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| committer | Roger Frank <rfrank@pglaf.org> | 2025-10-14 19:05:44 -0700 |
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+} + +/*---------- Table2 ----------*/ + +.table2 { + width: auto; + margin: auto; + margin-top: 1em; + margin-bottom: 1em; + border-collapse: collapse; + font-size: 0.9em; +} + +.table2 td, +.table2 th { + padding: 0.1em 0.4em; + border: none; + text-align: center; +} + +.table2 th { + text-align: center; + font-weight: normal; + font-style: normal; + min-width: 1em; + padding-top: 0.8em; +} + +.table2 td.right { + text-align: right; +} + +.table2 td.left { + text-align: left; +} + +/*---------- Poetry ----------*/ + +/*---------- Transcriber's notes ----------*/ + +div.transnote { + background-color: #eeeeff; + border: dashed 1px #aaaaaa; + color: black; + font-size: smaller; + padding: 2em; + margin-bottom: 5em; + font-family: sans-serif, serif; +} + +@media handheld { + /* on narrow handheld device use smaller margins */ + body { + margin: 0; + padding: 0; + width: 95%; + } + + /* on narrow handheld device don't wrap text round images */ + h2.no-break { + page-break-before: avoid; + padding-top: 0; + } +} + +@media handheld, print { + /* no reason to call attention when device lacks the ability to hover */ + ins { + border-bottom: none; + } + + .webonly { + display: none; + } +} + + div.pg { font-family: "Times-Roman", serif; } + h1.pg { font-family: "Times-Roman", serif; } + h4 { text-align: center; + clear: both; } + hr.full { width: 100%; + margin-top: 3em; + margin-bottom: 0em; + margin-left: auto; + margin-right: auto; + height: 4px; + border-width: 4px 0 0 0; /* remove all borders except the top one */ + border-style: solid; + border-color: #000000; + clear: both; } + </style> +</head> +<body> +<div class="pg"> +<h1 class="pg">The Project Gutenberg eBook, A Rational Wages System, by Henry Atkinson</h1> +<p>This eBook is for the use of anyone anywhere in the United States +and most other parts of the world at no cost and with almost no +restrictions whatsoever. You may copy it, give it away or re-use it +under the terms of the Project Gutenberg License included with this +eBook or online at <a +href="http://www.gutenberg.org">www.gutenberg.org</a>. If you are not +located in the United States, you'll have to check the laws of the +country where you are located before using this ebook.</p> +<p>Title: A Rational Wages System</p> +<p> Some Notes on the Method of Paying the Worker a Reward for Efficiency in Addition to Wages</p> +<p>Author: Henry Atkinson</p> +<p>Release Date: September 27, 2014 [eBook #46977]</p> +<p>Language: English</p> +<p>Character set encoding: ISO-8859-1</p> +<p>***START OF THE PROJECT GUTENBERG EBOOK A RATIONAL WAGES SYSTEM***</p> +<p> </p> +<h4>E-text prepared by Chris Curnow, David M,<br /> + and the Online Distributed Proofreading Team<br /> + (<a href="http://www.pgdp.net">http://www.pgdp.net</a>)<br /> + from page images generously made available by<br /> + Internet Archive<br /> + (<a href="https://archive.org">https://archive.org</a>)</h4> +<p> </p> +<table border="0" style="background-color: #ccccff;margin: 0 auto;" cellpadding="10"> + <tr> + <td valign="top"> + Note: + </td> + <td> + Images of the original pages are available through + Internet Archive. See + <a href="https://archive.org/details/rationalwagessys00atkirich"> + https://archive.org/details/rationalwagessys00atkirich</a> + </td> + </tr> +</table> +<p> </p> +<p> </p> +</div> +<div class="transnote"> +<p class="center"><big><b>Transcriber's Note:</b></big></p> +<p class="webonly">Corrections are indicated by dotted lines under +the corrected text. Hover the cursor over the indicated text and the +original text will <ins title="Transcriber's Note: original reads +'apprear'">appear</ins>.</p> +</div> +<hr class="full" /> +<p> </p> + +<div class="figcenter"> +<img id="coverpage" src="images/cover.jpg" width="600" height="800" alt="Book cover"/> +</div> + +<hr class="chap" /> + +<p><span class="pagenum"><a name="Page_iii" id="Page_iii">iii</a></span></p> + +<h1 class="titlepage1 mt2"><big>A<br/> +RATIONAL WAGES<br/> +SYSTEM</big></h1> + +<div class="titlepage2 mt2">SOME NOTES ON THE METHOD OF PAYING THE<br/> +WORKER A REWARD FOR EFFICIENCY IN<br/> +ADDITION TO WAGES</div> + +<div class="center mt4"><small>BY</small><br/> +<big>HENRY ATKINSON</big></div> + +<div class="titlepage3 mt1"><small>MEMBER OF THE INSTITUTION OF MECHANICAL ENGINEERS:<br/> +ENGINEER EXPERT TO THE MIXED TRIBUNAL, CAIRO</small></div> + +<div class="center mt6">LONDON<br/> +<span class="gesperrt">G. BELL AND SONS, LTD.</span><br/> +1917 +</div> + + +<hr class="chap" /> +<p><span class="pagenum"><a name="Page_v" id="Page_v">v</a></span></p> + +<h2>PREFACE</h2> + + +<p class="leadingpara"><span class="smcap">The</span> question of scientific management, or the replacement +of guesswork by a common-sense study +of the principles in economical and efficient production, +has not received the consideration it +deserves in this country; but one effect of the war +has been to show the possibilities of increasing +production by a scientific study of factory methods.</p> + +<p>I believe that a much greater amount of interest +will be taken in the subject in future, and the fact +that co-operation between the management and the +workers is the first essential to success cannot be +too strongly emphasised.</p> + +<p>From my own personal experience of its installation +in England, I can only say that, when approached +broad-mindedly by both sides, the workers +have nothing to fear and, indeed, everything to +gain by it.</p> + +<p>This description by Mr. Atkinson should prove +very useful in bringing the principles of one branch<span class="pagenum"><a name="Page_vi" id="Page_vi">vi</a></span> +of scientific management, that branch which most +nearly affects the workers, to the notice of all concerned +in efficiency methods, and it is to be hoped +that it will prepare the way for a better understanding +between employer and worker.</p> + +<p class="right"> +<span class="smcap">H. W. ALLINGHAM, M.I.Mech.E.</span><br /> +</p> + +<p><span class="pagenum"><a name="Page_vii" id="Page_vii">vii</a></span></p> +<h2>INTRODUCTORY</h2> + +<p class="leadingpara"><span class="smcap">It</span> is universally admitted that the war will bring +about great changes in industry. The readjustment +of financial affairs, the greatly increased taxation, +the displacement of labour due to the employment +of men now at the front, the dilution of labour by +the employment of women, the development of new +industries and the modification of present ones in +order to meet new markets, changes in the old +methods of manufacturing and trading, will all add +to the difficulties of the situation.</p> + +<p>Some of the greatest of these difficulties will be +in connection with Labour, and the trade-unions +will be faced with problems the solution of which +will tax their ingenuity and statecraft to the utmost.</p> + +<p>Already one predominant assertion is being made, +and will be made with greater insistence when the +war is over—namely, that it will be necessary to +make wealth as quickly as possible in order to make +good the disastrous losses incurred by the war, and<span class="pagenum"><a name="Page_viii" id="Page_viii">viii</a></span> +that this can only be done by increased production +with low labour costs.</p> + +<p>This haste to make wealth will induce many +employers to endeavour to retain war conditions +when there is no longer any need for them. They +will try to "dilute" Labour permanently by employing +women; they will endeavour to lower permanently +the age at which children may leave +school; they will lower wages where possible; and +they will refuse to carry out their promises to reinstate +the men who volunteered at the beginning of +the war.</p> + +<p>Everything, indeed, points to a renewal of the +old wage war with all its absurdities, tyrannies, and +slanders, its starvation and misery, its strikes and +lockouts, its waste and blundering. Anything that +<em>can</em> be done to avoid or to ameliorate this state of +things <em>should</em> be done; and if it can be shown that +a method exists for keeping up wages while at the +same time lowering the labour costs, serious attention +should be given to it, and its advantages and +defects should be carefully studied.</p> + +<p>Low wages are not the same thing as low labour +costs, for a greater production with low labour costs +may be obtained by paying high rather than low +wages if proper management and organisation be<span class="pagenum"><a name="Page_ix" id="Page_ix">ix</a></span> +exercised. The Reward System described herein +is part of a method (that part which affects the +worker) whereby this result has been obtained. It +is based on paying the worker for efficient workmanship, +and during the past twenty years it has +been adopted in a large number of American factories +and in a few (a very few) British ones. It has +such a sound basis that it should meet with the +favour of both worker and employer, and the writer +is of opinion that some of the more serious difficulties +between Capital and Labour may be solved +by its adoption.</p> + +<p>Many papers have been read on the subject in +America, and some books have been written about +it; but, so far as the writer knows, no simple description +has been attempted, and certainly none that +appeals to the person chiefly concerned, the worker +himself.</p> + +<p>The subject may be considered from the point of +view of the nation, the employer, the trade-union, +or the worker. The following is an attempt to show +the worker how it affects him and how he benefits +by it.</p> + +<p><span class="pagenum"><a name="Page_xi" id="Page_xi">xi</a></span></p> + +<h2>CONTENTS</h2> + +<table class="toc" summary="Table of Contents"> +<tr><td class="smcap cht" colspan="2">Preface</td><td class="pag"><a href="#Page_v">v</a></td></tr> +<tr><td class="smcap cht" colspan="2">Introductory</td><td class="pag"><a href="#Page_vii">vii</a></td></tr> + +<tr><td></td><td class="cpn">PART I</td><td></td></tr> +<tr><td></td><td class="ccn">GENERAL PRINCIPLES</td><td></td></tr> +<tr><td class="smcap" colspan="2"><small>chapter</small></td><td align="right" class="smcap"><small>page</small></td></tr> +<tr><td class="chn">I.</td><td class="smcap cht">Different Methods of Payment of Wages</td><td class="pag"><a href="#Page_1">1</a></td></tr> +<tr><td></td><td class="sct">(<i>a</i>) Day Work</td><td class="pag"><a href="#Page_2">2</a></td></tr> +<tr><td></td><td class="sct">(<i>b</i>) Piece Work</td><td class="pag"><a href="#Page_6">6</a></td></tr> +<tr><td></td><td class="sct">(<i>c</i>) Profit Sharing</td><td class="pag"><a href="#Page_8">8</a></td></tr> +<tr><td></td><td class="sct">(<i>d</i>) Co-partnership</td><td class="pag"><a href="#Page_11">11</a></td></tr> +<tr><td></td><td class="sct">(<i>e</i>) Co-operation</td><td class="pag"><a href="#Page_13">13</a></td></tr> +<tr><td></td><td class="sct">(<i>f</i>) Bonus Systems</td><td class="pag"><a href="#Page_15">15</a></td></tr> +<tr><td></td><td class="sct">(<i>g</i>) The Reward System</td><td class="pag"><a href="#Page_16">16</a></td></tr> + +<tr><td></td><td></td><td></td></tr> +<tr><td class="chn">II.</td><td class="smcap cht">Wages and Efficiency Reward</td><td class="pag"><a href="#Page_18">18</a></td></tr> +<tr><td></td><td class="sct">(<i>a</i>) The Reward System</td><td class="pag"><a href="#Page_18">18</a></td></tr> +<tr><td></td><td class="sct">(<i>b</i>) The Basis of Reward Payment</td><td class="pag"><a href="#Page_24">24</a></td></tr> +<tr><td></td><td class="sct">(<i>c</i>) Special Reward for High Efficiency</td><td class="pag"><a href="#Page_30">30</a></td></tr> +<tr><td></td><td class="sct">(<i>d</i>) The Classification of Work</td><td class="pag"><a href="#Page_31">31</a></td></tr> +<tr><td></td><td class="sct">(<i>e</i>) Reward derived from Increased Production</td><td class="pag"><a href="#Page_32">32</a></td></tr> +<tr><td></td><td class="sct">(<i>f</i>) Safeguards</td><td class="pag"><a href="#Page_33">33</a></td></tr> +<tr><td></td><td class="sct">(<i>g</i>) Attention to Service Details</td><td class="pag"><a href="#Page_35">35</a></td></tr> +<tr><td></td><td class="sct">(<i>h</i>) Loss of Skill due to the Reward System</td><td class="pag"><a href="#Page_40">40</a></td></tr> + +<tr><td></td><td></td><td></td></tr> +<tr><td class="chn">III.</td><td class="smcap cht">Wages and Progress</td><td class="pag"><a href="#Page_43">43</a></td></tr> +<tr><td></td><td class="sct">(<i>a</i>) Antagonism between Employer and Worker</td><td class="pag"><a href="#Page_43">43</a></td></tr> +<tr><td></td><td class="sct">(<i>b</i>) Trade-Unions and the Reward System</td><td class="pag"><a href="#Page_45">45</a></td></tr> +<tr><td></td><td class="sct">(<i>c</i>) Scientific Management and the Reward System</td><td class="pag"><a href="#Page_47">47</a></td></tr> +<tr><td></td><td class="sct">(<i>d</i>) The Future of Labour</td><td class="pag"><a href="#Page_50">50</a></td></tr> +<tr><td></td><td class="sct">(<i>e</i>) The Actual and the Ideal</td><td class="pag"><a href="#Page_56">56</a></td></tr> + + + +<tr><td></td><td class="cpn">PART II<span class="pagenum"><a name="Page_xii" id="Page_xii">xii</a></span></td><td></td></tr> +<tr><td></td><td class="ccn">AN APPLICATION OF THE PRINCIPLES TO A<br/>PARTICULAR CASE</td><td></td></tr> +<tr><td class="chn">IV.</td><td class="smcap cht">Work and Reward</td><td class="pag"><a href="#Page_67">67</a></td></tr> +<tr><td></td><td class="sct">(<i>a</i>) Routing the Work</td><td class="pag"><a href="#Page_68">68</a></td></tr> +<tr><td></td><td class="sct">(<i>b</i>) The Time Study</td><td class="pag"><a href="#Page_70">70</a></td></tr> +<tr><td></td><td class="sct">(<i>c</i>) Fixing Standard Time</td><td class="pag"><a href="#Page_73">73</a></td></tr> +<tr><td></td><td class="sct">(<i>d</i>) The Instruction Card</td><td class="pag"><a href="#Page_79">79</a></td></tr> +<tr><td></td><td class="sct">(<i>e</i>) Spoiled Work</td><td class="pag"><a href="#Page_79">79</a></td></tr> +<tr><td></td><td class="sct">(<i>f</i>) Allowances</td><td class="pag"><a href="#Page_81">81</a></td></tr> +<tr><td></td><td class="sct">(<i>g</i>) Efficiency Calculation</td><td class="pag"><a href="#Page_83">83</a></td></tr> + +<tr><td></td><td class="cpn">PART III</td><td></td></tr> +<tr><td></td><td class="ccn">EXPLANATION OF DIAGRAMS SHOWING<br/>DIFFERENT METHODS OF REWARD PAYMENT</td><td></td></tr> +<tr><td class="chn">V.</td><td class="smcap cht">Reward and Efficiency</td><td class="pag"><a href="#Page_86">86</a></td></tr> +<tr><td></td><td class="sct">(<i>a</i>) Reward System No. 1</td><td class="pag"><a href="#Page_90">90</a></td></tr> +<tr><td></td><td class="sct">(<i>b</i>) Reward System No. 2</td><td class="pag"><a href="#Page_92">92</a></td></tr> +<tr><td></td><td class="sct">(<i>c</i>) Reward System No. 3</td><td class="pag"><a href="#Page_94">94</a></td></tr> +<tr><td></td><td class="sct">(<i>d</i>) Reward System No. 4</td><td class="pag"><a href="#Page_96">96</a></td></tr> +<tr><td></td><td class="sct">(<i>e</i>) The Taylor System</td><td class="pag"><a href="#Page_98">98</a></td></tr> +<tr><td></td><td class="sct">(<i>f</i>) The Gantt System</td><td class="pag"><a href="#Page_100">100</a></td></tr> +<tr><td></td><td class="sct">(<i>g</i>) The Emerson System</td><td class="pag"><a href="#Page_102">102</a></td></tr> +<tr><td></td><td class="sct">(<i>h</i>) The Rowan System</td><td class="pag"><a href="#Page_104">104</a></td></tr> +<tr><td></td><td class="sct">(<i>i</i>) Day Rate</td><td class="pag"><a href="#Page_107">107</a></td></tr> +<tr><td></td><td class="sct">(<i>j</i>) Piece Work</td><td class="pag"><a href="#Page_107">107</a></td></tr> +<tr><td></td><td class="sct">(<i>k</i>) The Ford System</td><td class="pag"><a href="#Page_109">109</a></td></tr> +<tr><td class="smcap" colspan="2">Appendix: A Floating Wage Rate</td><td class="pag"><a href="#Page_111">111</a></td></tr> +</table> + +<hr class="chap" /> + +<p><span class="pagenum"><a name="Page_1" id="Page_1">1</a></span></p> + +<h2><small>PART I</small><br/> +GENERAL PRINCIPLES +</h2> +<h2 class="no-break"><small>CHAPTER I</small><br/> +DIFFERENT METHODS OF PAYMENT<br/> +OF WAGES +</h2> + +<p class="leadingpara"><span class="smcap">The</span> war has brought the question of efficiency and +efficiency methods to the front very prominently, +and there is a consensus of opinion that it will be +necessary to adopt them very widely if we are to +retain our present commercial and national position +in the world.</p> + +<p>The object of such methods is to obtain increased +production. It is well known that the worker can +produce far more than he does, but from his point +of view there is no particular reason why he should +attempt to do so under ordinary working conditions.</p> + +<p>The circumstances are altered entirely if increased +production results in higher wages with better conditions +of work, and if the worker does not get too +tired or suffer any injury to his health in the process.</p> + +<p>The Reward System described herein satisfies +these conditions, but before giving the description<span class="pagenum"><a name="Page_2" id="Page_2">2</a></span> +it will be well to examine briefly the existing methods +of wage payment and point out their advantages +and disadvantages.</p> + + +<h3>(<i>a</i>) <span class="smcap">Day Work.</span></h3> + +<p>This is the commonest method of wage payment +in the United Kingdom at the present time.</p> + +<p>For every hour worked, the worker gets so many +pence—10d., 11d., 1s. an hour, or whatever it may +be. As wages are paid weekly, it is usual to reckon +them at so many shillings per week.</p> + +<p>In any factory, nearly all the men who work at +the same kind and class of labour get approximately +the same wage. In union shops they do all get +exactly the same wage.</p> + +<p>Before the days of the trade-unions each man was +paid according to his skill, as nearly as possible; a +good workman received more wages than a poor +one. But the trade-unions have stopped that as +far as they can. In any one trade all workers, +good, bad, and indifferent, are now paid the same +wages.</p> + +<p>The day work system, although in a great many +cases it cannot be avoided, is extremely unsatisfactory.</p> + +<p>On the one hand, the employer endeavours to get +all he can out of the worker while paying him the +least possible wages. Speaking generally, the employer +looks upon the worker as a necessary evil, +and treats him accordingly. The worker must +produce as much as possible and receive as low<span class="pagenum"><a name="Page_3" id="Page_3">3</a></span> +wages as possible. No consideration is given to +the question of what wages will buy.</p> + +<p>On the other hand, the worker retaliates by doing +just as much work as will enable him to keep his job, +and no more. Many workers spend as much energy +and time in avoiding work as they do in executing +it, and it is absolutely necessary for the employer to +have a foreman hustling round all the time to see +that a reasonable amount of work is done.</p> + +<p>In order to equalise the conditions for all workers, +the unions have fixed a standard rate of wages for +all men working at any one particular trade. This +means that both good and bad workers receive the +same rate of pay.</p> + +<p>Such an arrangement is quite unfair both to the +good worker and to the employer, and it gives +the employer a very sound reason for opposing +the unions on all possible occasions.</p> + +<p>But it is worse for the good worker than for the +employer, because it affects him in several ways. +When two workers are at work side by side, one +a good worker and the other a slacker, it is galling +for the good man to know that the slacker gets the +same wages as himself. It tends to make the +good man indifferent to his work, and it needs a +good deal of moral courage and great force of +character for a man to keep on doing his best +under such circumstances, especially when one remembers +the great excess of slackers over good men, +and how easy it is to find a good excuse for slacking.</p> + +<p>The extraordinary thing is that a man's union +compels him to slack even if he has no desire to do<span class="pagenum"><a name="Page_4" id="Page_4">4</a></span> +so. His fellow-unionists keep a watchful eye on a +good man, and if he is producing more than a certain +quantity he is told to ease up. There is no possible +excuse for this attitude, and it has done more to +discredit the unions than any other thing. It saps +the good worker's morality, and reduces the whole +ethics of Labour and wage payment to the lowest +possible standard.</p> + +<p>Apart from the question of antagonism between +the employer and the worker, there is one factor +missing, a factor that is all-important even in the +best type of day work and under the best conditions. +It is that the best method of doing the work is +never known.</p> + +<p>One man has one idea, another man has another; +one man has his own method, another man has a +different method; one man has a certain knack of +using the special tools required for a particular job, +another man has only a general knowledge of their +use; one man has done the job many times and +knows the short-cuts, another man is new to the +job and goes slowly; one man tackles the job haphazard, +another spends time in considering the best +way of doing it; one man believes that one form of +tool is the best for certain metals, another man +believes in a different form; one man thinks a job +should be done in this way, another man thinks it +should be done that way; one shop practice is to +do a job in such a manner and on such machines, +another shop will do it in a different way on a +different type of machine.</p> + +<p>And so it goes on....</p> + +<p><span class="pagenum"><a name="Page_5" id="Page_5">5</a></span></p> + +<p>All the time the foreman is hovering around, +urging the men, praising one man for his speed in +order to get him to work quickly all the time, but +more generally bullying the slow man into working +a bit faster. And he settles all matters in an arbitrary +manner, which means the job must be done +his way, right or wrong!</p> + +<p>It cannot be helped. When a worker starts a +job, he does not know just what speed his machine +must run at for that job. True, experience is a +good guide, but it means trying a speed before he +can be certain. And trying a speed means a certain +amount of care and watchfulness; then it probably +means making adjustments of speed and tool. +This means stoppages, readjustments, retrials, and +an all-round loss of time and efficiency.</p> + +<p>Now, is the man a better workman for all this? +If it proved eventually that all men became of the +same opinion as regards speeds, forms of tools, and +methods of working, and if all men became highly +efficient, one could at least say that the result justified +the method, in spite of the enormous waste of +time and talk and temper. But, as a matter of +fact, one rarely gets two workmen of the same +opinion or of the same proficiency, and a man never +turns out as much work as he is capable of.</p> + +<p>Added to all this is the deadening monotony of +the daily round of toil with no variation, no release +from the fixed hours, no inducement to do one's +best, no chance of getting any extra pay unless by +occasional overtime.</p> + +<p>Theoretically, day work is the fairest method,<span class="pagenum"><a name="Page_6" id="Page_6">6</a></span> +because if a man does his best he ought to get the +same wages as any other man, no matter what his +production may be; but in practice this is impossible, +hence one is driven to the conclusion that day work, +as it is practised at present, stands condemned, and +ought to be limited to such jobs and working conditions +where it is impossible to apply other methods.</p> + + +<h3>(<i>b</i>) <span class="smcap">Piece Work.</span></h3> + +<p>Piece work has one great advantage over day +work—namely, the worker is paid in exact proportion +to his production.</p> + +<p>But that is the only advantage. If work could +be correctly priced according to the amount which a +conscientious average man could do, and that price +always held good, piece work would have the additional +advantages that both worker and employer +would know the conditions were fair, and the worker +would work diligently and be paid proportionally +to his skill and production.</p> + +<p>Under ordinary piece work conditions, however, +such an arrangement is impossible, and the objections +to piece work are, if anything, greater than the +objections to day work, because of the necessary +dishonesty on the part of both worker and employer.</p> + +<p>The average employer will not believe what an +enormous difference there is in the quantity of work +which different men are capable of producing. He +is under the impression that, within small limits, +any man can produce the same amount of work as +any other man in a given time.<span class="pagenum"><a name="Page_7" id="Page_7">7</a></span> +This is entirely wrong. Investigations have +proved that some good men can produce three +times as much as an average man, the quality of +work being quite as good.</p> + +<p>Applying this fact to piece work, one sees at once +how serious differences may arise. A job is priced +at, say, 1s. An average man whose rate is 40s. a +week will earn about 50s. a week on that job by +diligent work. Then a really first-class man comes +along and earns 80s. What follows? "If Smith +can earn 80s., it is evident that the price is too high +and the other workers are slacking!" That is the +natural argument of the employer, and down comes +the rate.</p> + +<p>Cutting rates is one of the most frequent sources +of trouble on piece work, but it cannot be avoided. +The worker knows that the rates will be cut, and +therefore two methods of defence are open to him: +First, he always works slowly on a job until it has +been priced. In this way a good price is obtained, +a price which enables the slowest worker to earn his +wages—and a bit above—easily. Second, the +worker takes care not to earn too much. It is +arranged between the men how much each ought to +take on a certain job, and the arrangement made is +carried out. This is, of course, dishonest, but it is +necessary.</p> + +<p>For suppose a good worker comes on the job and +does his best, the price comes down to everybody, +and the average man cannot earn his wages. The +good man is therefore compelled to be dishonest to +his employer or unfair to his fellow-worker.<span class="pagenum"><a name="Page_8" id="Page_8">8</a></span> +And, again, in piece work all prices are arbitrary. +Even if one shop gives a reasonable price, other +shops in the same line of business find it out, and +put on a lower price in order to reduce works costs +and thereby lower prices to customers, which means +snatching the trade from the good shop.</p> + +<p>Thus, the circumstances of the old-fashioned +piece work method and the dishonesty of both +parties to it lead to misunderstandings and dissatisfaction.</p> + + +<h3>(<i>c</i>) <span class="smcap">Profit Sharing.</span></h3> + +<p>There are various methods of increasing earnings +by profit sharing. The employer, from motives +which may be good or bad from the standpoint of +the worker, desires to present the worker with a +certain proportion of the net profit.</p> + +<p>In some cases the motive is entirely for the +worker's good; in others it is for the purpose of +getting the worker to stay with the firm, and to +make his interest so large that he dare not be independent +in case he should lose his profit. This +means that the employer is no longer troubled with +strikes and labour disturbances.</p> + +<p>However, it is the effects that concern us here, +and not the motives.</p> + +<p>Under profit sharing the profit is paid out or +credited to the worker every six or twelve months, +and one must be employed for a certain length of +time before one comes under the scheme. So that +it holds out little incentive to efficiency until the +worker has been with the firm for some years;<span class="pagenum"><a name="Page_9" id="Page_9">9</a></span> +until then his interest is so small that only the +naturally thrifty workers are interested in it.</p> + +<p>All profit-sharing firms base their hopes of increased +efficiency on the incentive given to the +worker by an anticipation of profit; the payment +of wages is by day work or piece work, and these +have the defects already mentioned. There is no +direct and immediate incentive. The slacker gets +the same reward as the good man, and there is +nothing to prevent piece rates being cut just as in +an ordinary shop.</p> + +<p>Profit sharing is undoubtedly a splendid thing in +principle, but it tends to make a man drop his +trade-union and takes away his independence. It +also means a rigid selection of workers, only the +ones who look ahead being automatically chosen. +Already they must be men of thrifty disposition, +men who look forward to being employed in one +factory all their lives, otherwise they would not be +chosen. They are not necessarily the best men; +indeed, they cannot be the best men because only +a wide experience of different factories and methods +produces the best men. But they are essentially +steady men, and this is the kind of man most employers +prefer, because they are the least likely to +cause trouble when rates are cut or wages reduced. +It is usually pointed out that, if a rate has to be cut, +the worker gets it back again in the form of profit.</p> + +<p>This system certainly tends to get rid of the +slacker—the worst form of slacker, that is—and +there are circumstances under which it would prove +of great value.</p> + +<p><span class="pagenum"><a name="Page_10" id="Page_10">10</a></span></p> + +<p>The fact of there being so few profit-sharing firms +tends to show that profit sharing is not a method +which appeals generally to both employer and +worker.</p> + +<p>The following is a profit-sharing scheme adopted +by a large firm of engineers in March, 1916, and +therefore embodies the most modern conditions:</p> + +<blockquote> + +<p>"1. Before any profits are divided with the +employees, the shareholders shall receive 8 per cent. +per annum.</p> + +<p>"2. When the above 8 per cent. has been paid +to the shareholders in any calendar year, all cash +dividends subsequently declared in that year will +be divided between the shareholders on the amount +of their stock interest and the employees on the +amount of the salary or wages received by them +during the twelve months ending June 30 of that +year, as follows: (A) Employees who have been +continuously in the service of the company for at +least two years prior to July 1 will receive dividends +at the same rate as the shareholders. (B) Employees +who have been continuously in the service +of the company for more than one year and less +than two years prior to July 1 will get three-quarters +of that rate. (C) Employees who have served +continuously for less than one year will get one-half +the rate of the shareholders. (D) Dividends that +have accrued will be distributed to employees once +a year in December.</p> + +<p>"3. No person will be entitled to a share of these +dividends unless a <em>bona-fide</em> employee of the company +at the time of their distribution, except that +employees laid off owing to lack of work or sickness +will be entitled to the dividends accruing in any +year on the wages earned by them during the +twelve months prior to June 30 of that year.</p> + +<p><span class="pagenum"><a name="Page_11" id="Page_11">11</a></span>"4. Employees voluntarily leaving the service +of the company or dismissed or discharged will +forfeit their right to any accrued dividends.</p> + +<p>"5. Any employee who may receive a commission +from the company or any share in profits other than +the profits shared in this plan, except through dividends +of stock, if a shareholder, shall thereby be rendered +ineligible to receive dividends under this plan.</p> + +<p>"6. All employees except those entered in the +three preceding sections shall be eligible to share in +the profits under this plan.</p> + +<p>"7. The above plan for division of profit is +absolutely voluntary on the part of the company, +and is in no sense a contract. The right is therefore +reserved by the directors to make at any time such +changes in the plan as they may consider desirable +for the best interests of the organisation. The fact +that any employee is receiving the dividends in this +profit-sharing plan shall not deprive the company +of the right at any time to discharge the employee, +and thereby terminate his participation under the +plan, nor shall any employee acquire any right +thereunder to any accounting by the company concerning +its business or profits."</p> + +</blockquote> + + +<h3>(<i>d</i>) <span class="smcap">Co-partnership.</span></h3> + +<p>This is another method of inducing the worker +to become more efficient. It is frequently allied +to profit sharing.</p> + +<p>The firm allows its workers to subscribe for +shares, and the workers thereby have a direct +interest in the success of the firm. The idea is that +the harder they work the more profit there will be, +and the more dividend on the shares which they hold.</p> + +<p><span class="pagenum"><a name="Page_12" id="Page_12">12</a></span></p> + +<p>Of course, no worker, especially if he has a +family, can subscribe for shares out of his wages. +What usually happens is that the firm sets aside a +certain portion of its profit, after paying a dividend +on its shares, and allows the worker to share this +profit. But he gets no money, the profit being paid +in shares. For instance, if a worker's share of the +profit at the end of twelve months be Ł10, he gets +Ł10 worth of shares. Then, when the next dividend +is declared, he gets the dividend on his Ł10 +worth of shares. If there is a 5 per cent. dividend, +he gets 10s. as his interest for the year or whatever +the period of time may be.</p> + +<p>He is not allowed to subscribe for shares until he +has been with the firm a certain length of time, +and, in some cases, if he leaves he loses his shares. +If he dies, his widow gets the dividend on the shares +until she dies, when the shares go back to the firm.</p> + +<p>In other cases the shares bear a fixed rate of +interest, say 4 per cent., and also an additional +dividend if there is any profit after dividends on +other classes of shares reach a certain percentage.</p> + +<p>In yet other cases a worker becomes absolute +owner of his shares, and can dispose of them by +will or if he leaves the firm, but such cases are rare.</p> + +<p>Of course, where shares are purchased by deducting +the price of the shares from wages they are +the absolute property of the worker.</p> + +<p>The objections to profit sharing may be applied +to co-partnership, together with the additional one +that the worker does not get profit, but only interest +on shares; and as he can never become a large<span class="pagenum"><a name="Page_13" id="Page_13">13</a></span> +shareholder, the extra benefit is not very great. +He is rendered quite dependent on the firm—even +more so than the profit sharer—and can exert no +pressure if conditions are unsatisfactory. The fact +that conditions are usually satisfactory in places +where co-partnership is practised does not make +the principle a good one.</p> + +<p>Certainly, sometimes the shareholding workers +have the option of electing a director, and this +places some responsibility on the worker, which is +a good thing and gives him a real interest in the +affairs of the firm; but such cases are uncommon, and +even then there are so many other directors that the +workers' representative has no voice in determining +the policy of the firm; he only voices the workers' +interests.</p> + + +<h3>(<i>e</i>) <span class="smcap">Co-operation.</span></h3> + +<p>Co-operation hardly comes into methods of wage +payment, but we will just glance at it.</p> + +<p>It means that a number of workers unite to buy +in large quantities the commodities they require, +and to distribute them at the least expense. By +these means they buy cheaply, and there is no non-productive +middle man to make a profit.</p> + +<p>The great success of co-operative methods has +resulted in the co-operative societies manufacturing +certain commodities for themselves, as well as buying +and selling. Having amassed a large capital, and +being certain of their market, they have every +opportunity of putting their workers under excellent +working conditions.</p> + +<p><span class="pagenum"><a name="Page_14" id="Page_14">14</a></span></p> + +<p>As employers, however, the co-operative societies +are exactly on the level of other employees—no +better and no worse. They do not even adopt +bonus or profit-sharing schemes except in one +instance, and the same labour disadvantages occur +here as in the case of any ordinary private +firm.</p> + +<p>Co-operation is strictly limited in its field of +action. The buying power of the society's members +enables the society to know just what goods and +what quantity of goods are necessary, and they can +go ahead with certainty.</p> + +<p>But a co-operative engineering works where all +the capital is subscribed by the workers is a practical +impossibility. In the first place, the number +of workers in proportion to the amount of capital +required in an engineering works is very small, and +no group of ordinary workers could subscribe to +start a factory and keep it going. In the second +place, even if a factory could be started, the competition +of the open market would throttle it in its +birth. The keen buying and selling and manufacturing +need highly educated and highly skilled +men. Capable men are to be found in the ranks +of the workers, but men with the necessary technical +and commercial knowledge to run a large +competitive engineering concern are extremely rare +among them. Outside men would have to be +engaged for such work and for the theoretical +side of the business. This means high salaries, +which the worker capitalist would object to; and +it also takes the management out of the hands of<span class="pagenum"><a name="Page_15" id="Page_15">15</a></span> +the worker, and thereby destroys the whole basis +of co-operation.</p> + +<p>It would be quite easy for an engineering business +to grow out of a co-operative society's need of +machinery of various kinds, but it is quite a different +thing when one enters the open market.</p> + +<p>In the two or three cases where co-operation, +apart from the large co-operative societies, is in +practice, it will be found that the business has in +the first place been built up privately, and the +capital has afterwards been gradually transferred +to the workers. There is no instance of workers +getting together and clubbing their savings, and so +starting a competitive business and earning their +living thereby.</p> + + +<h3>(<i>f</i>) <span class="smcap">Bonus Systems.</span></h3> + +<p>There are many bonus systems, and here again +the advantages depend largely on the moral principles +of the employer who adopts them. It does +not follow that because an employer gives a bonus +on work done that the conditions of work in his +factory are good. Even with the best bonus system +prices may be cut and conditions may become unbearable. +Indeed, the adoption of a bonus system +is often an excuse for driving and tyranny.</p> + +<p>They have one advantage over profit sharing and +co-partnership: they do not interfere with the independence +of the worker. I refer, of course, to those +systems which have no connection with profit +sharing or co-partnership, but where the bonus<span class="pagenum"><a name="Page_16" id="Page_16">16</a></span> +consists of a weekly payment for excess production +above a specified minimum.</p> + +<p>A bonus system is based on a piece price or on +individual or collective output in a certain time. +It is therefore an offshoot of piece work, but it has +a guaranteed minimum wage attached to it. Whatever +happens, the worker gets his guaranteed minimum, +and if he produces more work than is allowed +for in that minimum he gets a fixed bonus at the +end of the week or month. It differs from profit +sharing in that it depends on quantity of work done +and not on profit made.</p> + +<p>Bonus is often given to men working under a +subcontractor. The subcontractor guarantees to +turn out a certain job in a certain time, and in order +to induce the men to accomplish this result he offers +a bonus if the job is done to time.</p> + +<p>There is no protection whatever against cutting +times or rates, and conditions generally are the +same as those already mentioned.</p> + + +<h3>(<i>g</i>) <span class="smcap">The Reward System.</span></h3> + +<p>The Reward System (this is the name given to +the system for the purpose of this description) is +different to all the foregoing methods.</p> + +<p>The worker is paid the ordinary standard rate +of wages for his attendance at the factory, and this +attendance implies the production of a certain minimum +quantity of work. If he produces more than +that quantity, he is paid additional wages in proportion +to the work done. If a certain standard<span class="pagenum"><a name="Page_17" id="Page_17">17</a></span> +quantity of work be produced, the standard being +considerably in excess of the minimum, the proportionate +additional wages, or reward, amounts to at +least 25 per cent. of the day rate—that is, of the +trade-union rate. Also, an equal opportunity of +reaching the standard quantity is given to all +workers, inasmuch as the work is carefully studied, +standardised, and recorded, and instructions are +given to the worker showing him just how to produce +the standard quantity. The standard quantity +is within the reach of all diligent workers.</p> + +<p>This system is described in the following pages.</p> + + +<hr class="chap" /> + +<p><span class="pagenum"><a name="Page_18" id="Page_18">18</a></span></p> + +<h2><small>CHAPTER II</small><br/> +WAGES AND EFFICIENCY REWARD +</h2> + +<h3>(<i>a</i>) <span class="smcap">The Reward System.</span></h3> + +<p class="leadingpara"><span class="smcap">The</span> rational study of work and the worker shows +the following principles to be essential when general +and continuous efficiency is the end in view:</p> + +<p>1. The greatest efficiency is obtained when the +worker is most contented.</p> + +<p>2. There is a limit to endurance, and efficiency +cannot be maintained if this limit be exceeded.</p> + +<p>3. The working environment must be agreeable.</p> + +<p>4. The nature of the work must be considered +in determining the working hours and conditions.</p> + +<p>5. There must be no penalties or price cutting.</p> + +<p>6. Suggestions must be encouraged and suitable +rewards given for those which are acted upon.</p> + +<p>7. There must be an incentive to efficiency, which +should take the form of an addition to wages when +a certain minimum of production is exceeded.</p> + +<p>8. Work must be carefully studied in detail so +as to discover conditions which give every worker +the same opportunity of reaching a high efficiency.</p> + +<p>9. Earnings in excess of the day rate should be in +proportion to efficiency.</p> + +<p>10. The generally accepted day rate of wages<span class="pagenum"><a name="Page_19" id="Page_19">19</a></span> +must be absolutely guaranteed to the worker, no +matter what his efficiency.</p> + +<p>All this is not pampering the worker or making +concessions to him. The hard fact remains that +it is only by adopting these principles that the +greatest efficiency can be obtained—viz., greater +production of a better quality of work for the same +or less expenditure in wages and works costs. That +it also gives the worker more income, better health, +less fatigue, greater contentment, are happy circumstances +that make for a rational and equable +understanding between employer and worker with +a maximum of benefit to both sides, that entail no +sacrifice of principle on either side, and enable us +to look forward to a national efficiency which will +be the achievement and the pride of every class of +which the State is composed.</p> + +<p>But under what circumstances can these principles +be put into practice?</p> + +<p>As they evolved out of the methodical and patient +study of production and the application of common-sense +ideas to labour and its ways, we have not far +to seek. The recorded results have been unified +into a system which has been and which may be +applied to all sorts and conditions of labour; this +system, so far as it directly affects the worker, is +denoted herein by the short expression, the Reward +System.</p> + +<p>It is a method whereby a worker is paid according +to his efficiency. There is a guaranteed minimum +which is equal to his ordinary wage; after +that, the greater his efficiency the more he is paid.</p> + +<p><span class="pagenum"><a name="Page_20" id="Page_20">20</a></span></p> + +<p>In order that he may have every opportunity of +reaching a high efficiency without undue strain or +discomfort during his work, every detail of the +work, the machines, and the conditions, receives +consideration.</p> + +<p>He is not left to do the job in the best way he +can think of, with any tools he may consider suitable. +Before he starts any job under the Reward +System, both the job and the machine on which +it must be done have been studied and timed; the +best tools for the purpose have been selected; the +right speeds have been chosen; the correct depth +and speed of cut have been decided upon, and so +on. Also the comfort of the worker has received +attention, and if he can do the work better sitting +than standing, a chair is provided.