tives the same careful thought that it has given to the study of
lost energy. The two important incentives for inducing the response
of labor to productive enterprises which scientific management has
carried forward in their applications, are wages and promotion.
The general assumption is that the wage as an incentive has no
limitations, except the physical limitation of a human being in
response to stimulus. And surely it is true that the chance to "make
money" is to-day the most powerful stimulus in use. But thoughtful
managers of industrial enterprise tell you, incredible as it may seem,
that the worker's objection to applying himself to his task is not
invariably overcome by anticipation of the wage return; he will slack
or be perverse or throw over a job in the face of opportunities to
earn as good a wage or a better one than he can get elsewhere. It is
well known that workers joint unions in the face of opposition of
employers and at the risk of losing permanent positions.

A resourceful manager in one of the most intelligently managed plants
in the United States told me that women were less susceptible than men
to the wage incentive. He found that many of them are content when
their wage covers a sum which represents for them their personal
requirements; that they cannot interest them in trying for more. On
that account the manager takes up the case of the individual girl to
see if her ambition to earn more money cannot be stimulated. They find
sometimes that a mother requires her daughter to give in her whole
wage at the end of the week and that the girl has no pleasure in the
spending of it; they visit the mother and persuade her to let the girl
keep a proportion of her wage and point out to the mother that she is
limiting the girl's ambition. They also find girls who have entire
control over the spending of their wages, who are without ambition to
earn over and above a certain sum because that sum will meet their
own recognized needs. The case of these girls the management tries to
cover by encouraging them to save for vacations and other purposes
which they offer by way of suggestion. In both of these instances the
management undertakes to create new wants or ways of realizing wants
which were not recognized by the workers themselves. The satisfaction
of these wants may or may not be in the direction of extending
experience and expanding contacts. But that is neither here nor there.
The point is, the manager