The Principles of Scientific Management

74 THE PRINCIPLES OF SCIENTIFIC MANAGEMENT Bethlehem men. The Pittsburg men offered 4A cents a ton for unloading exactly the same ore, with the same shovels, from the same cars, that were unloaded in Bethlehem for 3A cents a ton. After carefully considering this situation, it was decided that it would be unwise to pay more than 3A cents per ton for unloading the Bethlehem cars, because, at this rate, the Bethlehem laborers were earning a little over 31.85 per man per day, and this price was 60 per cent, more than the ruling rate of wages around Bethlehem. A long series of experiments, coupled with close observation, had demonstrated the fact that when workmen of this caliber are given a carefully measured task, which calls for a big day’s work on their part, and that when in return for this extra effort they are paid wages up to 60 per cent, beyond the wages usually paid, that this increase in wages tends to make them not only more thrifty but better men in every way; that they live rather better, begin to save money, become more sober, and work more steadily. When, on the other hand, they receive much more than a 60 per cent, increase in wages, many of them will work irregularly and tend to become more or less shiftless, extravagant, and dissi- pated. Our experiments showed, in other words, that it does not do for most men to get rich too fast. After deciding, for this reason, not to raise the wages of our ore handlers, these men were brought into the office one at a time, and talked to somewhat as follows: