The psychology of the prompt reward will be considered later at length, but it cannot be emphasized too often that the prompter the reward, the greater the stimulus.  The reward will become associated with the fatigue in such a way that the worker will really get, at the time, more satisfaction out of his fatigue than he will discomfort; at the least, any dissatisfaction over his fatigue will be eliminated, by the constant and first thought of the reward which he has gotten through his efforts.

This record of efficiency is often so presented to the workers that they get an excellent idea of the numerical measure of their efficiency and its trend.  This is best done by a graphical chart.

The records of the outputs of others on the same kind of work done concurrently, or a corresponding record on work done previously, will show the relative efficiency of any worker as compared with the rest.  These standards of comparison are a strong incentive and, if they are shown at the time that such work is done, they also become so closely associated not only with the mental but the bodily feeling of the man that the next time the work is repeated, the thoughts that the same effort will probably bring greater results, and that it has done so in the past with others, will be immediately present in the mind.

MEASUREMENT IS BASIC UNDER SCIENTIFIC MANAGEMENT.—­Under Scientific Management measurement is basic.  Measurement is of the work, of outputs, of the methods, the tools, and of the worker, with the individual as a unit, and motion study, time study and micro-motion study and the chrono-cyclegraph as the methods of measurement.

Measurement is a most necessary adjunct to selecting the workers and the managers and to assigning them to the proper functions and work.  They cannot be selected to the greatest advantage and set to functionalized work until—­

      (a) the unit of measurement that will of itself
          tend to reduce costs has been determined.
      (b) methods of measurement have been determined.
      (c) measurement has been applied.
      (d) standards for measurement have been derived.
      (e) devices for cheapening the cost of measuring
          have been installed.

UNDER SCIENTIFIC MANAGEMENT MEASUREMENT DETERMINES THE TASK.—­An important aim of measurement under Scientific Management is to determine the Task, or the standard amount of any kind of work that a first class man can do in a certain period of time.  The “standard amount” is the largest amount that a first class man can do and continuously thrive.

The “first-class” man is the man who can eventually become best fitted, by means of natural and acquired capabilities, to do the work.  The “certain period of time” is that which best suits the work and the man’s thriving under the work.  The amount of time allowed for a task consists of three parts—­

    1. time actually spent at work.
    2. time for rest for overcoming fatigue.
    3. time for overcoming delays.