The Principles of Scientific Management

142 THE PRINCIPLES OF SCIENTIFIC MANAGEMENT out of work, should realize that the one element more than any other which differentiates civilized from uncivilized countries — prosperous from poverty- stricken peoples — is that the average man in the one is five or six times as productive as the other. It is also a fact that the chief cause for the large per- centage of the unemployed in England (perhaps the most virile nation in the world), is that the workmen of England, more than in any other civilized country, are deliberately restricting their output because they are possessed by the fallacy that it is against their best interest for each man to work as hard as he can. The general adoption of scientific management would readily in the future double the productivity of the average man engaged in industrial work. Think of what this means to the whole country. Think of the increase, both in the necessities and luxuries of life, which becomes available for the whole country, of the possibility of shortening the hours of labor when this is desirable, and of the increased opportunities for education, culture, and recreation which this implies. But while the whole world would profit by this increase in production, the manufacturer and the workman will be far more interested in the especial local gain that comes to them and to the people immediately around them. Scientific management will mean, for the employers and the workmen who adopt it — and particularly for those who adopt it first — the elimination of almost all causes for dispute and disagreement between them. What constitutes a fair day’s work