</p> + +<p>All this means that, as far as possible, the job +is equalised for every worker who is put on it, and +every job is put on a time and condition basis, which +results in every worker having an equal opportunity.</p> + +<p>It is therefore quite clear that, as conditions are +the same for every worker, the amount of work done, +and in consequence the amount of reward earned, +depends entirely on the energy and ability of the +worker himself.</p> + +<p>The above is, of course, only a statement, and +the worker will want to know just how the right +times and conditions are arrived at, and what +assurance he has that conditions will not be altered +once they are fixed.</p> + +<p>Here we will consider the general principles; an +example with fuller detail is given in Part II.</p> + +<p><span class="pagenum"><a name="Page_21" id="Page_21">21</a></span></p> + +<p>First, all the details of the work to be done, the +material of which it is to be made, the method of +manufacture, are carefully considered by the design +and planning departments of the factory.</p> + +<p>The particulars of the job, together with a drawing, +if necessary, are handed to the time study +engineer in order that he may see the finished and +unfinished sizes, the quality of material, the machine +and tools to be used, etc.</p> + +<p>The position of time study engineer is one of the +most onerous and responsible in the whole field of +the scientific study of work and the worker. He +should be a man of considerable skill and experience; +he must be thoroughly practical, and should have +had a shop training in addition to his scientific +studies; he should be able to divide the work up +into elements suitable for the machine on which +the work has to be done, and to suggest improvements +in the methods of performing it; he must be +able to see that the work is carried out in the most +expeditious way; he should be well educated apart +from his engineering training, and should have a +knowledge of hygiene, physiology, and psychology, +in order that he may understand the effect of work +on different workers, the causes and prevention of +fatigue, and what surroundings are best for the +health and happiness of the worker.</p> + +<p>Such a man should be chosen with the greatest +care, as so much depends on his engineering ability, +his sympathetic judgment, and his broad outlook +on the question of production from the point of +view of both worker and employer.</p> + +<p><span class="pagenum"><a name="Page_22" id="Page_22">22</a></span></p> + +<p>And, in consequence, his standing in the firm +should be correspondingly high, if he is to fulfil his +duties satisfactorily to himself and to those with +whom he is associated—worker, trade-union, and +employer.</p> + +<p>When the job goes into the shops, a few of the +articles are passed through each operation in order +that the worker may become familiar with it. This +also enables the time study engineer to see that +tools and speeds are satisfactory and to cut out +useless motions.</p> + +<p>A special time study is then made of each detail +or element of the work from the time it comes to +the worker to the time it leaves him. Every change +that occurs—for instance, when the machine is +stopped or another tool is brought into position—is +the end of one element and the beginning of another, +and each element is timed and recorded. For this +work a good average worker is chosen, and he is +paid time and a quarter during the study.</p> + +<p>The reason for this separation into elements and +the careful timing of each is in order to find out +exactly what time each element should take. These +are averaged out when a certain number have been +timed, and the average is assumed to be the correct +time for each element. Then the average times of +all the elements are added, and this gives the time +of the operation which that particular worker is +engaged upon.</p> + +<p>In this manner the best method is found, and one +that puts all workers on exactly the same basis, +which is the essence of the system.</p> + +<p><span class="pagenum"><a name="Page_23" id="Page_23">23</a></span></p> + +<p>It is not claimed that the time study is perfect +and that the records obtained are absolutely exact. +Even with the greatest care errors will creep in and +the times will be incorrect. This especially is the +case with hand work. Again, the skill of the worker +increases very considerably, and he himself finds +quicker methods of doing the work. All that is +claimed for the time study method is that the +dividing up of the operation into elements, and +timing them as carefully as possible and eliminating +all unnecessary movements, gives the nearest approach +to perfection of rate setting yet discovered; +there is a bed-rock character about it that is not +found in any other system.</p> + +<p>The time thus obtained is considered to be the +fastest time in which the operation can be done. +Actually, it is not the fastest time for two reasons, +one being that any time so obtained may be improved +on when the worker becomes thoroughly +used to the job, and the other being that a good +<em>average</em> worker is chosen for the time study, and +therefore a first-class man can improve on the time +obtained. But it is <em>considered</em> to be the fastest +time, and we will call it the "base time."</p> + +<p>It is quite evident that this cannot be reached +regularly by every worker, and this is taken into +consideration when determining the standard time.</p> + +<p>To obtain the standard time—namely, the time +in which the work is <em>expected</em> to be done—an allowance +is made on the base time. This allowance +depends on the nature of the work, greater allowances +being made for jobs that necessitate a good<span class="pagenum"><a name="Page_24" id="Page_24">24</a></span> +deal of handling than for jobs that are nearly all +cutting, because cutting is independent of the +worker.</p> + + +<h3>(<i>b</i>) <span class="smcap">The Basis of Reward Payment.</span></h3> + +<p>This standard time is the basis of the Reward +System, and is therefore the most important time. +It is so fixed in relation to base time that every +worker put on that work should be able to reach +it. If he does so, he is said to have reached an +efficiency of 100 per cent.</p> + +<p>A worker who reaches continuously 100 per cent. +is a high efficiency man.</p> + +<p>This efficiency should always be reached by a +worker who follows the instructions and works +diligently.</p> + +<p>Reward begins, however, considerably before +this point is reached, because it may be necessary +for a worker to be on a job some time before he +reaches a high efficiency. Again, sometimes one +worker is naturally slower than another, and although +his work is good he can reach 100 per cent. +efficiency only by special effort. There would be +little encouragement if reward did not begin until +the worker had reached the 100 per cent. point.</p> + +<p>For these reasons, and as an incentive to every +man to become as highly efficient as possible, +reward begins when the worker reaches 75 per cent. +efficiency.</p> + +<p>(This particular figure of 75 per cent. is taken to +illustrate the method, and because it is frequently<span class="pagenum"><a name="Page_25" id="Page_25">25</a></span> +used as the reward point. Any percentage may be +used, and several methods are given in Part III.)</p> + +<p>This means that a time addition of 33⅓ per cent. is +made to the standard time or standard production +in order to obtain a new figure, which is called +"reward time" or "reward production," because +it is the point where reward begins.</p> + +<p>The following are three brief examples showing +the working out of the reward earned:</p> + +<table class="table2" summary="Reward Production"> +<tr><th></th><th>I.</th><th>II.</th></tr> +<tr><td class="left">Base time</td><td>12 hours</td><td>8 hours</td></tr> +<tr><td class="left">Standard time (= base + 25%)</td><td>15 hours</td><td>10 hours</td></tr> +<tr><td class="left">Reward time (= standard + 33⅓%)</td><td>20 hours</td><td>13ˇ3 hours</td></tr> +<tr><td class="left">Time taken</td><td>16½ hours</td><td>8ˇ5 hours</td></tr> +<tr><td class="left">Time saved</td><td>3½ hours</td><td>4ˇ8 hours</td></tr> +<tr><td class="left">Rate per hour</td><td>9d.</td><td>9d.</td></tr> +<tr><td class="left">Reward</td><td>3½ × 9 = 2s. 8d.</td><td>4ˇ8 × 9 = 3s. 7d.</td></tr> +<tr><td class="left">Reward, week of 48 hours</td><td>7s. 9d.</td><td>20s. 2d.</td></tr> +<tr><td class="left">Weekly day wage</td><td>36s. 0d.</td><td>36s. 0d.</td></tr> +<tr><td class="left">Total earnings</td><td>43s. 9d.</td><td>56s. 2d.</td></tr> +<tr><td class="left">Efficiency</td><td>91%</td><td>117ˇ5%</td></tr> +</table> + +<table class="table2" summary="Reward Production"> +<tr><th></th><th>III.</th></tr> +<tr><td class="left">Base quantity</td><td>40 per hour</td></tr> +<tr><td class="left">Standard quantity (= base - 10%)</td><td>36 per hour</td></tr> +<tr><td class="left">Reward quantity (= standard - 25%)</td><td>27 per hour</td></tr> +<tr><td class="left">Time worked</td><td>6 hours</td></tr> +<tr><td class="left">Quantity produced</td><td>220</td></tr> +<tr><td class="left">Reward quantity for 6 hours</td><td>162</td></tr> +<tr><td class="left">Excess quantity</td><td>58</td></tr> +<tr><td class="left">Reward at 27 for 6d.</td><td>1s.</td></tr> +<tr><td class="left">Reward for week of 48 hours</td><td>8s.</td></tr> +<tr><td class="left">Weekly day wage</td><td>24s.</td></tr> +<tr><td class="left">Total earnings</td><td>32s.</td></tr> +<tr><td class="left">Efficiency</td><td>102%</td></tr> +</table> + + +<p>The two first examples are on a time basis, and +the third on a quantity basis. These are worked +out in detail in Part II.</p> + +<p>The first thing that strikes one when these figures +are examined is that wages are considerably in<span class="pagenum"><a name="Page_26" id="Page_26">26</a></span>creased. +In view of this increase the worker will +want to know more about the conditions under +which the work is done, and whether such earnings +can be maintained continuously without special +effort.</p> + +<p>The reply is that such earnings not only can be, +but are being, made regularly, and the workers have +a greater degree of comfort in their work than they +have under usual working conditions.</p> + +<p>This is because of the time study method. Every +detail of the work is carefully studied, as has been +explained, and everything that will aid the worker +to increase his output has been provided. The +work is brought to the machine and taken away by +labourers, the tools are all specially designed and +exactly suited to the work. Instruction cards are +given to the worker, so that he can see exactly +what he has to do, how he has to do it, and the +time he should do it in. If he can do the work +sitting better than standing, a chair or stool is +provided.</p> + +<p>In fact, everything is done to assist the worker +to reach a high efficiency, as this means greater +production besides greater reward.</p> + +<p>The Reward System is, clearly, far better than +either day work or piece work. The time study +shows what is the best time in which a good average +worker can do the job. A trustworthy worker and +one who appreciates the time study principle must +be selected for the study. If this were not done, a +false time might be obtained, and this would lead +to doubts as to whether the times of other jobs were<span class="pagenum"><a name="Page_27" id="Page_27">27</a></span> +correct. This is a difficulty that hardly ever arises, +because the worker knows that he is being fairly +dealt with, and there is nothing to be gained by +getting a false time.</p> + +<p>Times once obtained are never altered so long as +the conditions remain the same.</p> + +<p>Some exceptionally good workmen can make +large rewards every week, and it is to the firm's +benefit that they should do so. Suppose the price +was lowered because of this high reward. The +general efficiency of all the workers would fall immediately, +and the dissatisfaction with the alteration +in price and with the firm's attitude would result +in serious loss to all concerned.</p> + +<p>The following is an example of what happens under +an ordinary bonus scheme when times are reduced:</p> + +<table class="table1" summary="Reward Production"> +<tr><th rowspan="2"></th><th rowspan="2"><i>Time<br/>allowed.</i></th><th rowspan="2"><i>Time<br/>taken.</i></th><th rowspan="2"><i>Time<br/>saved.</i></th><th rowspan="2" colspan="2"><i>Reward<br/> at 10d.</i></th><th colspan="6" class="nbr"><i>Works Costs at 2s.<br/> per Hour, including<br/> Labour.</i></th></tr> +<tr><th colspan="2"><i>Cost.</i></th><th colspan="2"><i>Reward.</i></th><th colspan="2" class="nbr"><i>Total.</i></th></tr> +<tr><td class="nbb"></td><td class="nbb"><small>Hours.</small></td><td class="nbb"><small>Hours.</small></td><td class="nbb"><small>Hours.</small></td><td class="nbr nbb"><small> s. </small></td><td class="nbb"><small> d. </small></td><td class="nbr nbb"><small> s. </small></td><td class="nbb"><small> d. </small></td><td class="nbr nbb"><small> s. </small></td><td class="nbb"><small> d. </small></td><td class="nbr nbb"><small> s. </small></td><td class="nbr nbb"><small> d. </small></td></tr> +<tr><td class="left nbb">Original time</td><td class="nbb">5</td><td class="nbb">4</td><td class="nbb">1</td> <td class="nbr nbb"></td><td class="nbb">10</td> <td class="nbr nbb">8</td><td class="nbb">0</td> <td class="nbr nbb"></td><td class="nbb">10</td> <td class="nbr nbb">8 </td><td class="nbr nbb">10 </td></tr> +<tr><td class="left nbb">Cut to</td><td class="nbb">4</td><td class="nbb">3½</td><td class="nbb">½</td> <td class="nbr nbb"></td><td class="nbb">5</td> <td class="nbr nbb">7</td><td class="nbb">0</td> <td class="nbr nbb"></td><td class="nbb">5</td> <td class="nbr nbb">7 </td><td class="nbr nbb">5 </td></tr> +<tr><td class="left nbb">Cut to</td><td class="nbb">3½</td><td class="nbb">3</td><td class="nbb">½</td> <td class="nbr nbb"></td><td class="nbb">5</td> <td class="nbr nbb">6</td><td class="nbb">0</td> <td class="nbr nbb"></td><td class="nbb">5</td> <td class="nbr nbb">6 </td><td class="nbr nbb">5 </td></tr> +<tr><td class="left nbb">Cut to</td><td class="nbb">3</td><td class="nbb">7</td><td class="nbb">—</td> <td class="nbr nbb"></td><td class="nbb">—</td> <td class="nbr nbb">14</td><td class="nbb">0</td> <td class="nbr nbb"></td><td class="nbb">—</td> <td class="nbr nbb">14 </td><td class="nbr nbb">0 </td></tr> +<tr><td class="left nbb">Increased to</td><td class="nbb">4</td><td class="nbb">7</td><td class="nbb">—</td> <td class="nbr nbb"></td><td class="nbb">—</td> <td class="nbr nbb">14</td><td class="nbb">0</td> <td class="nbr nbb"></td><td class="nbb">—</td> <td class="nbr nbb">14 </td><td class="nbr nbb">0 </td></tr> +<tr><td class="left nbb">Increased to</td><td class="nbb">5</td><td class="nbb">3½</td><td class="nbb">1½</td> <td class="nbr nbb">1</td><td class="nbb">3</td> <td class="nbr nbb">7</td><td class="nbb">0</td> <td class="nbr nbb">1</td><td class="nbb">3</td> <td class="nbr nbb">8 </td><td class="nbr nbb">3 </td></tr> +<tr><td class="left">Cut to </td><td>4½</td><td>7</td><td>—</td> <td class="nbr"></td><td>—</td> <td class="nbr">14</td><td>0</td> <td class="nbr"></td><td>—</td> <td class="nbr">14 </td><td class="nbr">0 </td></tr> +</table> + +<p>In this case the original piece time allowed for +the work was five hours, this being an estimate +based on the time taken when working under day<span class="pagenum"><a name="Page_28" id="Page_28">28</a></span> +work. The men were paid at the rate of 10d. per +hour, and the works costs, including labour, +amounted to 2s. per hour. Bonus was paid on the +time saved.</p> + +<p>The workers completed the job in four hours, a +reduction of one hour on the time set, and thereby +earned a bonus of 10d. The time was cut to four +hours, and the work was done in three and a half +hours, the workers earning a bonus of 5d. It was +then cut to three and half hours, and the workers +completed the job in three hours. Again the time +was cut, but the patience of the workers had reached +its limit, and the time taken was seven hours, with a +correspondingly increased works cost.</p> + +<p>The time was immediately increased to four hours, +but with no effect. On increasing the time to the +original five hours the workers completed the job +in three and a half hours, and earned a very good +bonus. Once again the time was cut, with the +result that the workers' suspicion was aroused, and +the time promptly jumped to seven hours. The +workers had learned their lesson!</p> + +<p>Neither worker nor employer can be satisfied +with such a result, and mutual suspicion is the +natural outcome. Yet all rates must be juggled +with in this manner in the absence of a method +whereby the time may be accurately determined.</p> + +<p>It follows that, in the first place, the firm will +not cut prices, and, in the second, that the first-class +worker may earn the highest reward in his +power, with the knowledge that he is not injuring +the welfare of his fellow-workers in any way.</p> + +<p><span class="pagenum"><a name="Page_29" id="Page_29">29</a></span></p> + +<p>Now, suppose for some reason a worker takes +longer than reward time to do a job, or suppose he +produces less than reward quantity. It only means +that he gets no reward. His day wages, 36s. or +24s. a week, or whatever it may be, are absolutely +guaranteed. Whatever happens, his day wage is +not interfered with. It must be kept in mind always +that—<em>Day wages are for attendance; reward, is for +efficiency.</em> The two things are distinct, and it is +advisable to pay wages and reward earnings at +different times. The firm must see to it that when +the worker is in the works he earns his day wage, +and in this respect the day wage standard is equivalent +to reward production or reward time. If the +worker does less than these he is not earning his wage, +although he gets it, and such a case calls for the +immediate attention of the firm as well as of the +worker.</p> + +<p>Let us sum up the foregoing points:</p> + +<p>1. The time study gives all the workers the same +opportunity of earning reward.</p> + +<p>2. Reward is paid for all production above a +certain minimum.</p> + +<p>3. Reward begins at such a production that +everyone should be able to earn some reward.</p> + +<p>4. The standard production is so calculated that +all workers should reach it by diligence and careful +attention to the instructions.</p> + +<p>5. No matter how large a worker's reward may +be, prices cannot be cut.</p> + +<p>6. The worker is safeguarded by the conditions +of the system.</p> + +<p><span class="pagenum"><a name="Page_30" id="Page_30">30</a></span></p> + +<p>7. The day wage is guaranteed even if the production +be less than the reward point.</p> + +<p>8. As reward is proportional to profit (the higher +the reward the greater the efficiency, and the greater +the efficiency the greater the firm's profit), the worker +is encouraged to earn high reward. This can only +be done by good conditions and freedom from +fatigue, and therefore the comfort of the worker is +assured by the principles of the system.</p> + + +<h3>(<i>c</i>) <span class="smcap">Special Reward for High Efficiency.</span></h3> + +<p>Besides the reward described in the foregoing +explanation, special reward is given to all high +efficiency workers—that is, to those who reach +100 per cent. efficiency all through the week.</p> + +<p>This special reward takes the form of paying the +worker a bonus either in the form of a sum of money +or an additional percentage on the standard time.</p> + +<p>If the worker's efficiency reaches 100 per cent. +or more for any one week, and the hours on reward +are, say, forty or more, a cash reward of 1s. or 2s., +or other suitable amount depending on the status, +etc., of the worker, is given in addition to the +reward earned by production. It is necessary to +base this special reward on the number of hours +worked; otherwise, if the worker happened to be +only an hour or so on reward during the week, and +his efficiency for that hour was 100 per cent., he +would get the special reward, and this would be +absurd as well as being unfair to workers who had +been on reward all the week.</p> + +<p><span class="pagenum"><a name="Page_31" id="Page_31">31</a></span></p> + +<p>In the other case, when the worker reaches +100 per cent. efficiency on any one job, no matter +how long it takes, his reward for that job jumps +5 per cent. or 10 per cent., or whatever special proportion +be decided upon. If the reward point be +75 per cent., then at 100 per cent. efficiency the +reward is 33⅓ per cent. of the job rate. To this +would be added, say, 5 per cent., thus making the +reward 38⅓ per cent. of the job rate.</p> + + +<h3>(<i>d</i>) <span class="smcap">The Classification of Work.</span></h3> + +<p>A very important matter in connection with the +Reward System is that of deciding the right kind of +worker for the different classes of work.</p> + +<p>For work requiring much skill and close application, +or work which requires skilled handling, the +highest class of worker is necessary and the job +rates will be high. For work which is automatic +or semi-automatic, boys or girls may be employed. +For work such as rough drilling or heavy unskilled +handling, men who have no special skill or training +may be suitable. But the point where one grade +of labour merges into another is not easily defined +and needs very careful consideration.</p> + +<p>The circumstances of different trades vary so +greatly that it is impossible to apply any rules in +such general notes as these. It must be left to the +employer, the workers, and their trade-unions, to +settle these grades between them, and from the +trade practice there should not be much difficulty.</p> + +<p>One thing stands out—namely, the worker who<span class="pagenum"><a name="Page_32" id="Page_32">32</a></span> +has a continuously high efficiency in any grade is +easily distinguishable, and would be selected to pass +into a higher grade with higher wages when opportunity +occurred.</p> + + +<h3>(<i>e</i>) <span class="smcap">Reward derived from Increased Production.</span></h3> + +<p>It may be asked how it is that a firm can afford +to begin paying reward when a job is done in twenty +hours, while the time study shows that the same job +can be done in twelve hours?</p> + +<p>The reply is, First, that under ordinary day work +the waste of time on the job is so great that the job +would certainly take longer than twenty hours; +second, that by giving reward there is a decided +incentive for the worker to do the work in a shorter +time; third, that twelve hours is the shortest possible +time with a good average worker working +under the most favourable conditions, and this +happens so seldom that it may be considered accidental, +though it is necessary to observe these conditions +when making a time study in order to find +an absolute basis on which to pay reward; fourth, +for every hour saved on the job the overhead charges +are reduced proportionally, and this lowers the +works cost.