of the industry has used an incentive for
increasing production which has no relation to production itself.
He is forced to do this because he fails to make the process of
production a matter of interest to the worker. The processes of
production do not of themselves as we know compel the workers'
application or stimulate their desire for productive enterprise.

It is in the nature of the case impossible to increase the wage
incentive indefinitely. One large and scientifically managed plant has
made remarkable provisions for staving off the time when the dead line
is reached. They have taken stock account of the labor power they
require, the amount of energy which each worker possesses, for the
purpose of evaluation and payment. They have undertaken to cover as
separate items each condition which affects a worker's relation to
his job. They rate as separate items the worker's proficiency,
reliability, continuity in service, indirect charges, increased cost
of living, and periods of lay-off; they rate him according to the
number of technical processes he is proficient in, whether or not he
is engaged on more than one; they rate him if he attends the night
school connected with the factory and shows in this way a disposition
to learn other operations than, those he already knows. Why, they
wonder, does only ten per cent of the force take advantage of the
school and what, they are eager to find out, can they do further to
secure the men's cooeperation. For "cooeperation," they say, "in a
special way deserves credit, since it is unexpected ... certain well
defined acts of cooeperation will bring extra reward." Their rewards so
carefully calculated did not seem to enlist response as spiritual in
its nature as cooeperation. It seemed that they had reached "the dead
line" where wage stimulus fails to draw its hoped for response.

To get from the workers the highest efficiency the scientifically
managed plants pay for a task a stated rate based on piece or time; if
the task is performed within the time set and the directions for doing
the task as laid out by the management, are followed, the worker
receives in addition to the regular rate, a bonus. Mr. H.L. Grant,
while working with Mr. Taylor, discovered that there was weakness in
the system of paying bonuses, and the weakness was not overcome until
he devised a method of paying the workman for the time allowed plus
a percentage of that time according to what he did. This met