nly the opposite of being
at rest. This being true, punishment is just as surely an incentive
to action as is reward. The man who is punished in every case will
be led to some sort of action. Whether this really results in an
increase of output or not simply determines whether the punishment
is a scientifically prescribed punishment or not. If the
punishment is of such a nature that the output ceases because of it,
or that it incites the man punished against the general good, then
it does not in any wise cease to be an active thing, but it is
simply a wrong, and unscientifically assigned punishment, that acts
in a detrimental way.

SOLDIERING ALONE CUTS DOWN ACTIVITY.--It is interesting to note
that the greatest cause for cutting down output is related more
closely to a reward than a punishment. Under such managements as
provide no adequate reward for all, and no adequate assurance that
all can receive extra rewards permanently without a cut in the rate,
it may be advisable, for the worker's best interests, to limit
output in order to keep the wages, or reward, up, and soldiering
results. The evils of soldiering will be discussed more at length
under the "Systems of Pay." It is plain, however, here that
soldiering is the result of a cutting down of action, and it is
self-evident that anything which cuts down action is harmful, not
only to the individual himself, but to society at large.

NATURE OF REWARDS AND PUNISHMENTS.--Under all types of
management, the principal rewards consist of promotion and pay, pay
being a broad word used here to include regular wages, a bonus,
shorter hours, other forms of remuneration or recompense; anything
which can be given to the man who does the work to benefit him and
increase his desire to continue doing the work. Punishments may be
negative, that is, they may simply take the form of no reward; or
they may be positive, that is, they may include fines, discharge,
assignment to less remunerative or less desirable work, or any other
thing which can be given to the man to show him that he has not done
what is expected of him and, in theory at least, to lead him to
do better.

NATURE OF DIRECT INCENTIVES.--Direct incentives will be such
native reaction as ambition, pride and pugnacity; will be love of
racing, love of play; love of personal recognition; will be the
outcome of self-confidence and interest, and so on.

THE REWARD UNDER TRADITIONAL MANAGEMENT UNSTANDARDIZ