</p> + +<p>If a job takes twenty-four hours under day work, +it is clear that, if the same job be done in nineteen +hours, some reward may be allowed, while if it be +done in fifteen hours an extra bonus may be given.</p> + +<p>The training in efficiency habits of work is also +very valuable, and means economy all round. A<span class="pagenum"><a name="Page_33" id="Page_33">33</a></span> +man not used to these habits may expend twice as +much energy and produce half as much work as an +efficient man.</p> + + +<h3>(<i>f</i>) <span class="smcap">Safeguards.</span></h3> + +<p>The time study is in itself an absolute safeguard +against cutting times. It is quite impossible for +a job to be done in less than a certain time by an +average worker after all the elements have been +studied and tested. So long as the elements do not +change, the times must hold good, and a new study +will confirm this if any doubt arises.</p> + +<p>So that if the workers are all taking high rewards +it is clear proof that they are of high efficiency.</p> + +<p>Suppose a firm cuts the time with the object of +getting more profit. One result is shown on p. 27. +Another result is that the good workers will leave, +because efficient men can always get good jobs elsewhere.</p> + +<p>As a matter of fact, however, rates are practically +never cut. It does not pay to cut rates, because if +efficient men leave, and only inefficient men are +left, the firm loses heavily, and their own time +studies together with the general efficiency of the +workers show how valuable their men are.</p> + +<p>This is why the time study is a decided safeguard +against cutting rates.</p> + +<p>One method of rate revision sometimes occurs. +When a job is found to be rated too highly from +some cause or other, and the worker is taking excessive +reward on that job, a change is made in the +conditions of the work and the job is restudied.<span class="pagenum"><a name="Page_34" id="Page_34">34</a></span> +Two reasons are given for this procedure: first, +that it is unfair to the other men for one man to be +taking exceptionally heavy reward, and, second, +under the new conditions the job is still on exactly +the same basis as all other jobs in the factory, and +standard efficiency with its proportionate reward +can be made just as easily as in other cases.</p> + +<p>There is another safeguard. The relation between +standard and reward times is so arranged that when +a worker reaches standard he gets at least 25 per +cent. of the job rate. This is an accepted principle, +and must be conceded always. It is an irreducible +minimum in connection with the Reward System.</p> + +<p>It may be said that, however much the principle +is accepted, it does not follow that the employer +will stick to it.</p> + +<p>But he must! If he does not do so, what is the +alternative? Either he gives less than 25 per cent. +reward or he gives none until the standard time is +reached. In the first case, if he gives less than +25 per cent., reward is not worth working for, and +the worker will not trouble about it, thereby rendering +the whole system useless. If the worker gets +no reward until standard time is reached, the effort +required by the men is so great in order to get +reward that it is not worth it, and the men do not +try for it.</p> + +<p>So that this principle must be accepted by the +employer whether he likes it or not, if the system is +to be a success.</p> + +<p>It is not to the interest of the employer to treat +the worker badly. Firms with brains and foresight<span class="pagenum"><a name="Page_35" id="Page_35">35</a></span> +enough to adopt time study methods are not going +to spoil the whole business by getting the workers +up against them. It is more to the firm's interest +than to the worker's to get a continuously high +efficiency; that is why time study and reward +methods were introduced by the employers, and not +by the workers.</p> + + +<h3>(<i>g</i>) <span class="smcap">Attention to Service Details.</span></h3> + +<p>It must be clearly understood that the Reward +System does not pretend to be by any means a +solution of all the difficulties between employer and +worker.</p> + +<p>Without mutual good-will no system will work +satisfactorily. What is claimed for the Reward +System is that it provides a basis upon which a +good understanding and a mutual interest in increased +production can be built up and maintained.</p> + +<p>The time study shows beyond argument the very +quickest time in which a job can be done by an +average man with the means at his disposal. If this +is followed up by a rational organisation, the Reward +System will be entirely successful. But if an employer +endeavours to foist the time study and +Reward System on an existing rule-of-thumb organisation, +it will undoubtedly fail, and will cause +deep suspicion in the mind of the worker as well as +being wholly unsatisfactory to the employer. It +will be looked upon as an endeavour to get more +out of the worker without an adequate return, and +this, as a matter of fact, is just what it will be.</p> + +<p><span class="pagenum"><a name="Page_36" id="Page_36">36</a></span></p> + +<p>One thing is certain: No employer will adopt the +Reward System unless he sees clearly that it is to +his direct financial benefit, and there is no reason +why he should. He, on his part, would be foolish +to take on an increased responsibility without adequate +return.</p> + +<p>It follows, therefore, that the system is part of +the rational organisation of production, and it +cannot be properly carried on without such organisation.</p> + +<p>Even when such a system is adopted, there are +ample opportunities for letting things slide and for +unfair conditions to creep in. This is why the +worker should understand the system, because then +only will he be able to assert his position and see that +conditions are fair.</p> + +<p>The following are some of the things to watch +out for:</p> + +<p>Time study must not be used for speeding up +day workers. There is a tendency to do this when +it is found that a job can be done in half the time, +but it must be remembered that conditions are +quite different and the incentive is lacking. The +remedy is to put all workers on reward as far as +possible, and to adopt a profit-sharing or other +scheme to stimulate day workers.</p> + +<p>Overstrain and fatigue must be carefully guarded +against. This means, as a rule, guarding the worker +against himself. He wishes to earn as much reward +as he can, but if he feels tired out at the end of the +day he is doing too much, and he will wonder why +his efficiency drops. One part of the system is to<span class="pagenum"><a name="Page_37" id="Page_37">37</a></span> +consider fatigue, and to make an allowance on the +base time to cover necessary rests during the day.</p> + +<p>Cutting the rates need hardly be mentioned, +because it is very bad policy on the part of the +employer, and always means loss of efficiency and +hence loss of profit.</p> + +<p>The question of keeping machinery in order and +bringing up supplies is one that the worker must +watch. It is no use trying to reach a standard +time when one gets let down by lack of attention +on the part of other people. It is true that a day +time allowance may be given, but this is not altogether +satisfactory. It means that reward cannot +be earned for the day time period, and, besides that, +there is a possibility of not receiving the allowance. +It is possible, also, that the superintendent may +refuse allowances, and so dissatisfaction results. +Day time allowances and allowances for exceptional +conditions (such as bad metal), which increase the +machine time, are open to abuse. If a worker reach +99ˇ5 per cent. efficiency or thereabouts, it is quite +possible that an unfair allowance of an hour, or +even half an hour, on the job will put him over +the 100 per cent. efficiency mark, and his reward +rate would be considerably increased. With regard +to bringing up supplies and attending to slight +machine breakdowns—broken belts, for instance—the +labourer or other person responsible should be +put on reward, his reward being in proportion to +the average reward of the workers he serves.</p> + +<p>The worker must see that proper allowances are +made for bad work which he is not responsible for.<span class="pagenum"><a name="Page_38" id="Page_38">38</a></span> +For instance, if he is on small parts on an automatic +machine, and the inspector throws out several +pieces as spoiled, it may be the fault of a bad adjustment +which the worker cannot help. It is the +worker's duty to stop his machine and draw attention +to the fault; but if it can only be found on close +inspection in the inspection room, and if it consists +of, say, a capstan becoming loose, it may be +impossible for the worker to detect the fault while +the work is in process, and it is no fault of his.</p> + +<p>The proper counting of the quantity of work +done is a point that must be insisted on. On large +work it is simple enough, but on small parts that +are counted by weighing it is easy to make serious +mistakes.</p> + +<p>Proper check must be kept on the gears used for +a particular job. On automatic machinery a change +of gear is frequently necessary, and if the change is +not properly recorded it may mean that cycle time—the +time of all the elements done by the machine +on that part—is quite wrong, and an efficiency +much too high or too low is the result.</p> + +<p>Reward is reckoned either on each job taken by +itself or on the net result of the week's work. The +former is better for the worker, but it is not always +fair to the employer, because there is a tendency +for the worker to take it easy on difficult jobs where +there is little chance of earning reward. With an +exact time study and close attention to instructions, +such cases, theoretically, should never occur; but +they do, because it is impossible to get every job +on exactly the same basis, and the worker after a<span class="pagenum"><a name="Page_39" id="Page_39">39</a></span> +little experience knows what jobs are easy and what +are difficult. In some shops the experiment of +deducting inefficiency from efficiency has been +tried. That is, suppose a worker was 10 per cent. +below reward efficiency one week, then that 10 per +cent. has been deducted from his efficiency the +following week before reward has been allowed. +Result: Disaster! The fairest way is to take the +balance of efficiency on the week's work, and if a +particular job is a bad one from the worker's point +of view, he can always draw attention to it.</p> + +<p>Another important matter is that of determining +the class of work which is to go to the worker. +Automatic work will go to comparatively unskilled +workers, but the dividing line between classes of +work is sometimes a very fine one. Skilled handwork +must be given to the skilled worker, of course; +but it is impossible to lay down any rules in this +connection, and the worker must keep his eyes open, +and either draw attention to doubtful cases or consult +his trade-union.</p> + +<p>The greatest difficulty is in fixing the allowance +on the base time in order to obtain standard time. +It is easy to fix it so that the worker cannot reach +standard time, and that means a loss of efficiency +and of reward. This is essentially a point for +trade-union interference, and it is here that the +supreme value of the time study is best appreciated.</p> + +<p>Most of the foregoing items are in connection +with the practical working of the system, and it is +to the interests of both employer and worker that<span class="pagenum"><a name="Page_40" id="Page_40">40</a></span> +all such interferences with production should be +prevented.</p> + +<p>Each trade will have its special loopholes where +miscalculations can creep in, and the worker must +watch for these and have them corrected immediately +they are discovered.</p> + + +<h3>(<i>h</i>) <span class="smcap">Loss of Skill due to the Reward System</span></h3> + +<p>It is sometimes stated that under time study +methods a man cannot attain the same skill as a +day work man, and that he loses what skill he had +if he becomes a "team" worker.</p> + +<p>Let us consider this contention.</p> + +<p>Suppose a man leaves a "reward" shop and goes +to work in a day work shop; is he any less efficient +under day work because of his training under the +Reward System?</p> + +<p>Now, in the first place, he has been trained and +used to care and diligence, to working to definite +instructions. Is that any disadvantage to him? +It is clear that such an experience is a distinct +advantage. But has he the same knowledge and +adaptability and initiative as the older-fashioned +worker? Can he tackle a difficult job with the +same chance of success?</p> + +<p>Well, what difficulties has he to face? It does +not follow that because he has been working to +instructions he remains in ignorance of the essential +factors of his trade. On the contrary, instructions +scientifically worked out give him far more knowledge +than if he is compelled to work them out for<span class="pagenum"><a name="Page_41" id="Page_41">41</a></span> +himself. The men who work out these instructions +are highly paid men who have all the advantages +of a shop training and a scientific engineering education +combined, and this is an expensive and +arduous business. If a man prove a failure, one +may be sure he will not be allowed to continue +planning out such instructions as we are discussing.</p> + +<p>Therefore one must assume that the men who +make out the instructions have studied every element +of the case. The brains of these men are in +the methods and instructions used by the workman, +and if the latter is worth his salt he will soon know +far more than the old rule-of-thumb man.</p> + +<p>If the worker is a man of ordinary common sense, +he cannot help but take notice of the ways in which +jobs are done; of the best and most satisfactory +tools, both shape and material; of proper speeds and +proper depths of cut for roughing and finishing; and +many other details that are constantly before him.</p> + +<p>"But this system converts the workman into a +mere machine, and already his work is too dull and +mechanical!" That has been said, but not by anyone +who understands the system or who has had +direct experience of it.</p> + +<p>That work under <em>present</em> conditions is often dull +and mechanical is only too true. One of the reasons +why this Reward System is so attractive to the worker +is because it removes these conditions. When a +man knows he is being paid for efficiency, the work +immediately ceases to be dull; as soon as a man is +interested in producing as much work as he can, +that work immediately ceases to be mechanical.<span class="pagenum"><a name="Page_42" id="Page_42">42</a></span> +Some jobs will always be mechanical and dull, and +the only thing to do in such cases is to change the +worker at frequent periods.</p> + +<p>The conditions under which the Reward System +is run must be agreeable, because it means a loss +of efficiency if they are not; and when a man is +working under agreeable conditions, when he knows +he gets a reward for his efficiency, when he knows +that rates cannot be cut, when he knows he is doing +no injury to his fellow-workers by earning big +rewards, he is happier at his work, he takes greater +interest in it, he comes to it with a certain degree +of pleasure, and he leaves it with far less fatigue +and with greater contentment than under any other +system.</p> + +<p>One can say with certainty that a man who is a +good workman under any other system will be a +better workman under the Reward System. A bad +workman will be bad under any system, but such a +one can "find himself" much more certainly under +the Reward System than under any other. In many +cases, too, a very moderate workman will find some +one particular job where he can do good work and +earn good money. He will want to stay on that +job, of course, and if he keeps up his efficiency the +employer will agree that he shall stay on it.</p> + +<p>There is one remarkable thing that no other +method of wage payment shares—namely, it is to +the direct and immediate benefit of both worker +and employer that the greatest efficiency be obtained.</p> + + +<hr class="chap" /> + +<p><span class="pagenum"><a name="Page_43" id="Page_43">43</a></span></p> +<h2><small>CHAPTER III</small><br/> +WAGES AND PROGRESS +</h2> + + +<h3>(<i>a</i>) <span class="smcap">Antagonism between Employer and Worker.</span></h3> + +<p class="leadingpara"><span class="smcap">Let</span> us try to see straight on this point.</p> + +<p>First as to the relations between them. The +employer wants to get as much profit as he can, and, +as wages are usually a large and a plastic item in his +expenditure, he always tries to cut down that item +either by lowering wages or by getting more work +produced for the same wages. "Low labour cost" +is the continual cry of the employer.</p> + +<p>Next, the average worker wants as much wages +as he can get for as little work as possible. He thinks +that the less work he does the more there is for +somebody else, and it suits his nature to go easy. +"High wages and short hours" is the cry of the +worker.</p> + +<p>Is there anything to choose between them? +Only the fact that, as the employer's profits are so +high and the worker's wages are so low, there ought +to be a better distribution of the wealth produced. +Morally there is nothing to choose between them, +because each is trying to rob the other. They +cannot help it. Neither is to blame altogether; it +is the fault of the present industrial conditions.<span class="pagenum"><a name="Page_44" id="Page_44">44</a></span> +Under these conditions the employer cannot give +to the worker a fair share of the wealth produced.</p> + +<p>To have a factory it is necessary to have capital. +That capital has been obtained from the surplus +wealth produced by the worker. The worker cannot +work without the capital necessary to provide the +tools to work with and the material on which to +work. Interest must be paid on capital in order +that the employer may live, and in order to accumulate +more capital, because there are more workers +coming into being every year, and they will want +work and there must be capital to provide the means +necessary for that work.</p> + +<p>And so the vicious circle goes on. It is not the +fault of the employer; it is not the fault of the +worker. It is, I repeat, the fault of the system.</p> + +<p>Take any worker from his work and place him +in charge of a factory with a large capital, and ask +him to run the business in competition with other +businesses; he would soon find how keen a man must +be in order to keep the business going successfully. +Suppose the profits fell off, what would our worker-employer +do? Cut down wages, of course!</p> + +<p>There is no getting away from it, and we must +look the conditions squarely in the face and blame +neither employer nor worker overmuch.</p> + +<p>Now, here is where the Reward System scores. +The employer gets "low labour costs"; the worker +gets "high wages and shorter hours," with good +conditions and greater comfort added.</p> + +<p>I am quite convinced that there will be less antagonism +between them under the Reward System<span class="pagenum"><a name="Page_45" id="Page_45">45</a></span> +than under any other. It keeps both up to the +mark, and it means a mutual dependence on each +other and a mutual interest in high and efficient +production. An employer who pays wages under +the Reward System soon finds that he has adjusted +his whole establishment and sales policy on this basis. +If he goes back to day work or piece work, the +labour costs go up instantly. So he must stick to +the system: it pays him to stick to it. Yet he dare +not make things too harsh for the worker; if he +tries to do so, down comes efficiency. And the +essential items that make for efficiency are reasonable +hours, pleasant conditions of labour, and a +reward in proportion to that efficiency.</p> + + +<h3>(<i>b</i>) <span class="smcap">Trade-Unions and the Reward System.</span></h3> + +<p>The trade-unions must be properly organised to +meet the new conditions.</p> + +<p>The trained engineers of the unions should be +thoroughly up to date in their knowledge of all the +branches of the trade. In connection with engineering +workshops, they should be acquainted with the +latest practice in all kinds of machines and tools, +tool steels, methods of cutting, and everything else +bearing on the working of metals.</p> + +<p>Such a trained engineer is worth a good deal to +the union, and he should be paid highly. The +saving to the union cannot be adequately calculated. +In many cases an exhaustive inquiry into +conditions of work would often prevent an expensive +strike or would smooth out difficulties that<span class="pagenum"><a name="Page_46" id="Page_46">46</a></span> +tended towards a strike. Such a man should be +paid anything from Ł500 to Ł1,000 a year. This +sounds a lot, but it is absolutely essential for the +unions to be in a position to let the employer see +that they know as much about the business as he +does—perhaps a bit more—and they cannot get +the sort of man they need for less.</p> + +<p>The trade-union must also see that time studies are +properly made. This will be no part of the union's +duty until disputes arise. If there is a general complaint +from any shop that time studies are unsatisfactory, +the trade-union engineer should be sent to +the factory to study one or two representative jobs.</p> + +<p>He will do this side by side with the employer's +engineer, and he must allow the firm to choose the +worker (who would, of course, be a union man), so +that there can be no complaint of unfairness and +no accusation can be made that the union desires +to impose conditions on the employer.</p> + +<p>A comparison between the times thus obtained +and the firm's standard times will show at once +whether the complaint is well founded.</p> + +<p>The allowances on the fastest time in order to +obtain standard time is a matter more open to +arrangement. It is, in fact, one of the most vital +matters in connection with the time study system, +and one where the most unfairness will take place. +But an approximate check may be obtained because +the handling times of each element of the job can be +totalled and the cutting times totalled, and <ins title="Transcriber's Note: original reads 'accordng'">according</ins> +to the circumstances of the case the allowances +can be arranged.</p> + +<p><span class="pagenum"><a name="Page_47" id="Page_47">47</a></span></p> + +<p>The relation between reward and standard times +is a simple matter. It is only necessary to see that +reward when standard efficiency is reached is at +least 25 per cent. of the day wage. That is to say, +if wages are 20s., the reward when the work reaches +standard efficiency should be 5s.; if wages are 30s., +reward should be 7s. 6d.; if wages are 40s., it +should be 10s.