The Principles of Scientific Management

18 THE PRINCIPLES OF SCIENTIFIC MANAGEMENT those who are under paid. For every individual, however, who is overworked, there are a hundred who intentionally underwork — greatly underwork — every day of their lives, and who for this reason deliberately aid in establishing those conditions which in the end inevitably result in low wages. And yet hardly a single voice is being raised in an endeavor to correct this evil. As engineers and managers, we are more inti- mately acquainted with these facts than any other class in the community, and are therefore best fitted to lead in a movement to combat this fallacious idea by educating not only the workmen but the whole of the country as to the true facts. And yet we are practically doing nothing in this direction, and are leaving this field entirely in the hands of the labor agitators (many of whom are misinformed and mis- guided), and of sentimentalists who are ignorant as to actual working conditions. Second. As to the second cause for soldiering — the relations which exist between employers and employés under almost all of the systems of manage- ment which are in common use — it is impossible in a few words to make it clear to one not familiar with this problem why it is that the ignorance of employers as to the proper time in which work of various kinds should be done makes it for the interest of the workman to “soldier.” The writer therefore quotes herewith from a paper read before The American Society of Mechan- ical Engineers, in June, 1903, entitled “Shop Man-