The Principles of Scientific Management

20 THE PRINCIPLES OF SCIENTIFIC MANAGEMENT ‘Why should I work hard when that lazy fellow gets the same pay that I do and does only half as much work? ’ “A careful time study of men working under these conditions will disclose facts which are ludicrous as well as pitiable. “To illustrate: The writer has timed a naturally energetic workman who, while going and coming from work, would walk at a speed of from three to four miles per hour, and not infrequently trot home after a day’s work. On arriving at his work he would immediately slow down to a speed of about one mile an hour. When, for example, wheeling a loaded wheelbarrow, he would go at a good fast pace even up hill in order to be as short a time as possible under load, and immediately on the return walk slow down to a mile an hour, improving every oppor- tunity for delay short of actually sitting down. In order to be sure not to do more than his lazy neighbor, he would actually tire himself in his effort to go slow. “These men were working under a foreman of good reputation and highly thought of by his employer, who, when his attention was called to this state of things, answered: ‘Well, I can keep them from sitting down, but the devil can’t make them get a move on while they are at work.’ “The natural_laziQess of men is serious, but by far the greatest evil from which both workmen and employers are suffering is the systematic soldiering which is almost universal under all of the ordinary