</p> + + +<h3>(<i>c</i>) <span class="smcap">Scientific Management and the Reward +System.</span></h3> + +<p>This Reward System, when based on time study, +is a part of what is called "scientific management," +and cannot be carried on without proper departments +for standardising products and methods of +production, planning and routing the work, attending +to tool repair and replacement, examining and +maintaining machine tools and driving gear, keeping +stores and stocks, inspecting the product, costing +production accurately, preventing waste, keeping +the sales and publicity department up to a high +standard, and watching every phase of the work so +as to keep everything up to a high pitch of efficiency. +All this does not directly concern the worker. His +chief interest lies in whether his conditions of work +are improved, whether he suffers less fatigue, +whether he gets more wages, whether he does his +fellow-worker no injury in earning high rewards +If he is satisfied on these points, then all the rest +does not concern him.</p> + +<p>Now, scientific management is not some fanciful<span class="pagenum"><a name="Page_48" id="Page_48">48</a></span> +suggestion that the worker may accept if it pleases +him, and refuse if it doesn't. It is here already, and +the war will cause an enormous increase in the +number of firms adopting it. And where scientific +management is introduced, efficiency in production +follows—that is what it is for. The point is, is the +worker going to accept it and its consequences, +understanding it, seizing its good points, rejoicing +in increased efficiency, increased wages, and increased +opportunities of a satisfactory life which +these things provide, or is he going to resent it and +try to fight it as his fathers fought against the +introduction of machinery?</p> + +<p>If he chooses the latter course, it means bitter +antagonism, suspicion, Labour troubles, instability +of employment, low wages, loss of earnings, and the +whole of the intellectual forces of the country will +be against him, because the conditions after the war +will demand industrial peace if we are to maintain +the commercial position we had before the war. +And in the end it will only mean a sullen acceptance +of defeat.</p> + +<p>Would it not be better for the worker to get a +clear understanding of the system, welcome it for +its advantages, and reserve all his strength and +power to adjust and preserve the bases upon which +the payment of labour depends in the various +trades of the country?</p> + +<p>It is quite true that the worker will work harder +and will produce considerably more; it is equally +true that prices will be reduced in consequence, +and therefore more men will be required to make<span class="pagenum"><a name="Page_49" id="Page_49">49</a></span> +more articles for the increased demand that is bound +to follow the reduction in price. In the long run, +the system will mean employing more men than +would be employed under present methods, and +they will be men of high efficiency, and on the +average of a better class, such men as will greatly +increase our national assets, and such as will maintain +our reputation in the markets of the world for +the excellence and durability of our manufactures.</p> + +<p>In the clash of interests that will prevail for a +time when the war is over, the worker will have to +decide whether to be the controller of his own +destinies or whether to become servile. Much +depends on the attitude of the skilled worker +towards the capitalist. The burden of debt left by +the war <em>must</em> be shouldered, and both interest and +repayment of loans must come from somewhere. +Unless the worker is to be ground to the dust, he +must assert himself; but he will be utterly ignored +if a selfish and stubborn attitude be adopted, and +he will be driven by stress of the nation's adversity +to accept what is offered to him by the more far-seeing +and powerful members of the State. This +means losing all the freedom that he fought for in +the great war, and it will put back the worker's +progress for an indefinite number of years.</p> + +<p>Let him follow up the great sacrifices he has made +during the war by an intelligent understanding of +the altered conditions, and the worker will take an +honoured place in the affairs of the State and share +its responsibilities and its benefits. If he is to take +that place—and no man has a better right to it—<span class="pagenum"><a name="Page_50" id="Page_50">50</a></span>if +he is to have a voice in the councils of the nation +that will compel attention and respect, will it come +by antagonism to progress and indifference to the +general welfare, or by organisation and efficiency?</p> + +<p>The reply is obvious.</p> + +<p>The organisation is the duty of the trade-unions, +and the Reward System is a method of providing the +efficiency. These will compel the worker to take +a greater interest in his surroundings and in the +way he is governed. He will resent inefficiency in +civic and national matters when he realises how he +suffers from its consequences and what perils it +brings upon him.</p> + +<p>And it must always be remembered that the +worker will owe nothing to the employer in attaining +this position; there will be no paternalism or +"giving shares for nothing" about it. It will be +clean, honest hard work and endeavour, and the +employer will not only be giving nothing away, but +will actually profit by it.</p> + +<p>And while each benefits by the efficiency of the +other, the State will benefit by both.</p> + + +<h3>(<i>d</i>) <span class="smcap">The Future of Labour.</span></h3> + +<p>How will this time study and Reward System +affect the position of the worker?</p> + +<p>This is a very serious problem.</p> + +<p>It is evident that a transmutation of labour is +taking place and will proceed more rapidly after +the war.</p> + +<p>Workers on the whole are becoming less skilled<span class="pagenum"><a name="Page_51" id="Page_51">51</a></span> +as craftsmen, and machine attendants are taking +the place of hand-skilled men.</p> + +<p>it is quite impossible to stop this change. But +what cannot be avoided may possibly be controlled, +and the trade-unions should endeavour to +direct these economic changes rather than to obstruct +what is inevitable.</p> + +<p>Handicrafts can never wholly cease to exist, but +the skilled fitter, and more especially the skilled +turner, finds machinery and methods of using +machinery encroaching more and more on his particular +domain.</p> + +<p>An unskilled man is given three or four weeks' +tuition, and then, if he shows sufficient intelligence, +he is put on a machine with an instruction card. +The setter-up sets up the machine and gives advice +and surveillance, and the man is henceforth a +tradesman, getting full wages for that class of work.</p> + +<p>The systemisation of production thus means a +great increase in the average skill of the workers as +a whole. There are about 4,000,000 skilled workers +who are members of trade-unions at the present +time, and this number will be greatly increased if +the machine attendants of the near future are +absorbed by the unions. If the trade-unions are +to control the organisation of Labour, this new +class of semi-skilled workers must be absorbed +either in one of the older unions, such as the A.S.E., +or else a new union must be formed for its accommodation. +The former would be by far the better +arrangement.</p> + +<p>At any rate, it will be fatal to allow this growing<span class="pagenum"><a name="Page_52" id="Page_52">52</a></span> +class to be at the mercy of the employers. Such a +state of affairs will mean not only the exploitation +of the new class, but the destruction of the old, +because the more intelligent men of the new class +will be selected and trained to take the place of +trade-union men. This is a natural process, and is +not aimed at the destruction of the unions.</p> + +<p>The general result will be to transfer craftsmanship +from the craftsman to the standards book. +Then the instruction card will be made out from +the standards book and handed to the machine +attendant, who will work to it, and will earn something +in excess of his weekly wages according to +his diligence and care in working to the instructions.</p> + +<p>A new profession will result—indeed, has already +resulted—one that will employ many intelligent +people: I refer to the profession of the rational +industry organiser.</p> + +<p>It will mean, further, a great increase in the +clerical staffs of firms who adopt these systems.</p> + +<p>Yet, again, it means a new trade, the trade of +inspector, a trade especially suitable for women on +account of the lightness of the work and the delicate +handling of the gauges.</p> + +<p>And, above all else, it means a great increase of +production per man, with a consequent lowering of +prices. Now, a lowering of prices always means a +greater demand, which in its turn means more +workers. Speaking generally, any article made in +very large quantities is sold to a great number of +people, which means that it is sold largely to the<span class="pagenum"><a name="Page_53" id="Page_53">53</a></span> +working class. Therefore the reduction in price of +an article tends to be to the advantage of the +workers—it would be more correct to say the +better-paid workers.</p> + +<p>But now we come to the vital point in connection +with all industry and industrial systems—namely, +the ultimate advantage or disadvantage to the +workers as a class.</p> + +<p>The employer will, of course, endeavour to reduce +wages, because the semi-skilled labourer need not +be paid so highly as the fully skilled craftsman.</p> + +<p>It is impossible to say what the trade-unions will +do—whether they will accept the situation and +adopt sliding scales of wages for different classes of +labour, or whether they will insist on the same wages +being paid to all union members.</p> + +<p>Of course, semi-skilled labour would be engaged +almost always on repetition work—work, that is, +which lends itself excellently to the Reward System. +This system means, as I have shown, an addition +to the day rate of wages, and therefore the unions +might arrange for a lower wage to be paid to semi-skilled +workers, and rely on individual efficiency to +bring wages approximately up to the union rate.</p> + +<p>In such a case it would be necessary for the +unions to see that at "standard efficiency" the +wages received were at least equal to the day rate +for skilled men, and that the tasks were set in such +a manner that this efficiency could be reached +without excessive strain.</p> + +<p>Skilled men would get the ordinary union rate, +and if put on reward their individual efficiency<span class="pagenum"><a name="Page_54" id="Page_54">54</a></span> +would bring the earnings to considerably more than +the highest earnings of semi-skilled workers.</p> + +<p>This arrangement should be a satisfactory compromise +between the employer and the worker, but +it can only be brought about by the Reward System, +or some similar method, and under trade-union +control.</p> + +<p>Unless such a compromise is attempted, industry +will soon be in a state of economic warfare, and the +division of the workers into skilled and semi-skilled +camps will be disastrous. If the trade-unions lose +control over labour-not only skilled, but semi-skilled +labour also—the natural tendency will be +for the employers to coerce and intimidate the +workers into accepting lower and still lower wages. +Our tremendous war indebtedness will provide the +excuse, and a "free labour market" will contribute +to the success of this reduction.</p> + +<p>There is a certain level of necessity to which +wages always tend. If wages are high, they tend +to be reduced; if they are low, they tend to increase. +The tendency to reduction is due to the endeavour +of the employer to lower costs, and the acceptance, +under pressure, of a lower wage by the worker so +long as the wage does not fall below the limit of +absolute necessity. The tendency to increase is +due to the discontent of the worker when wages are +below the necessity level, this leading to strikes, +slacking, and inefficiency, which compel the employer +to raise wages in order to avoid excessive loss. I +am speaking here of skilled labour, where there is +always more or less of a demand for workers. In<span class="pagenum"><a name="Page_55" id="Page_55">55</a></span> +the case of unskilled labour, where the supply is +always considerably in excess of the demand, wages +are always below the necessity level.</p> + +<p>There is a constant "regression towards mediocrity," +to use Galton's phrase—in other words, a +constant tendency towards the average. It is +because this average at present is an average of +<em>necessity</em> instead of an average of <em>reasonable comfort</em> +that Labour troubles recur so frequently; the +slightest variation in the price of necessary articles +immediately affects the purchasing power of wages.</p> + +<p>It is evident to all <ins title="Transcriber's Note: original reads 'unbiassed'">unbiased</ins> persons that no one +can be efficient without a certain minimum income +based on comfort; a minimum based on necessity +means inefficiency, because no worker can be really +efficient when haunted by the constant fear of debt +and misery and starvation. And it is also evident +that this minimum of comfort cannot be based on +the money a man receives as wages, but on what +he needs. What constitutes need is open to argument, +but there are certain items of necessity which +are beyond dispute.</p> + +<p>No matter where a person lives, he needs a good +roof over his head, food to eat, clothes to wear, +fuel, household necessities, and a surplus for emergencies. +The cost of living differs in various parts +of the United Kingdom, and therefore there should +be a scale of wages for each district, based on the +purchasing power of wages in that district. This +is recognised by the trade-unions, and in consequence +union wages are higher in London than in +provincial towns.</p> + +<p><span class="pagenum"><a name="Page_56" id="Page_56">56</a></span></p> + +<p>In each district the amount of wages should be +based on the price of perishable articles—food, fuel, +household necessities—in that district.<a name="FNanchor_1_1" id="FNanchor_1_1"></a><a href="#Footnote_1_1" class="fnanchor">1</a> It is an +easy matter to record the prices of these necessities: +and if an annual revision of wages be made, +the employer cannot complain about excessive increases, +because between one year and another +prices do not vary sufficiently to cause any great +difference, and all manufacturers would be affected +the same way.</p> + +<p>Fixed items, such as rent, should be revised every +five years or so.</p> + +<p>Such an arrangement would mean basing wages +on what may be termed "reasonable comfort" +instead of on necessity. This alteration of the +basis of wage calculation, together with the payment +of a reward for efficiency, would have a remarkable +effect in lessening the difficulties between Capital +and Labour, and would make for a permanent and +progressive industrial peace.</p> + + +<h3>(<i>e</i>) <span class="smcap">The Actual and the Ideal.</span></h3> + +<p>Whenever scientific management is criticised, +there seems to be a tendency to avoid a comparison +between the conditions of work under scientific +management and other <em>existing</em> conditions. The +comparison generally drawn is between scientific +<span class="pagenum"><a name="Page_57" id="Page_57">57</a></span> +management and some non-existent, more or less +ideal, condition imagined by the critic.</p> + +<p>But we have to deal with immediate practical +problems; with prevailing conditions; with a non-producing +investing society which is constantly +seeking profits; with masters who are in open or +veiled antagonism to the workers; with workers +who have no chance of obtaining a real education, +and whose minds are so confused by the contradictory +statements made in the Press—their only +means of becoming acquainted with the broader +aspects of citizenship—that they can rarely exercise +a balanced judgment on any subject. Any +scheme of work and wages must take into account +these things as well as the present-day desires and +ambitions of the average worker, if it is to be of +any real use or if it is to assist the worker, consciously +or unconsciously, towards the attainment +of what are considered better things.</p> + +<p>The worker cares more for money than for anything +else. In this he is singularly like most other +people. The ćsthetic nature of his surroundings +when at work make little appeal to him, and no +appeal at all if two or three shillings a week are in +the balance against it. He does not know how his +health improves and his efficiency increases when +he is in pleasant surroundings, and he will have no +hesitation in leaving a pleasant factory for a dismal +one if he receives a slight increase in wages by +doing so.</p> + +<p>Certain employers—Rowntree, Cadbury, Lever, +for instance—after becoming wealthy, try to im<span class="pagenum"><a name="Page_58" id="Page_58">58</a></span>prove +the condition of their workers. Increased +efficiency is not their aim so much as making the +lives of their workers pleasant and happy. But it +is impossible for all firms to be wealthy, and there +are few even among the wealthy who care how +their workers live; hence the multitude of repellent +workshops up and down the land.</p> + +<p>Scientific management, however, starts in at the +beginning with pleasant conditions because it pays +to have them. It is frankly utilitarian, and if +slavery in a dark house resulted in greater efficiency, +then that method would be adopted. But since it +<em>does</em> mean healthier and happier conditions, and +more wages and greater opportunities for a fuller +life, why cling to worse conditions while dreaming +of some vague future state which is utterly outside +present practical possibilities?</p> + +<p>That Capital is necessary is evident to everyone. +Whether the capitalist is necessary is open to argument, +but we must accept him for the present +whether we like it or not. And, accepting him, we +must acknowledge that he has certain rights and +privileges—rights and privileges which so many of +us are seeking for ourselves; for instance, the right +to control his capital, to increase it by any legitimate +means, to dispose of it in any way he chooses.</p> + +<p>One of the ways of increasing capital is by lowering +the cost of production and thereby gaining a +wider market. Better organisation and the introduction +of automatic machinery enable the capitalist +to do this. He risks his capital in the hope +of greater returns, and no one can deny him the<span class="pagenum"><a name="Page_59" id="Page_59">59</a></span> +right to better his organisation, to use his brains +and energy and wealth to attain this end.</p> + +<p>One of the most striking and successful methods +of organisation is this of scientific management, of +which the Reward System is a part. To oppose the +system, to oppose the <ins title="Transcriber's Note: original reads 'introdution'">introduction</ins> of machinery, is +not to make things better. If one could say we +will not have efficient management, we will not have +automatic machinery, the case would be different; +but this system and this machinery were being +introduced before the war, and the installation of +automatic machinery has been increased enormously +since the war began. This class of machinery has +come to stay, and, now that the urgency of war work +has forced engineers to realise their possibilities, they +are looking forward to the application of automatic +machines to thousands of jobs that were previously +done on general machines.</p> + +<p>Now, automatic machinery is the same under any +system of management or wage payment. The +same amount of manual skill is required, and the +same amount of mental application. But whereas +day work means constant close supervision by the +foreman, and piece work means mutual dishonesty, +the Reward System means a keen interest in both +the quality and quantity of the work produced.</p> + +<p>Under what system can work on automatic +machines be made pleasant? The usual reply of +the idealist is to draw a comparison between handicrafts +and automatic machinery, dwelling on the +skill and interest and beauty of the one and the +deadening monotony of the other. But when a<span class="pagenum"><a name="Page_60" id="Page_60">60</a></span> +man is compelled to take up a handicraft for the +sake of a living—and this always <em>was</em> the case—there +is not so much difference between being compelled +to work on an automatic machine and being +compelled, for example, to throw a shuttle through +the frame of a hand loom, which is but a man-driven +machine, after all. And, to be fair, the comparison +should be completed, and the comparative luxury +enjoyed by present workers set against the bare, +cheerless existence of the artisan of the Middle Ages.</p> + +<p>It is assumed that the craftsman of those days +had a tremendous pride in his work, but it is to be +doubted whether he was really so proud all the time +of the work whereby he earned a miserable pittance. +How many of those workers would gladly have +given up their beloved crafts and tended automatic +machinery if they could have obtained the conditions +of the present day by doing so!</p> + +<p>The conditions obtaining in the Ford motor +factories at present show what influences and +governs the actions of the worker. Mr. Henry Ford +put into practice a bonus scheme which included +all workers who had certain qualifications. For +some time after this became known the Ford Company +received over one thousand letters a day from +workers desiring employment. The conditions of +the work did not weigh with them at all, but, Mr. +Ford being what he is, the conditions were, of +course, excellent. This gave the Ford Company +the pick of the workers of the United States. As +far as can be ascertained, there is great satisfaction +among the Ford workers, and it is considered a<span class="pagenum"><a name="Page_61" id="Page_61">61</a></span> +privilege to get a situation with the Ford Company. +Now, an essential feature of the work in this firm +is team work. The work is split up into small +elements arranged so that, as the work is passed +from one worker to another, the least time is taken +on each element. Repetition work is the order of +the day, and even the man whose work for over +three years was to give two turns to No. 16 nut did +not leave because the work was too monotonous.</p> + +<p>The fact remains that, as a rule, workers do not +object to monotony so long as they are well paid +for the work, and there does not appear to be any +increase of idiocy in the Ford shops owing to the +dulness and once-and-for-ever nature of the work.