llowed free scope, one sees at once that the
entire advantage of individuality, and of personal recognition, is
omitted. If the reward is remote, we recognize that its power
diminishes very rapidly; and if there cannot be equitable division
of the profits, not only will the men ultimately not be satisfied,
but they will, after a short time, not even be satisfied while they
are working, because their minds will constantly be distracted by
the fact that the division will probably not be equitable, and also
by the fact that they will be trying to plan ways in which they can
get their proper share. Thus, not only in the ultimate outcome, but
also during the entire process, the work will slow up necessarily,
because the men can have no assurance either that the work itself,
or the output, have been scientifically determined.

SCIENTIFIC MANAGEMENT EMBODIES VALUABLE ELEMENTS OF
PROFIT-SHARING.--Scientific Management embodies the valuable
elements of profit-sharing, namely, the idea of cooeperation, and the
idea that the workers should share in the profit.

That the latter of these two is properly emphasized by
Scientific Management is not always understood by the workers. When
a worker is enabled to make three or four times as much output in a
day as he has been accustomed to, he may think that he is not
getting his full share of the "spoils" of increased efficiency,
unless he gets a proportionately increased rate of pay. It should,
therefore, be early made clear to him that the saving has been
caused by the actions of the management, quite as much as by the
increased efforts for productivity of the men. Furthermore, a part
of the savings must go to pay for the extra cost of maintaining the
standard conditions that make such output possible. The necessary
planners and teachers usually are sufficient as object-lessons to
convince the workers of the necessity of not giving all the extra
savings to the workers.

It is realized that approximately one third of the extra profits
from the savings must go to the employer, about one third to the
employes, and the remainder for maintaining the system and carrying
out further investigations.

This once understood, the satisfaction that results from a
cooeperative, profit-sharing type of management will be enjoyed.

The five methods of compensation which are to follow are all
based upon the task, as laid down by Dr. Taylor; that is to say,
upon time study, and