hod he
declares constantly induced further effort and overcame what they
discovered was the weakness in a flat bonus. As fair or as superior as
this bonus may be in relation to the prevailing rate in the market,
managers say that the workers are apt in time to fall below the
standard as their work becomes routine, unless the incentive after a
time is increased or changed in character. In other words the wage
incentive is like a virus injection. The dose is not continuously
effective, except as the amount is increased or altered.

A usual method of keeping alive the financial incentive is profit
sharing and schemes for participation in profits, but they are rewards
of general merit and bids for continuity of service; they have no
direct relation to the workers' efficiency and compliance with
standards which distinguish the wage rewards of scientifically managed
plants.

Promotion, the incentive second in importance to the wage incentive,
is of assistance in postponing the time when the dead line for the
worker is reached. Nothing better illustrates the limitations of
promotion in this respect than the fact that in factories where
the turnover is the lowest, the opportunity to promote the workers
decreases; it falls in proportion to the length of their term of
service. That is, chances for promotion are the lowest in factories
where conditions otherwise are favorable to the worker. In the factory
where the turnover is only 18 per cent the management says that
promotion is a negligible factor. Where the turnover is high there is
greater opportunity in plants scientifically managed than in others to
promote men, as the scheme of organization calls for a larger number
of what they call "functionalized foremen" and teachers in proportion
to the working force.

It is as I have said, on account of the necessity of these positions
in the general scheme that managers of factories are interested in
finding more men who have initiative, than industry under their
direction has produced.

Before scientific management was discovered, business management and
machinery already had robbed industry of productive incentives, of the
real incentive to production; a realization on the part of the worker
of its social value and his appreciation of its creative content. All
that was left for scientific management to gather together for its
direction were bits of experience which workers gained by their own
experimental efforts at how best