspicuous place on the work, to know and appreciate what the worker is doing.  This can be best illustrated, perhaps, by various methods of recording output on contracting work,—­out-of-door work.