oximity to his place of employment and with
proper regard for the schooling of his children, to have to seek
other employment and readjust his home affairs, with a loss of time
and wages. Proper management takes account not only of this fact,
but also of the fact that there is a distinct loss to the employer
when an old and experienced employe is replaced by a new man, who
must be educated in the methods of the establishment. An old employe
has, in his experience, a potential value that should not be lightly
disregarded, and there should be in case of dismissal the soundest
of reasons, in which personal prejudice or temporary mental
condition of the foreman should play no part.

"Constant changing of employes is not wholesome for any
establishment, and the sudden discovery by a foreman that a man who
has been employed for a year or more is 'no good' is often a
reflection on the foreman, and more often still, is wholly untrue.
All working men, unless they develop intemperate or dishonest
habits, have desirable value in them, and the conserving and
increasing of their value is a duty which should be assumed by
their superiors."

PUNISHMENT CAN NEVER BE ENTIRELY ABOLISHED.--It might be asked
why punishments are needed at all under this system; that is, why
positive punishments are needed. Why not merely a lack of reward for
the slight offenses, and a discharge if it gets too bad? It must be
remembered, however, that the punishments are needed to insure a
proper appreciation of the reward. If there is no negative side, the
beauty of the reward will never be realized; the man who has once
suffered by having his pay cut for something which he has done
wrong, will be more than ready to keep up to the standard. In the
second place, unless individuals are punished, the rights of other
individuals will, necessarily, be encroached upon. When it is
considered that under Scientific Management the man who gives the
punishment is the disinterested disciplinarian, that the punishment
is made exactly appropriate to the offense, and that no advantage
from it comes to any one except the men themselves, it can be
understood that the psychological basis is such as to make a
punishment rather an incentive than a detriment.

DIRECT INCENTIVES NUMEROUS AND POWERFUL.--As for the direct
incentives, these are so many that it is possible to enumerate only
a few. For example--

This may be simply a result of love of speed, lov