RECORDS OF GOOD BEHAVIOR.—­Records of good behavior are incorporated in the White List File.  The White List File contains the names of all men who have ever been employed who merit a recommendation, if they should go to work for others, and would deserve to be given work as soon as possible, if they came back.  This White List File should be filled out with many details, but even if it contains nothing but a record of the names, and the addresses where the men can be reached when new work starts up, it has a stimulating effect upon the worker.  He feels, again, the element of permanence; there is a place for individuality, and not only does the manager have the satisfaction of actually having this list, and of using it, but a feeling that his men know that he is in some way recognizing them, and endeavoring to make them and their good work permanent.

RECORDS OF ACHIEVEMENT.—­Records of achievement vary with the amount and nature of the work done.  Such records are, as far as possible, marked upon programmes.

RECORDS MADE BY WORKER WHERE POSSIBLE.—­Wherever possible the worker makes his own records.  Even when this is not advisable he is informed of his record at as short intervals as are practicable.[3]

RECORDS MADE ON THE “EXCEPTION PRINCIPLE.”—­Much time is saved by separating records for the inspection of the man above, simply having him examine the exceptions to some desired condition,—­the records which are exceptionally good, the records which are exceptionally bad.  This not only serves as a reward to the man who has a good record, and a punishment for the man who has had a bad record, but it also enables the manager to discover at once what is wrong and where it is wrong, and to remedy it.

The value of the exception principle can hardly be overestimated.  It would be of some value to know of exceptionally good or poor work, even if the cause were not known.  At least one would be made to observe the signpost of success or of danger.  But, under Scientific Management, the cause appears simultaneously with the fact on the record,—­thus not only indicating the proper method of repeating success, or avoiding failure, in the future, but also showing, and making clear, the direct relation of cause to effect, to the worker himself.

THIS DISCUSSION NECESSARILY INCOMPLETE.—­The records mentioned above are only a few of the types of records under Scientific Management.  Discussion has been confined to these, because they have the most direct effect upon the mind of the worker and the manager.  Possible records are too numerous, and too diverse, to be described and discussed in detail.  They constitute a part of the “how” of Scientific Management,—­the manner in which it operates.  This is covered completely in the literature of Scientific Management, written by men who have made Scientific Management and its installation a life study.  We need only further discuss the posting of records, and their effect.