and more sure
plan of promotion, comes no discard of the well-grounded incentives
of older types of management. The value of a fine personality in all
who are to be imitated is not forgotten; the importance of using all
natural stimuli to healthful activity is appreciated. Scientific
Management uses all these, in so far as they can be used to the best
outcome for workers and work, and supplements them by such
scientifically derived additions as could never have been derived
under the older types.

CHARACTERISTICS OF THE REWARD.--Rewards, under Scientific
Management are--

(a) positive; that is to say, the reward must be a
definite, positive gain to the man, and not simply a
taking away of some thing which may have been a
drawback.
(b) predetermined; that is to say, before the man begins to
work it must be determined exactly what reward he is to
get for doing the work.
(c) personal; that is, individual, a reward for that
particular man for that particular work.
(d) fixed, unchanged. He must get exactly what it has been
determined beforehand that he shall get.
(e) assured; that is to say, there must be provision made
for this reward before the man begins to work, so that
he may be positive that he will get the reward if he
does the work. The record of the organization must be
that rewards have always been paid in the past,
therefore probably will be in the future.
(f) the reward must be prompt; that is to say, as soon as
the work has been done, the man must get the reward.
This promptness applies to the announcement of the
reward; that is to say, the man must know at once that
he has gotten the reward, and also to the receipt of
the reward by the man.

POSITIVE REWARD AROUSES INTEREST AND HOLDS ATTENTION.--The
benefit of the positive reward is that it arouses and holds
attention. A fine example of a reward that is not positive is that
type of "welfare work" which consists of simply providing the worker
with such surroundings as will enable him to work decently and
without actual discomfort. The worker, naturally, feels that such
surroundings are his right, and in no sense a reward and incentive
to added activity. The reward must actually offer to the worker
something which he has a right to expect only