ation that they foster.

The worker receives not only a money-reward, but also publicity,
for it is made known which worker has made a valuable suggestion.
This indicates that the worker has shown good judgment. His interest
is thus stimulated, his attention is held to his work, and the habit
of initiative comes to him. That this habit of initiative can be
fostered, is shown by the actual fact that in many sorts of work the
same man constantly makes suggestions. It becomes a habit with him
to look for the new way, and as he is constantly rewarded, the
interest is not allowed to diminish.

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 except