The Principles of Scientific Management

136 THE PRINCIPLES OF SCIENTIFIC MANAGEMENT It does seem grossly unjust when the bare state- ment is made that the competent pig-iron handler, for instance, who has been so trained that he piles 3A times as much iron as the incompetent man formerly did, should receive an increase of only 60 per cent, in wages. It is not fair, however, to form any final judgment until all of the elements in the case have been con- sidered. At the first glance we see only two parties to the transaction, the workmen and their employers. We overlook the third great party, the whole people, — the consumers, who buy the product of the first two and who ultimately pay both the wages of the workmen and the profits of the employers. The rights of the people are therefore greater than those of either employer or employé. And this third great party should be given its proper share of any gain. In fact, a glance at industrial history- shows that in the end the whole people receive the greater part of the benefit coming from industrial improvements. In the past hundred years, for example, the greatest factor tending toward increas- ing the output, and thereby the prosperity of the civilized world, has been the introduction of machin- ery to replace hand labor. And without doubt the greatest gain through this change has come to the whole people — the consumer. Through short periods, especially in the case of patented apparatus, the dividends of those who have introduced new machinery have been greatly in- creased, and in many cases, though unfortunately