</p> + +<p>To produce work by handicraft means a life of +unremitting toil for the craftsman, and even then +the cost of the finished article is so great, if the +worker is to get but a very moderate return, that +only the wealthy could buy it. This postulates a +wealthy class which is diametrically opposed to the +principles of the idealist.</p> + +<p>The craftsman would have neither leisure nor +opportunity for the study and appreciation of finer +things, and in the end it means poverty, and poverty +means ignorance and misery.<a name="FNanchor_2_2" id="FNanchor_2_2"></a><a href="#Footnote_2_2" class="fnanchor">2</a></p> + +<p><span class="pagenum"><a name="Page_62" id="Page_62">62</a></span></p> + +<p>We must accept the fact that wealth is the product +of machinery or of some worse form of slavery, and, +for my part, I prefer it to be produced by machinery.</p> + +<p>Besides all this, machinery is here, and to do +without it is absolutely impossible—as impossible +as it is for a highly developed organism to revert to +its primitive state.</p> + +<p>Where shall we draw the line and say, We will +have no more machinery than we have at present? +We cannot do so; it is manifestly impossible. Where, +then, shall we draw the line and say, This work must +be done by hand and not by machine; this work +must be done on a general machine and not on an +automatic; this work must be done by a single man +and not by a team of men; this work must be done +under this or that old-fashioned system and not +under a well-organised system? These lines can +never be drawn. Progress, by its very nature, will +crush whatever opposes it, even though it has no +intention of doing so. And it is not desirable to +oppose progress if we desire to live and develop. +As automatic machinery is the extreme end of one +line of progress, so it is undesirable to sweep it +away, even if it were possible.</p> + +<p> +Now, automatic machinery means cheap production, +<span class="pagenum"><a name="Page_63" id="Page_63">63</a></span> +and this means more wealth. More wealth +ought to mean more leisure for everybody. In +order to make the best use of leisure, better education, +real education, is needed—education in reasoning, +in science, in civics, in art, in economics, in +freedom. +</p> + +<p>The trade-unions are not educational; it is no +part of their programme. The workers depend on +their opponents for their education. Instead of +curtailing wealth, the trade-unions should endeavour +to control the production and distribution of it, +to divert it so that it will benefit the workers, in +order that both leisure and education may be +theirs.</p> + +<p>Under any conceivable system, the man who has +the energy and initiative of the man who at present +becomes a capitalist would always be a more important +and better paid or better rewarded man +than the worker. But he would be a leader and +not a driver, and whatever he possessed would be +looked upon by those who worked under him as a +natural and righteous return for his ability. I +merely mention this because trade-union control is +no menace to the progress and success of the man +of ability.</p> + +<p>Finally, let me say that, if we must have cheap +production, if we must have better organisation and +make more and more use of machinery, if we must +increase each man's output in order to meet the +financial necessities of the immediate future, what +method shall we adopt? Is it to be day work or +piece work? Is it to be co-partnership or profit<span class="pagenum"><a name="Page_64" id="Page_64">64</a></span> +sharing that tend to rob a man of his liberty and +turn him into a miniature capitalist? Or is it by +such a method as this Reward System, whereby a +man retains his full liberty, where his work is made +more interesting, where he does no harm to his +fellow-workers by earning high wages, where his +trade-union is his stand-by?</p> + +<p>These are the ways, the practical available ways, +that confront the worker. It is easy to imagine +pleasanter ways, but the devil drives and we have +to decide now. The trade-unions would be wise to +give close attention to the Reward System and that +greater organisation of which it is a part. With +trade-union support it will become one of the most +satisfactory solutions of the differences between +worker and employer; without trade-union support +no system will be satisfactory.</p> + +<p>It is not efficiency for efficiency's sake that is the +issue. Efficiency is only a means to an end, to the +end that the worker eventually may be in a position +to exercise some control over the making and distribution +of wealth. Present conditions drive him +farther and farther from that end, and only education, +better conditions of living, a certain amount +of leisure, and a desire to undertake responsibility, +will enable him to achieve it. Following on that +will come the realisation of what efficiency would +mean applied to the general production and distribution +of commodities, to education, to the affairs +of State, and with that comes the desire to control, +and after that, again—well, perhaps Idealist will +begin to see daylight!</p> + +<p><span class="pagenum"><a name="Page_65" id="Page_65">65</a></span></p> + +<p>These notes are not concerned with the essential +rightness or otherwise of this or any other system +of wage payment, or of the wages system itself, or +of the Capitalist System. These are matters altogether +outside the subject. These notes are only +written because the writer considers the Reward +System, when properly carried out, to be the best +of several existing methods of payment for work +done; and as this particular method will be adopted +more and more, and as it undoubtedly leads to +greater production and is to the direct and immediate +advantage of the worker, those concerned with +the welfare of the worker ought to consider the +system in all its bearings, and not hurriedly condemn +it because it is new, because it is American, and +because it increases the productivity of the worker. +If there is any practical scheme that can be immediately +adopted and will appeal as strongly to both +worker and employer, by all means let us have it +and abolish existing methods of wage payment +altogether.</p> + +<p><span class="pagenum"><a name="Page_66" id="Page_66">66</a></span></p> + +<hr class="chap" /> + +<p><span class="pagenum"><a name="Page_67" id="Page_67">67</a></span></p> + +<h2><small>PART II</small><br/> +AN APPLICATION OF THE<br/> +PRINCIPLES TO A PARTICULAR<br/> +CASE +</h2> +<h2 class="no-break"><small>CHAPTER IV</small><br/> +WORK AND REWARD +</h2> + + +<p class="leadingpara"><span class="smcap">The</span> following is a description of one particular +method of the time study and reward payment +following out the principles described in Part I. +This particular case is one which has been introduced +into two engineering factories in England.</p> + +<p>It must be understood that the methods described +are not necessarily those which apply in all factories. +Only the basic principles have been described +in Part I., and only one particular method +of application is described in Part II. Almost +every shop will have its special details, its individuality, +and different trades will differ widely in +the carrying out of the principles. Manufacturing +machinery, laying bricks, sewing shirts, shaving, +etc., cannot all be brought under one exact scheme. +But all must have time study and reward payment +in proportion to efficiency as a foundation on which +to build a superstructure of sound economical business +management with satisfactory labour conditions.</p> + +<p><span class="pagenum"><a name="Page_68" id="Page_68">68</a></span></p> + +<p>There will be an occasional repetition of points +dwelt upon in Part I., but this is in order that the +detailed description will be complete in itself.</p> + + +<h3>(<i>a</i>) <span class="smcap">Routing the Work.</span></h3> + +<p>When an order is received for a certain quantity +of any article, the first thing to do is to make a +drawing of the article, and, following on that, all +the operations to be done on it are studied in the +drawing office.</p> + +<p>The kind of metal is decided on; which operation +must be done first and which next; which machine +each operation must be done on; how many operations +can be done on one machine and with one +setting up of the article; which tools to use; how +fast the machines must run; what speed and depth +of cut is best; what cutting compound to use, etc.</p> + +<p>Then a time study is made of the job as it goes +through the various operations on each machine.</p> + +<p>It depends on the nature of the work how this +study is made. On automatic machines the output +depends largely on the speeds of the machines and +the moving of the turret, and these can be calculated +from the countershaft speeds, the gears, and +the cams. On other work, however, where each +job has to be set up and taken down, and where +tools have to be brought into position by hand, it +is necessary to watch all the processes and movements +carefully, so as to discover the best and +quickest way of doing it.</p> + +<p>On hand work it is the same, but there is more<span class="pagenum"><a name="Page_69" id="Page_69">69</a></span> +scope for motion study—that is, moving the job and +working on it with the least number of movements.</p> + +<p>A good average worker is chosen, and is paid time +and a quarter during the study.</p> + +<p>After the job has been done a few times in order +that the worker may become familiar with it, to +see that the tools and speeds are satisfactory, and +to cut out useless motions, the time study is made, +every detail being observed carefully.</p> + +<p>The reason for separating the job into its details +or elements is in order to see that each detail receives +careful attention, for only in this way can the best +method of doing the job be found. The essence of +the system is that the best methods shall be found +for all the details, and the record thus obtained puts +all the workers on the same basis.</p> + +<p>It must be particularly noted that the time study +is not for the purpose of driving the worker. The +study of the job is really a process study, and method +after method is tried until the best way of doing the +work has been determined. Then, and then only, +the time is taken—not for purpose of driving to +get a shorter time, but to record the actual time +in which the work has been done under certain +special conditions. The process study, together +with the time recording, form what is called the +"time study," which is a permanent record of all +the circumstances under which the job has been +done, <em>including</em> the time taken, so that when the +job has to be repeated all the conditions are known +accurately and immediately. This should be borne +in mind both by the worker and the employer.</p> + +<p><span class="pagenum"><a name="Page_70" id="Page_70">70</a></span></p> + + +<h3>(<i>b</i>) <span class="smcap">The Time Study.</span></h3> + +<p>A time study sheet is filled in with the general +information connected with the job, and also a +dimensioned sketch of the article in the finished +condition. (If necessary, a sketch or the dimensions +of the article before machining are also given.)</p> + +<p>Methods of tool setting are given, and also description +and details of fixing any jigs, carriers, +clamps, etc.</p> + +<p>Each element of the operation, from picking it up +and putting it on the machine bed to taking it off +when finished, is put in a column in sequence on +the left side of the sheet. Even an element which +requires only a few seconds to perform is entered +separately.</p> + +<p>There are several columns for entering the times of +the elements, one column for each complete operation.</p> + +<p>The time study engineer stands where he may see +every motion of the machine and every movement +of the hand. The stop-watch is mounted on the +same board as the time study sheet, so that they +can be held in one hand while the times are jotted +down with the other.</p> + +<p>The watch is set to 0, and the figure is entered +against the first element. When the operation +begins, the watch is started, and at the end of the +first element the time is noted and set down. The +watch is not stopped, and therefore each element +time consists of the watch reading of the last element +subtracted from the reading of the element +under consideration. For instance:</p> + +<p><span class="pagenum"><a name="Page_71" id="Page_71">71</a></span></p> + + +<h3><span class="smcap">Time Study Reading.</span></h3> + +<table class="table1" summary="Time Study Reading."> +<tr> + <th colspan="2">Element.</th> + <th colspan="2">1st Timing.</th> + <th colspan="2">2nd Timing.</th> + <th colspan="2">3rd Timing.</th> + <th rowspan="2" class="nbr">Average<br/>Time<br/>(Mins.)</th> +</tr> +<tr> + <th>No.</th> + <th>Name.</th> + <th>Reading<br/> (Mins.)</th> + <th>Time<br/> (Mins.)</th> + <th>Reading<br/> (Mins.)</th> + <th>Time<br/> (Mins.)</th> + <th>Reading<br/> (Mins.)</th> + <th>Time<br/> (Mins.)</th> +</tr> +<tr> + <td class="ntb nbb"></td> + <td class="ntb nbb"></td> + <td rowspan="2">0ˇ00</td> + <td class="nbb"></td> + <td rowspan="2">0ˇ00</td> + <td class="nbb"></td> + <td rowspan="2">0ˇ00</td> + <td class="nbb"></td> + <td class="nbb nbr"></td> +</tr> +<tr> + <td rowspan="2" class="ntb nbb">1</td> + <td rowspan="2" class="ntb">Set up</td> + <td rowspan="2" class="ntb">3ˇ40</td> + <td rowspan="2" class="ntb">3ˇ20</td> + <td rowspan="2" class="ntb">3ˇ36</td> + <td rowspan="2" class="ntb nbb nbr">3ˇ32</td> +</tr> +<tr> + <td rowspan="2">3ˇ40</td> + <td rowspan="2">3ˇ20</td> + <td rowspan="2">3ˇ36</td> +</tr><tr> + <td rowspan="2" class="ntb nbb">2</td> + <td rowspan="2" class="ntb">Turn face</td> + <td rowspan="2" class="ntb">2ˇ70</td> + <td rowspan="2" class="ntb">3ˇ00</td> + <td rowspan="2" class="ntb">2ˇ88</td> + <td rowspan="2" class="ntb nbb nbr">2ˇ86</td> +</tr> +<tr> + <td rowspan="2">6ˇ10</td> + <td rowspan="2">6ˇ20</td> + <td rowspan="2">6ˇ24</td> +</tr> +<tr> + <td rowspan="2" class="ntb nbb">3</td> + <td rowspan="2" class="ntb">Turn radius</td> + <td rowspan="2" class="ntb">1ˇ10</td> + <td rowspan="2" class="ntb">0ˇ90</td> + <td rowspan="2" class="ntb">1ˇ06</td> + <td rowspan="2" class="ntb nbb nbr">1ˇ02</td> +</tr> +<tr> + <td rowspan="2">7ˇ20</td> + <td rowspan="2">7ˇ10</td> + <td rowspan="2">7ˇ30</td> +</tr> +<tr> + <td rowspan="2" class="ntb nbb">4</td> + <td rowspan="2" class="ntb">Turn periphery</td> + <td rowspan="2" class="ntb">1ˇ00</td> + <td rowspan="2" class="ntb">1ˇ20</td> + <td rowspan="2" class="ntb">1ˇ12</td> + <td rowspan="2" class="ntb nbb nbr">1ˇ11</td> +</tr> +<tr> + <td rowspan="2">8ˇ20</td> + <td rowspan="2">8ˇ30</td> + <td rowspan="2">8ˇ42</td> +</tr> +<tr> + <td rowspan="2" class="ntb nbb">5</td> + <td rowspan="2" class="ntb">Bore</td> + <td rowspan="2" class="ntb">2ˇ30</td> + <td rowspan="2" class="ntb">2ˇ80</td> + <td rowspan="2" class="ntb">2ˇ61</td> + <td rowspan="2" class="ntb nbb nbr">2ˇ57</td> +</tr> +<tr> + <td rowspan="2">10ˇ50</td> + <td rowspan="2">11ˇ10</td> + <td rowspan="2">11ˇ03</td> +</tr> +<tr> + <td rowspan="2" class="ntb nbb">6</td> + <td rowspan="2" class="ntb">Tap</td> + <td rowspan="2" class="ntb">1ˇ80</td> + <td rowspan="2" class="ntb">2ˇ10</td> + <td rowspan="2" class="ntb">1ˇ93</td> + <td rowspan="2" class="ntb nbb nbr">1ˇ94</td> +</tr> +<tr> + <td rowspan="2">12ˇ30</td> + <td rowspan="2">13ˇ20</td> + <td rowspan="2">12ˇ96</td> +</tr> +<tr> + <td rowspan="2" class="ntb nbb">7</td> + <td rowspan="2" class="ntb">Take down</td> + <td rowspan="2" class="ntb">0ˇ40</td> + <td rowspan="2" class="ntb">0ˇ35</td> + <td rowspan="2" class="ntb">0ˇ34</td> + <td rowspan="2" class="ntb nbr">0ˇ36</td> +</tr> +<tr> + <td rowspan="2">12ˇ70</td> + <td rowspan="2">13ˇ55</td> + <td rowspan="2">13ˇ30</td> +</tr> +<tr> + <td rowspan="2" class="ntb nbb"></td> + <td rowspan="2" class="ntb nbb">Total (mins.)</td> + <td rowspan="2" class="ntb nbb"></td> + <td rowspan="2" class="ntb nbb"></td> + <td rowspan="2" class="ntb nbb"></td> + <td rowspan="2" class="ntb nbb nbr">13ˇ18</td> +</tr> +<tr> + <td rowspan="2">12ˇ70</td> + <td rowspan="2">13ˇ55</td> + <td rowspan="2">13ˇ30</td> +</tr> +<tr> + <td></td> + <td></td> + <td></td> + <td></td> + <td></td> + <td class="nbr"></td> +</tr> +</table> + +<p>It will be seen that the watch is not stopped until +the end of the complete operation, and therefore +the last reading indicates how long the operation +has taken; it is the sum of all the elements.</p> + +<p>If anything happens which is not a part of the +operation—for instance, if a tool needs replacing +owing to accident or becoming dull too quickly, or +if a belt breaks—the watch is stopped, and when +the operation begins again it is started and goes on +from the point where it stopped.</p> + +<p>During the timing, observations are made to +determine whether any part of the operation may +be done in a quicker or easier way, or whether any +element is taking longer than it ought to do.</p> + +<p><span class="pagenum"><a name="Page_72" id="Page_72">72</a></span></p> + +<p>It must be particularly noted that there is a +distinct difference between time study and time +recording. Any job, the slowest or fastest in the +whole factory, may be time-recorded by merely +observing the time with a stop-watch, but this is +not a time <em>study</em>.</p> + +<p>When several sets of figures have been obtained, +the number of sets depending on the circumstances, +the timing part of the study is over.</p> + +<p>The figures are now examined. The time of each +element is obtained as described in the example. +In noticing the times of any one element, times +which are much less or much greater than the others +are eliminated, and the average of the remaining +times is taken. Then all these averages are added +together, and the average time of the complete +operation is thus obtained.</p> + +<p>This time is considered to be the fastest time in +which the operation can be done. It is not actually +the fastest for two reasons. One is that any time +so obtained may be improved on when the worker +becomes thoroughly used to the job, and the other +is that a good <em>average</em> worker is chosen for the +time study; therefore a first-class man can improve +on the time obtained.</p> + +<p>But it is considered to be the fastest time, and we +will call it the base time.</p> + +<p>Now, this time has been obtained under exceptional +circumstances. When a man is working on +a time study job—that is, with the knowledge that +he is on trial, so to speak, and with the time study +engineer timing and observing every detail and<span class="pagenum"><a name="Page_73" id="Page_73">73</a></span> +motion—he works faster than usual. There is no +opportunity for little breaks, or rests, or breathing +spaces; it is hard slogging all the time. The time +study engineer does not intend it to be so, but by +the nature of the circumstances that is what happens, +and no man can keep this up for long.</p> + +<p>It is quite evident, therefore, that this time cannot +be reached regularly by every worker, and this is taken +into consideration when determining the standard +time—<em>i.e.</em>, the time in which the job should be done +by the average worker.</p> + +<p>To obtain the standard time an allowance is made +on the base time. This allowance depends on the +nature of the work, a higher allowance being made +for jobs that need a good deal of handling than for +jobs that are nearly all cutting, because cutting is +independent of the worker.</p> + +<p>The way to arrive at the allowance is to examine +the recorded figures, and add together all the cutting +times and then all the handling times. An allowance +of about 10 per cent. is usually given on the +cutting times, and from 15 per cent. to 50 per cent., +or even more, on handling times. The cutting +times depend on the machinery, and that is why a +smaller allowance is given for them.</p> + + +<h3>(<i>c</i>) <span class="smcap">Fixing Standard Time.</span></h3> + +<p>This standard time is the basis of the Reward +System, and is therefore the most important time. +It is so fixed in relation to base time that every +worker put on that work should be able to reach it<span class="pagenum"><a name="Page_74" id="Page_74">74</a></span> +after a little practice. If he does so, he is said to +have reached an efficiency of 100 per cent.</p> + +<p>A worker who reaches continuously 100 per cent. +is a high efficiency man.</p> + +<p>This efficiency should always be reached by a +worker who follows the instructions and works +diligently.</p> + +<p>Reward begins, however, considerably before this +point is reached, because it may be necessary for a +worker to be on a job some time before he reaches +a high efficiency. Again, sometimes one worker is +naturally slower than another; and although his +work is good, he can reach 100 per cent. efficiency +only by special effort. There would be little encouragement +if reward did not begin until the worker +had reached 100 per cent. efficiency.</p> + +<p>For these reasons, and as an incentive to every +man to become as highly efficient as possible, reward +begins when the worker reaches 75 per cent. efficiency.</p> + +<p>This means that an allowance of 33⅓ per cent. is +given on the standard time or standard production, +and this new figure is called "reward time" or +"reward production" because it is the point where +reward begins.</p> + +<p>The following examples will make the matter +clearer:</p> + +<p>Let us assume that the time in which the job +can be done is found by the time study to be 12 +hours; this is the base time, and can be reached +or even exceeded under favourable circumstances, +because in the first place it has already been reached<span class="pagenum"><a name="Page_75" id="Page_75">75</a></span> +during the time study, and in the second place the +worker on the time study was a good <em>average</em> man, +so that a <em>first-class</em> man should be able to do the +job in quicker time.</p> + +<p>Now, suppose the job needs a good deal of handling. +In such a case the time will be increased by, +say, 25 per cent. in order to obtain the standard +time; 25 per cent. of 12 hours is 3 hours, so that +the standard time is 12 + 3 = 15 hours. Therefore, +if the worker does the job in 15 hours, he has reached +100 per cent. efficiency, which is the point to be +aimed at. It should always be attained by every +worker who follows the instructions accurately and +works diligently, while a good worker should always +be able to do it in less time.</p> + +<p>The point when reward begins is arrived at by +adding 33⅓ per cent. to the standard time—that is, +15 hours with 33⅓ per cent. of 15 hours added; +33⅓ per cent. of 15 is 5, and 15 + 5 = 20 hours. +Reward is earned, therefore, when the job is done +in anything less than 20 hours.</p> + +<p>It will be seen that, while it is quite possible to +do the job in 12 hours or even less, yet if the job +be done in anything under 20 hours reward is +earned.</p> + +<p>What amount of reward? Well, suppose the job +rate is 36s. This means that the job is given to a +worker whose day wage is about 36s. per week. +This is 9d. an hour on a 48-hour week. Suppose +the work is done in 16½ hours. As the standard +time is 15 hours, the job has taken longer than +standard time; it is 1½ hours longer than standard.<span class="pagenum"><a name="Page_76" id="Page_76">76</a></span> +But, as the reward time is 20 hours, it has been +done in 3½ hours less than reward time; in other +words, 3½ hours have been saved on the job. The +worker gets paid for all the time he saves = 3½ hours +at 9d. per hour; total reward 2s. 7½d. So that +for his 16½ hours' work he gets his day wage +of 9d. per hour (= 12s. 4½d.) + a reward of 2s. 7½d. +—that is, 15s. in all. In other words, he earns 11d. +per hour instead of 9d. per hour.</p> + +<p>His efficiency is 91 per cent., but efficiency calculation +will be mentioned later.</p> + +<p>Let us now examine another case, a small +part job. We will assume that the time study +shows a production of 40 of these small parts per +hour.</p> + +<p>We have now shifted from times to quantities. +The base quantity is 40 per hour, that number being +the greatest number produced by a good average +worker in 1 hour under favourable circumstances. +The standard quantity will, of course, be less than +this, and, as such work would probably be done on +an automatic machine with practically no hand +work, an allowance of 10 per cent. is made on the +base quantity in order to obtain the standard +quantity. Ten per cent. of 40 is 4; therefore the +standard quantity is 40-4 = 36. This is the quantity +the worker ought to produce continuously +if he is diligent and attends to the machine +properly.</p> + +<p>As before, reward begins at an earlier point than +standard. That is to say, if a smaller quantity +than 36 be produced reward is earned, but a certain<span class="pagenum"><a name="Page_77" id="Page_77">77</a></span> +minimum quantity must be produced before reward +begins. This minimum quantity is called "reward +production," and begins at 75 per cent. of the +standard production. (36 × 75)/100 = 27ˇ0, and this is the +reward production for one hour, reward being paid +on any excess above this.</p> + +<p>Let us assume that a worker is 6 hours on this +work, and in that time produces 220 pieces. The +reward quantity is 27 per hour, and for the 6 hours +is 27 × 6 = 162. The job rate is, say, 24s., because +this work would be done by unskilled or partially +skilled labour. This is 6d. per hour, and if the +worker produces 27 or less pieces per hour that is +what he receives. If he produces more than 27 per +hour, he gets paid at the rate of 6d. per 27 for the +excess, this being equivalent to being paid for all +the time saved.</p> + +<p>The production in 6 hours is 220; the reward +quantity for that time is 162, and the standard +quantity 216. It is seen that efficiency in this case +is over 100 per cent., because 220 is 4 more than +standard. Reward is paid on 220-162 = 58, and +payment is made at the rate of 6d. for each 27. If +we divide 58 by 27, and multiply the result by 6d., +this will give the amount of reward—namely, 1s. +This is the reward for 6 hours' work, and is 2d. per +hour, so that the worker gets 8d. per hour instead +of 6d.</p> + +<p>Efficiency is about 102 per cent.</p> + +<p>The following shows these examples in tabular +form:</p> + +<p><span class="pagenum"><a name="Page_78" id="Page_78">78</a></span></p> + + +<table class="table2" summary="Efficiency"> +<tr><th colspan="2">I.</th></tr> +<tr><td class="left">Base time</td><td class="left">12 hours</td></tr> +<tr><td class="left">Standard time</td><td class="left">15 hours</td></tr> +<tr><td class="left">Reward time</td><td class="left">20 hours</td></tr> +<tr><td class="left">Time taken</td><td class="left">16½ hours</td></tr> +<tr><td class="left">Time saved</td><td class="left"> 3½ hours</td></tr> +<tr><td class="left">Job rate per hour</td><td class="left">9d.</td></tr> +<tr><td class="left">Reward</td><td class="left">3½ × 9 = 2s. 8d.</td></tr> +<tr><td class="left">Total reward for week if reward is earned <br/>at same rate all the week (namely, 48 hours)</td><td class="left">7s. 9d.</td></tr> +<tr><td class="left">Total earnings</td><td class="left">36s. + 7s. 9d. = 43s. 9d.</td></tr> +</table> + + +<table class="table2" summary="Efficiency"> +<tr><th colspan="2">II.</th></tr> +<tr><td class="left">Base quantity</td><td class="left">40 per hour</td></tr> +<tr><td class="left">Standard quantity</td><td class="left">36 per hour</td></tr> +<tr><td class="left">Reward quantity</td><td class="left">27 per hour</td></tr> +<tr><td class="left">Time worked</td><td class="left">6 hours</td></tr> +<tr><td class="left">Quantity produced</td><td class="left">220</td></tr> +<tr><td class="left">Reward quantity for 6 hours</td><td class="left">162</td></tr> +<tr><td class="left">Excess quantity</td><td class="left">58</td></tr> +<tr><td class="left">Reward at 27 for 6d.</td><td class="left">1s.</td></tr> +<tr><td class="left">Total reward for week if reward is earned <br/>at same rate all the week (namely, 48 hours)</td><td class="left">8s.</td></tr> +<tr><td class="left">Total earnings</td><td class="left">24s. + 8s. = 32s.</td></tr> +</table> + + +<p>The foregoing examples are of average workers. +The following is an example of what a good +worker can do, and, as the method of calculation +is given above, a tabular statement is all that is +necessary:</p> + + +<table class="table2" summary="Efficiency"> +<tr><th colspan="2">III.</th></tr> +<tr><td class="left">Base time</td><td class="left">8 hours</td></tr> +<tr><td class="left">Standard time (base + 25%)</td><td class="left">10 hours</td></tr> +<tr><td class="left">Reward time (standard + 33⅓%)</td><td class="left">13ˇ3 hours</td></tr> +<tr><td class="left">Time taken</td><td class="left">8ˇ5 hours</td></tr> +<tr><td class="left">Time saved</td><td class="left">13ˇ3 - 8ˇ5 = 4ˇ8 hours</td></tr> +<tr><td class="left">Job rate per hour</td><td class="left">9d.</td></tr> +<tr><td class="left">Reward</td><td class="left">9 x 4ˇ8= 3s. 7d.</td></tr> +<tr><td class="left">Total reward for week if reward is earned all week at <br/>same rate</td><td class="left">20s. 2d.</td></tr> +<tr><td class="left">Total earnings</td><td class="left">36s + 20s. 2d. = 56s. 2d.</td></tr> +<tr><td class="left">Efficiency</td><td class="left">117ˇ5%</td></tr> +</table> + + +<p>The result is not an exceptional one.</p> + +<p><span class="pagenum"><a name="Page_79" id="Page_79">79</a></span></p> + + +<h3>(<i>d</i>) <span class="smcap">The Instruction Card.</span></h3> + +<p>After the time study has been made, an instruction +card is made out for the job. On this card all +the particulars are given—how to do the job, the +sequence of operations, the tools to be used, the +base, standard and reward times or productions, +the job rate, and any other necessary information.</p> + +<p>It is by acting in accordance with the instructions +on the card that the worker can reach standard +time regularly, and the foreman or setter-up and +the superintendent are always ready to assist the +worker in every way to attain this result.</p> + +<p>If the operator finds he cannot reach standard time +by diligent work and following the instructions, he +should always inform the superintendent, in order +that the matter may be investigated.</p> + + +<h3>(<i>e</i>) <span class="smcap">Spoiled Work.</span></h3> + +<p>The question of spoiled work must be taken into +account. It is almost impossible for all the work +produced to pass inspection. Machines may not +work quite right; tools become dull; material is not +always the same; workers sometimes get careless.</p> + +<p>How is this spoiled work to be dealt with?</p> + +<p>It would be quite unfair to make the worker +responsible for bad work which was due to no fault +of his. It would be equally unfair for him to get +paid for bad work which was due to his own carelessness +or neglect.</p> + +<p>When work is inspected, and some of it found to<span class="pagenum"><a name="Page_80" id="Page_80">80</a></span> +be bad, it is not difficult as a rule to find where the +fault for this bad work lies. If it is due to bad +material or bad machining, the question arises of +how far the worker is to blame. He should stop +his machine and call the attention of the foreman +to any fault of tools or material. If too deep a +cut be taken, or if a part be badly worked by hand +tools, this is the worker's fault.</p> + +<p>Work which is spoiled by the worker or by his +neglect is deducted from his gross production, and +his reward is reduced accordingly.</p> + +<p>It is quite possible that, if a large amount of bad +work be produced, and the worker's total production +be not very high, the amount to be deducted is +greater than the amount of reward. In such a +case nothing is deducted from his day wage, and +nothing is held over to be deducted from reward +earned in a later week. For instance, suppose a +worker receives a day wage of 36s. per week. Then +suppose his total production would bring him a +reward of 10s., but that deductions on account of +spoiled work amounted to 8s. His wages for that +week would be 36s. + 10s. = 46s.—less 8s. = 38s. net. +Now, if reward due to total production was 6s., and +spoiled work amounted to 10s., then if spoiled work +were deducted in full he would get 36s. + 6s. =42s.—less +10s. = 32s. net (namely, 4s. less than his day +wage). But this is never done. He gets his full +36s., and the 4s. is cancelled altogether. Each week +is taken entirely by itself, and the day wage for the +week is always guaranteed, whatever happens in +connection with the work or the reward.</p> + +<p><span class="pagenum"><a name="Page_81" id="Page_81">81</a></span></p> + +<p>If any of the spoiled work be rectifiable, this does +not interfere with the deduction. It means that, +in order to make the article pass inspection, more +work, more inspection, and more supervision, must +be done on it.</p> + + +<h3>(<i>f</i>) <span class="smcap">Allowances.</span></h3> + +<p>It happens quite frequently that stoppages occur +during the progress of the work. For instance, the +worker may have to wait for material; the driving +belt may need tightening; tools may need changing +at odd times not recorded in the instructions; metal +may be hard or bad, thereby necessitating a reduction +in speed—and so on.</p> + +<p>All these things result in a reduction in the +quantity of articles produced, and none of them is +due to the fault of the operator.</p> + +<p>In such cases the worker either clocks off or +receives a day time allowance. He clocks off when +his machine is actually stopped for fifteen minutes or +more at one time. If he has several short stoppages, +the foreman adds the times together and writes a +day time allowance for the whole on the worker's +operation card. If it be necessary to reduce the +speed of the machine on account of hard metal, bad +material, tools not tempered correctly, or anything +that tends to lower production without actually +stopping the machine, a day time allowance is made +and written on the operation card; or in some cases +the standard time is increased, thus giving a longer +time in which to do the job.</p> + +<p>Clocking and day time allowances mean that this<span class="pagenum"><a name="Page_82" id="Page_82">82</a></span> +time is deducted from the time on reward. For +example, suppose the machine is stopped for 1 hour +during a job that has the standard time of 7 hours, +and suppose the time from start to finish is 8½ hours. +The 1 hour is subtracted from the 8½ and +is paid for at day rate, the time for the job being +calculated to be 7½ hours.</p> + +<p>If during the week there are day time allowances +of 7 hours, then there are 41 reward hours and 7 +day time hours.</p> + +<p>The effect of making day time allowances is to +increase the reward, as will be seen from the following +example:</p> + +<p>Assume that during 20 hours 500 small pieces are +produced, and that the machine stops 4 hours out +of the 20. If the production be spread over the +whole 20 hours and reward production be 24 per +hour, the reward quantity is 20 × 24 = 480. Reward +is therefore paid on 500-480 = 20 pieces. If the +4 hours be deducted, the net time on reward is +16 hours, not 20, and the reward quantity for the +16 hours is 16 × 24 = 384. Reward is paid on +500-384 = 116 pieces, instead of 20. Let the job +rate be 8d. per hour. Then, as the reward production +is 24 per hour, this means that the worker +receives 8d. for each 24 pieces; the reward on 20 +pieces at 24 for 8d. = 6½d., while the reward on +116 pieces = 3s. 3d. This shows how important +it is to get the proper day time allowances. The +4 hours are, of course, paid for at the worker's day +rate.</p> + +<p><span class="pagenum"><a name="Page_83" id="Page_83">83</a></span></p> + + +<h3>(<i>g</i>) <span class="smcap">Efficiency Calculation.</span></h3> + +<p>Efficiency is the percentage ratio between the +time it takes to do the job and the standard time. +Or, if we are dealing with quantities, the percentage +ratio between the quantity actually produced +in a certain time and the standard quantity which +ought to be produced in that time.</p> + +<p>The standard time or standard quantity is considered +to be 100 per cent. efficiency, as we have +seen.</p> + +<p>If the standard time for a job be 12 hours, and the +worker does it in 12 hours, his efficiency is +12/12 × 100 = 100 per cent. Suppose he does the job +in less than 12 hours, then it is quite clear that his +efficiency is more than 100 per cent. Say he does +it in 10 hours; his efficiency is (12 × 100)/10 = 120 per +cent. If he takes longer than standard time, his +efficiency is less than 100 per cent. Say he does it +in 15 hours; his efficiency is (12 × 100)/15 = 80 per +cent. Reward time is 12 + 33⅓ per cent. of +12 = 12 + 4 = 16 hours. Suppose the worker takes +the reward time of 16 hours to do the job; his +efficiency is (12 × 100)/16 = 75 per cent. This efficiency +is the ratio between reward time and standard time, +and that is why we say the efficiency point for +reward is 75 per cent.</p> + +<p><span class="smcap">Rule I.</span>—In order to calculate efficiency on a<span class="pagenum"><a name="Page_84" id="Page_84">84</a></span> +time basis, the standard time must be multiplied +by 100 and the result divided by the actual +time.</p> + +<p>In dealing with small parts, the basis is the +standard <em>quantity</em> per hour—in other words, the +quantity which ought to be produced in one hour +in order to reach 100 per cent. efficiency.</p> + +<p>If the standard quantity per hour be 20, and the +worker is on the job 8½ hours, then the standard +quantity for that time is 20 × 8½ = 170. If the +worker produces 170, his efficiency is (170 × 100)/170 = 100 +per cent. Suppose he produces 200 in the time, +then his efficiency is more than 100 per cent., because +he has produced more than the standard +quantity. His efficiency is (200 × 100)/170 = 117ˇ5 per +cent. If, on the other hand, he produces less than +170, say 150, his efficiency is (150 × 100)/170 = 88ˇ25 per +cent.</p> + +<p><span class="smcap">Rule II.</span>—In calculating efficiency by this method, +it is evident that the quantity produced in a certain +time must be multiplied by 100 and divided +by the standard quantity for that time.</p> + +<p>If a definite number of articles are to be machined, +the whole quantity may be looked upon as a single +job. For instance, suppose there are 3,000 pieces +to be produced, and standard quantity is 150 per hour. +Then the <em>standard time</em> for the whole quantity is +3000/150 = 20 hours. <em>Reward time</em> will be 20 + 33⅓ per<span class="pagenum"><a name="Page_85" id="Page_85">85</a></span> +cent. of 20 = 20 + 6⅔ = 26⅔ hours. Efficiency may +now be worked out by the first method.</p> + +<p>Efficiencies are, of course, calculated on the <em>net +time</em>—that is, on the total time of the job after +day time and other allowances have been deducted.</p> + + +<hr class="chap" /> +<p><span class="pagenum"><a name="Page_86" id="Page_86">86</a></span></p> + +<h2><small>PART III</small><br/> +EXPLANATION OF DIAGRAMS<br/> +SHOWING DIFFERENT METHODS<br/> +OF REWARD PAYMENT +</h2> +<h2 class="no-break"><small>CHAPTER V</small><br/> +REWARD AND EFFICIENCY +</h2> + + +<p class="leadingpara"><span class="smcap">In</span> order to illustrate the general principles of the +Reward System, an individual case was taken and +one particular relation between reward and standard +times was selected—namely, 75 per cent.</p> + +<p>The sewing on of buttons, the laying of bricks, +ploughing, shipbuilding, etc., would have served +just as well, and the same general results would +have been obtained.</p> + +<p>The relation between reward and standard times +has given rise to much discussion and experiment, +and the relation selected in Part II. is one that +appeals most strongly to the worker as he gets paid +for all the time he saves. If reward begins earlier +and the worker gets a proportion of the time he +saves instead of the whole, reward at standard time +should be just the same, or nearly so. It only means +that the worker has a better chance of getting a +higher reward when he is below the 100 per cent. +line, and a smaller one when he is above it.</p> + +<p><span class="pagenum"><a name="Page_87" id="Page_87">87</a></span></p> + +<p>The following diagrams show the relation between +reward and efficiency according to the principal +methods in use at the present time, some of them +being used in the same factory for different classes +of work. A complete diagram is illustrated on p. 88, +but, for convenience, only a portion of this is used +in most of the other diagrams.</p> + +<p>It must be noted that reward at standard time +must be never less than 25 per cent. of the job rate, +while 30 per cent. to 35 per cent. is fairer.</p> + +<p>In order to find the amount of reward at any +efficiency, read off the efficiency on the bottom line, +run a pencil along the line corresponding to this +efficiency until it touches the graph, then run the +pencil along horizontally until it reaches the vertical +scale. Read off the percentage of reward on +the vertical scale.</p> + +<p>It will be seen at once that any efficiency below +the reward point means that no reward is earned, +but that there is no reduction of day wages. (The +Taylor and Gantt methods are exceptions to this +rule.)</p> + +<p>The diagram on p. 88 is a descriptive one. The +first column shows wages plus reward on a wage +basis of 8d. per hour.</p> + +<p>The second column shows wages plus reward on a +wage basis of 10d. per hour.</p> + +<p>The third column shows the proportion of the +reward to the day wage for any efficiency, the day +wage being considered 100 per cent.</p> + +<p>The efficiencies are shown along the bottom line, +and the 100 per cent. efficiency line is dotted.</p> + +<p><span class="pagenum"><a name="Page_88" id="Page_88">88</a></span></p> + +<div class="figcenter"> +<img src="images/i_b_088.png" alt="DESCRIPTIVE DIAGRAM"/> +</div> + +<p><span class="pagenum"><a name="Page_89" id="Page_89">89</a></span></p> + +<p>Two methods of wage payment are plotted on this +diagram, the full line being Reward System No. 1, +and the dotted line the Taylor System.</p> + +<p>For convenience the following diagrams are enlarged: +Nos. 1, 2, 3, 4, and the Emerson diagrams +consist of the rectangle ABCD, and the Taylor +and Gantt diagrams consist of the rectangle +EFGH. The Rowan diagram is to the same scale +as the Taylor and Gantt diagrams. The relation +between the vertical and horizontal scales has also +been altered to make the readings clearer.</p> + +<p><span class="pagenum"><a name="Page_90" id="Page_90">90</a></span></p> + + +<h3>(<i>a</i>) Reward System No. 1.</h3> + +<p>In this method, reward begins at 62ˇ5 per cent., +and half the time saved is paid for until standard +time is reached. At that point and above it two-thirds +of the time saved is paid for.</p> + +<p>Reward begins early, and increases definitely +until standard time is reached. Then there is a +considerable jump, and after that the reward goes +on regularly at a higher rate than before.</p> + +<p>This method is, in the opinion of the writer, the +best of all reward payments, and carries out the +spirit of reward principles better than any other.</p> + +<p>The worker gets some reward, however little, and +there is a direct incentive to reach 100 per cent. +efficiency owing to the rapid increase of reward at +that point. If he gets nothing, then he either feels +ashamed of his laziness, or, what is more likely, he +inquires into the reason why he has received no +reward. This is just what the employer wants, +as it discovers inefficiencies in connection with +machinery or supplies or with other processes or +routines.</p> + +<p>At the same time, an inaccurate time study +neither penalises the worker too much on the one +hand, nor causes excessive reward on the other.</p> + +<p>Yet again, the worker always gets his day rate +even though his efficiency falls below the reward +point.</p> + +<p>It is eminently suitable for both employer and +worker.</p> + +<p><span class="pagenum"><a name="Page_91" id="Page_91">91</a></span></p> + +<div class="figcenter"> +<img src="images/i_b_091.png" alt="No. 1"/> +</div> + +<p><span class="pagenum"><a name="Page_92" id="Page_92">92</a></span></p> + +<h3>(<i>b</i>) <span class="smcap">Reward System No. 2.</span></h3> + +<p>In this case the reward consists of payment for +half the time saved, and reaches 30 per cent. increase +on the wage rate at 100 per cent. efficiency.</p> + +<p>It is suitable for many classes of work, and neither +worker nor employer suffer too much in the event +of an inaccurate time study.</p> + +<p>Reward begins early and is a direct incentive to +efficiency, but there is not the same urge towards +the 100 per cent. line as in the case of System No. 1. +Usually there is an extra bonus given, say 5 per cent., +to those reaching standard time, and this takes the +form of a lump sum, so that the angle of the line of +increase is not interfered with.</p> + +<p><span class="pagenum"><a name="Page_93" id="Page_93">93</a></span></p> + +<div class="figcenter"> +<img src="images/i_b_093.png" alt="No. 2"/> +</div> + +<p><span class="pagenum"><a name="Page_94" id="Page_94">94</a></span></p> + + +<h3>(<i>c</i>) <span class="smcap">Reward System No. 3.</span></h3> + +<p>Reward in this case begins at 80 per cent. efficiency +and all the time saved is paid for.