ed by their coworkers to try to
earn their bonuses, as "falling down on" tasks, and therefore
schedules, may force them to lose their bonuses also.

The fact that, in many kinds of work, a man falling below his
task will prevent his fellows from working, is often a strong
incentive to that man to make better speed. For example, on a
certain construction job in Canada, the teamsters were shown that,
by their work, they were cutting down working opportunities for cart
loaders, who could only be hired as the teamsters hauled sufficient
loads to keep them busy.

VALUE OF KNOWLEDGE GAINED AN INCENTIVE TO A FEW ONLY.--Extra
knowledge, and the better method of attack learned under Scientific
Management, are rewards that will be appreciated by those of
superior intelligence only. They will, in a way, be appreciated by
all, because it will be realized that, through what is learned, more
pay or promotion is received, but the fact that this extra
knowledge, and better method of attack, will enable one to do better
in all lines, not simply in the line at which one is working, and
will render one's life more full and rich, will be appreciated only
by those of a wide experience.

ACQUIRED PROFESSIONAL STANDING A POWERFUL INCENTIVE.--Just as
the success of the worker under Scientific Management assures such
admiration by his fellow-workers as will serve as an incentive
toward further success, so the professional standing attained by
success in Scientific Management acts as an incentive to those in
more responsible positions.

As soon as it is recognized that Scientific Management furnishes
the only real measure of efficiency, its close relationship to
professional standing will be recognized, and the reward which it
can offer in this line will be more fully appreciated.

PUNISHMENTS NEGATIVE AND POSITIVE.--Punishments may be first
negative, that is, simply a loss of promised rewards. Such
punishments, especially in cases of men who have once had the
reward, usually will act as the necessary stimulus to further
activity. Punishments may also be positive, such things as fines,
assignment to less pleasant work, or as a last resort, discharge.

FINES NEVER ACCRUE TO THE MANAGEMENT.--Fines have been a most
successful mode of punishment under Scientific Management. Under
many of the old forms of management, the fines were turned back to
the management itself, thus raising a spirit of animosity in the
men, wh