</p> + +<p>It is a method suitable for high-class workers and +necessitates a very accurate time study. It needs +a decided effort to get reward, but once reward +begins it increases rapidly. An inaccurate time +study means either little or no reward if the inaccuracy +results in increasing the difficulty of the +job; while if it makes the job easy, then excessive +rewards are earned.</p> + +<p>There is usually an extra bonus of 10 per cent. +when standard time is reached.</p> + +<p>The system is suitable for automatic work where +there cannot be a great variation in efficiency, and +where the operations are to a large extent taken +out of the hands of the worker.</p> + +<p>This method of payment is now adopted by +Mr. Allingham after conference with trade-union +officials, as it gives the worker the whole of the time +saved.</p> + +<p><span class="pagenum"><a name="Page_95" id="Page_95">95</a></span></p> + +<div class="figcenter"> +<img src="images/i_b_095.png" alt="No. 3"/> +</div> + +<p><span class="pagenum"><a name="Page_96" id="Page_96">96</a></span></p> + + +<h3>(<i>d</i>) <span class="smcap">Reward System No. 4.</span></h3> + +<p>This is a diagram illustrating the example given +in the foregoing description of the reward system.</p> + +<p>Reward begins at 75 per cent. efficiency, and +when standard efficiency is reached the proportion +of reward to job rate is 33⅓ per cent. At this point +a bonus of 5 per cent. is given, and the line of reward +above this point is parallel to the line below it, but +5 per cent. higher.</p> + +<p>All the time saved is paid for, and from this +point of view it is more satisfactory to the worker.</p> + +<p>Diagrams 1 to 4 are similar in principle to the +Halsey bonus method, the vital difference being that +Halsey bases his standard time on the average time +taken under ordinary day or piece work conditions +instead of on a time study.</p> + +<p><span class="pagenum"><a name="Page_97" id="Page_97">97</a></span></p> + +<div class="figcenter"> +<img src="images/i_b_097.png" alt="No. 4"/> +</div> + +<p><span class="pagenum"><a name="Page_98" id="Page_98">98</a></span></p> + + +<h3>(<i>e</i>) <span class="smcap">The Taylor System.</span></h3> + +<p>This is the system advocated by Mr. Taylor, the +originator of scientific management, and hence of +the Reward System.</p> + +<p>A certain piece rate is paid until standard time is +reached. At that point there is a jump to another +higher rate, say from 10d. to 14d., a jump of 40 per +cent. The worker gets this increase for all the +work done, and the increased rate is paid on the +rest of the work.</p> + +<p>The worker makes strenuous efforts to reach +100 per cent. efficiency because of the great increase, +and also because he suffers directly when he fails +to obtain it.</p> + +<p>The task set is so high that only highly skilled +and rapid workers can reach it, but the reward +is also high. A good man can earn as much +as from 60 per cent. to 100 per cent. of his +wages.</p> + +<p>The system is one that weeds out the inefficient +and the moderately efficient. It is only satisfactory +to highly skilled men, the élite of the workers, and +its use is therefore limited as most men will not +work under it. Its greatest fault is that it penalises +the worker too much for inefficiency. A man who +regularly attains 90 per cent. efficiency would be +considered a fair worker in most shops, but under +this system he would not only receive no reward, +but he would only receive 90 per cent. of his day +wages.</p> + +<p>The rate must jump at least 40 per cent. at 100 +<span class="pagenum"><a name="Page_99" id="Page_99">99</a></span> +per cent. efficiency, otherwise the method is not so +advantageous as some of the other methods, while +it is much more difficult to earn reward.</p> + +<div class="figcenter"> +<img src="images/i_b_099.png" alt="TAYLOR"/> +</div> + +<p><span class="pagenum"><a name="Page_100" id="Page_100">100</a></span></p> + +<h3>(<i>f</i>) The Gantt System.</h3> + +<p>This method is very similar to the Taylor System, +except that the worker is not penalised so much if +he fails to reach standard time.</p> + +<p>A large increase in the piece rate is given when +100 per cent. efficiency is reached. For all time +taken in excess of standard the worker gets three-quarters +of his wage rate instead of the whole of it. +As an example, suppose the standard time of a job +be 10 hours and the worker takes 12 hours. He is +paid full-day rate on 10 hours, and three-quarters +the day rate on 2 hours. At 10d. per hour this +amounts to—</p> + +<table class="table2" summary="Efficiency"> +<tr><td></td><td class="right">d.</td></tr> +<tr><td class="right">10 hours at 10d. =</td><td class="right">100</td></tr> +<tr><td class="right">2 hours at 7½d. =</td><td class="right">15</td></tr> +<tr><td></td><td class="right">——</td></tr> +<tr><td></td><td class="right">115</td></tr> +</table> + +<p class="noindent">for 12 hours' pay, which is equal to 9½d. per hour. +The efficiency is (10/12) × 100 = 83ˇ3 per cent.</p> + +<p>The sloping line below the day rate line shows +the hourly rate at various efficiencies.</p> + +<p>After 100 per cent. efficiency is reached, the reward +is just the same as in the Taylor System.</p> + +<p>The advantage of this system over the Taylor +<span class="pagenum"><a name="Page_101" id="Page_101">101</a></span> +System is that the loss for inefficiency is not heavy, +yet it is enough to make the worker endeavour to +reach standard time. This, again, is a method only +suitable for highly skilled workers.</p> + +<div class="figcenter"> +<img src="images/i_b_101.png" alt="GANTT"/> +</div> + +<p><span class="pagenum"><a name="Page_102" id="Page_102">102</a></span></p> + +<h3>(<i>g</i>) <span class="smcap">The Emerson System.</span></h3> + +<p>In order to arrive at a gradually increasing bonus +line, Mr. Emerson took a point on the wage line at +66ˇ6 per cent. efficiency, and another on the 100 +per cent. efficiency line at 20 per cent. bonus. The +bonuses between these two efficiencies were then +arranged so that for each 1 per cent. increase in +efficiency the bonus increased in greater proportion. +The resulting diagram is a curve which is approximately +a parabola. Beyond 20 per cent. efficiency +the worker gets paid for all time saved.</p> + +<p>By this method reward begins fairly early, so +that all workers should be able to get some reward. +It progresses very slowly from 66ˇ6 per cent., and +at 80 per cent. is about 3¼ per cent. of the wage +rate. Then it increases more quickly, and at +90 per cent. efficiency it is 10 per cent. of the wage +rate, at 95 per cent. efficiency it is about 15 per +cent., and at 100 per cent. efficiency it is 20 per +cent.</p> + +<p><span class="pagenum"><a name="Page_103" id="Page_103">103</a></span></p> + +<div class="figcenter"> +<img src="images/i_b_103.png" alt="EMERSON"/> +</div> + +<p><span class="pagenum"><a name="Page_104" id="Page_104">104</a></span></p> + +<p>One thing must be noticed: The reward above +100 per cent. efficiency is based on standard time, +and not on reward time. This means that the +worker gets a bonus of 20 per cent. on the time +worked, and in addition to that the full rate of +wages for the time he saves above standard time. +As an example, take a job with a standard time of +20 hours:</p> + +<table class="table2" summary="Emerson Examples"> +<tr><th colspan="2"><i>Case I.</i></th></tr> +<tr><td class="left">Suppose job done in</td><td class="left">22 hours.</td></tr> +<tr><td class="left">Efficiency</td><td class="left">91 per cent.</td></tr> +<tr><td class="left">Bonus (see diagram)</td><td class="left">10 per cent.</td></tr> +<tr><td class="left">10 per cent. of 22 hours</td><td class="left">2ˇ2 hours.</td></tr> +<tr><td class="left">Reward: 2ˇ2 hours at 10d.</td><td class="left">22 pence.</td></tr> +<tr><td class="left">Wages: 22 hours at 10d.</td><td class="left">220 pence.</td></tr> +<tr><td class="left">Total payment for 22 hours</td><td class="left">242 pence.</td></tr> +<tr><td class="left">Hourly rate for job (wages + reward)</td><td class="left">11 pence.</td></tr> +<tr><th colspan="2"><i>Case II.</i></th></tr> +<tr><td class="left">Suppose job done in</td><td class="left">18 hours.</td></tr> +<tr><td class="left">Efficiency</td><td class="left">111 per cent.</td></tr> +<tr><td class="left">20 per cent. on 18 hours</td><td class="left">3ˇ6 hours.</td></tr> +<tr><td class="left">Time saved (20-18)</td><td class="left">2ˇ0 hours.</td></tr> +<tr><td class="left">Reward: 5ˇ6 hours at 10d.</td><td class="left">56 pence.</td></tr> +<tr><td class="left">Wages: 18 hours at 10d.</td><td class="left">180 pence.</td></tr> +<tr><td class="left">Total payment for 18 hours</td><td class="left">236 pence.</td></tr> +<tr><td class="left">Hourly rate for job (wages + reward)</td><td class="left">13ˇ1 pence.</td></tr> +</table> + +<p>This method enables the worker to get reward +at a comparatively low efficiency. The reward is +not much to begin with, but it is enough to induce +the worker to try and get a higher efficiency. When +standard time is reached, the reward is not enough, +but beyond that it increases rapidly.</p> + + +<h3>(<i>h</i>) <span class="smcap">The Rowan System.</span></h3> + +<p>This method differs from all others in the variation +of reward earned.</p> + +<p>It is extremely simple in calculation, as the +worker gets 10 per cent. increase in wages for every +10 per cent. of time saved. He cannot save more +than, say, 99 per cent. of the time on the job, +because when 100 per cent. is saved it means that +the job is done in no time at all.</p> + +<p><span class="pagenum"><a name="Page_105" id="Page_105">105</a></span></p> + +<div class="figcenter"> +<img src="images/i_b_105.png" alt="No. 1, No. 2"/> +</div> + +<p><span class="pagenum"><a name="Page_106" id="Page_106">106</a></span></p> + +<p>Suppose the time allowed is 10 hours. If it be +done in 5 hours, 50 per cent. of the time has been +saved, and the worker gets 50 per cent. increase +of wages for the 5 hours he has worked. If the job +be done in over 10 hours, day wage, say 10d. per +hour, is paid for all the time taken. If done in +9 hours, 11d. per hour is paid; if in 8 hours, +1s. per hour; if in 7 hours, 13d. per hour; and +so on.</p> + +<p>The efficiency is the standard time (time allowed) +divided by the time taken. If a line be plotted of +efficiencies and rates-paid, the line is not a straight +one, as in other cases, but a curve as shown in the +diagram.</p> + +<p>Reward rises rapidly at first, but it gets less and +less as efficiency increases, which is in direct opposition +to reward principles.</p> + +<p>The method has little to recommend it except +the simplicity of reckoning the reward payment.</p> + +<p>It will be seen that the employer cannot possibly +overpay the worker, no matter what his +efficiency.</p> + +<p>No. 1 is the ordinary diagram, 100 per cent. +efficiency being the point where bonus begins. This +point is based on an estimated time, not on a time +study.</p> + +<p>No. 2 is a diagram drawn to compare the Rowan +System with the Reward System. Assuming that +the worker under the Rowan System will usually +earn 20 per cent. in excess of his day wages, this has +been used to determine the 100 per cent. efficiency +line, and the curve has been drawn as before.</p> + +<p><span class="pagenum"><a name="Page_107" id="Page_107">107</a></span></p> + + +<h3>(<i>i</i>) <span class="smcap">Day Rate.</span></h3> + +<p>The thick horizontal line marks the day rate of +payment for work done. It is the same at all +efficiencies, and there is no inducement whatever +for a worker to increase his efficiency. Under such +conditions the average worker will only do enough +work to enable him to keep his job, and will resist +all attempts to find out whether the work may be +done more efficiently.</p> + + +<h3>(<i>j</i>) <span class="smcap">Piece Work.</span></h3> + +<p>The straight piece work system means that the +worker gets so much for each piece produced no +matter how long it takes to produce it. Therefore +the faster the work is done the more money is earned.</p> + +<p>Efficiency is based on the quantity a worker +ought to do in order to earn the standard rate of +wages. Assuming he gets 10d. an hour, then the +payment for the work done ought to equal 10d. +when working at the normal rate—namely, 100 per +cent. efficiency. If less than this is earned, efficiency +falls below 100 per cent.; if more is earned, +efficiency is over 100 per cent.</p> + +<p>The sloping line shows the earnings per hour at +different efficiencies.</p> + +<p>There is no scientific basis on which to determine +the proper time of the job, and there is great +inequality in the prices of different jobs, some being +easy, some very difficult. For the disadvantages of +the system, see p. 6.</p> + +<p><span class="pagenum"><a name="Page_108" id="Page_108">108</a></span></p> + +<div class="figcenter"> +<img src="images/i_b_108.png" alt="DAY WORK. PIECE WORK. FORD SYSTEM."/> +</div> + +<p><span class="pagenum"><a name="Page_109" id="Page_109">109</a></span></p> + +<h3>(<i>k</i>) <span class="smcap">The Ford System.</span></h3> + +<p>The Ford System is illustrated in the diagram +on p. 108. The amount received by the worker is +the same no matter what his efficiency may be, but +wages are 50 per cent. higher than the standard +day rate. For this reason the firm adopting this +system has a far greater choice of workers than +other firms, all the best labour gravitating to the +firm. The worker is, of course, expected to submit +to the conditions prevailing in the factory, and to +do the work allotted to him in the stated time and +with the degree of accuracy stipulated. Needless +to say, the amount of work expected is far greater +than under ordinary day work conditions.</p> + +<p>This system has two serious disadvantages, the +first being that it is of extremely limited application, +and the second that it necessitates an exceptionally +high degree of organisation if it is to be satisfactory.</p> + +<p>With regard to the first point, the system depends +entirely on paying wages considerably higher than +the average of the district or country in which the +factory is situated. This high wages inducement +gives the firm the pick of the workers and holds +the men to their positions. It is obvious that only +one or two firms in each trade can do this. If the +system became general, it would mean that wages +would be increased all round and that men need no +longer be afraid of being discharged. They could +leave and get equally high wages elsewhere. Under +such circumstances all the advantages of the system +would disappear, and wages would be reduced all +round until some firm began again.</p> + +<p><span class="pagenum"><a name="Page_110" id="Page_110">110</a></span></p> + +<p>Dealing with the second point, production will +not be increased, or will be increased very little, +if the men are left to themselves, and therefore a +high degree of organisation is necessary. It means +time study, planning, constant improvement in +methods and machines, and all those incidentals +described herein under Reward System, but with +an overhanging threat of dismissal that is absent +from the Reward System. The firm must have a +standard product if the system is to be economically +successful, and each man must do one job only and +do it in the manner indicated. Team work is the +essence of the system. It is quite impossible to +obtain any beneficial result from the Ford System +if applied to an average factory. Men cannot produce +anything approaching their maximum capacity +unless the work is thoroughly well organised, +and waste of time, labour, and material, eliminated. +And no matter how much the men desire to be +worthy of the increased wages, they cannot be blamed +if the organisation fails. The only incentive to high +production is, of course, the threat of dismissal.</p> + +<p>If the Ford System is to be successful, therefore—</p> + +<p>1. The organisation must be as keen as, or even +keener than, that of the Reward System.</p> + +<p>2. The firm must have a highly specialised business.</p> + +<p>3. Efficiency must be maintained under threat of +dismissal.</p> + +<p>4. The system must be adopted by only one or +two firms in each trade.</p> + +<p>Where these conditions prevail the system should +be highly successful.</p> + +<hr class="chap" /> + +<p><span class="pagenum"><a name="Page_111" id="Page_111">111</a></span></p> + + +<h2>APPENDIX</h2> +<h3>A FLOATING WAGE RATE</h3> + + +<p class="leadingpara"><span class="smcap">The</span> following suggestion for a floating wage rate +would prove a perpetual automatic incentive to +continuously high efficiency.</p> + +<p>It consists of a variation of, say, 6s. per week in +the wage rate of every class of worker, the lowest +wages in the class being the trade-union rate, and the +highest wages being 6s. above the trade-union rate.</p> + +<p>Every quarter-day each worker who reaches an +average efficiency of, say, 95 per cent. or over during +the previous three months for a minimum number +of reward hours worked, say 500, will receive automatically +an increase of 1s. per week in his wages +for the next three months. If he keeps up this +efficiency for eighteen months he will reach the +highest wage rate.</p> + +<p>The wages of every worker who fails to reach an +average efficiency of, say, 85 per cent. during the +previous three months will automatically drop 1s. +per week until he is on the lowest rate.</p> + +<p>Under these conditions a worker on the lowest +rate will try to reach a higher one, and if he is on a +higher rate he will always try to maintain his efficiency. +A drop in efficiency means a direct loss +to the worker, and the worker would probably +complain of the conditions of his work. If other +workers can keep up their <ins title="Transcriber's Note: original reads 'efficiences'">efficiencies</ins> on the same +jobs, the complaint is groundless; while if other +workers cannot keep their efficiencies, it is obvious +that something is wrong, and the conditions will be +investigated.</p> + +<p>The variation of the wages being automatic, no +one can complain of unfairness.</p> + +<p><span class="pagenum"><a name="Page_112" id="Page_112">112</a></span></p> + +<p>The advantage of making the change every three +months instead of a longer period would mean that +every worker would take a live interest in his continuous +efficiency, and would not be content with +a good week one week and a medium week the +next. And, again, a good man who dropped down +owing to unforeseen circumstances would only be +down for three months, while a medium worker +would always respond to the incentive, and when he +reached another step up he would make great efforts +not to go down again.</p> + +<p>There would be an automatic selection of the best +men, and favouritism would be reduced to almost +nothing. A foreman could not prevent a man +getting the increase when his efficiency proved that +he had earned it, and he could not push on an +inferior man because of personal friendship.</p> + +<p>Should a high wage man leave, then he would +have to come back on the lowest wage rate if he +wanted to come back. This would induce men to +keep their situations. Should a man be discharged, +the same thing would happen. But a high wage +man is of far more value to a firm than a low wage +man, and he would not be discharged unless discharged +permanently for some fault.</p> + +<p>If a firm thought to lower wages by discharging +all the high efficiency men, and then take them on +again at a lower wage, that firm would immediately +lose caste, and no high efficiency man would work +there. A high efficiency man can get a job anywhere.</p> + +<p>This floating wage rate would be quite apart +from the question of reward, and the job rates for +reward work would be the same for all workers no +matter what their wage rate was.</p> + + +<div class="tiny center mt3">BILLING AND SONS, LTD., PRINTERS, GUILDFORD, ENGLAND</div> + + +<hr class="chap"/> +<div class="footnotes"> +<h2>FOOTNOTES:</h2> + +<div class="footnote"> +<p><a name="Footnote_1_1" id="Footnote_1_1"></a><a href="#FNanchor_1_1"><span class="label">[1]</span></a> +What is necessary in the way of food, clothes, fuel, household +articles, rent, etc., in order to keep an average family in +reasonable comfort can easily be determined. I have worked +this out in detail, but it is hardly a subject for these notes.</p> +</div> + +<div class="footnote"> +<p><a name="Footnote_2_2" id="Footnote_2_2"></a><a href="#FNanchor_2_2"><span class="label">[2]</span></a> +Since writing this paragraph I have found the following +statement in Mr. Graham Wallas's book, "The Great Society" +(p. 347): "It is true that Morris, for all his greatness, never faced +the fact that we cannot both eat our cake and have it; cannot +use slow methods of production, and also turn out without +overwork large quantities of consumable wealth. Once, while +I listened to him lecturing, I made a rough calculation that the +citizens of his commonwealth, in order to produce by the methods +he advocated the quantity of beautiful and delicious things +which they were to enjoy, would have to work about two hundred +hours a week. It was only the same fact looked at from another +point of view which made it impossible for any of Morris's workmen, +or, indeed, for anyone at all whose income was near the +present English average, to buy the products either of Morris's +workshop at Merton or of his Kelmscott Press. There is no +more pitiful tragedy than that of the many followers of Tolstoy, +who, without Tolstoy's genius or inherited wealth, were slowly +worn down by sheer want in the struggle to live the peasant +life which he preached."</p> +</div> + +</div> + +<hr class="chap" /> +<div class="transnote"> +<p class="center"><big><b>Transcriber's Note:</b></big></p> +<p class="mt2">Obvious errors were corrected.</p> +<p>Ditto marks were replaced with the word(s) they represent for tables found on pages 25, 27, 78 and 104.</p> +<ul> +<li>Page i: Removed page (half-title page)</li> +<li>Page ii: Removed page (blank page)</li> +<li>Page 46: accordng changed to according</li> +<li>Page 55: unbiassed changed to unbiased</li> +<li>Page 59: introdution changed to introduction</li> +<li>Page 111: efficiences changed to efficiencies</li> +</ul> +</div> + +<p> </p> +<hr class="full" /> +<div class="pg"> +<p>***END OF THE PROJECT GUTENBERG EBOOK A RATIONAL WAGES SYSTEM***</p> +<p>******* This file should be named 46977-h.htm or 46977-h.zip *******</p> +<p>This and all associated files of various formats will be found in:<br /> +<a href="http://www.gutenberg.org/dirs/4/6/9/7/46977">http://www.gutenberg.org/4/6/9/7/46977</a></p> +<p> +Updated editions will replace the previous one--the old editions will +be renamed.</p> + +<p>Creating the works from print editions not protected by U.S. copyright +law means that no one owns a United States copyright in these works, +so the Foundation (and you!) can copy and distribute it in the United +States without permission and without paying copyright +royalties. 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