The Principles of Scientific Management

88 THE PRINCIPLES OF SCIENTIFIC MANAGEMENT room for years was instructed to interview one after another of the better inspectors and the more in- fluential girls and persuade them that they could do just as much work in ten hours each day as they had been doing in ten and one-half hours. Each girl was told that the proposition was to shorten the day’s work to ten hours and pay them the same day’s pay they were receiving for the ten and one-half hours. In about two weeks the foreman reported that all of the girls he had talked to agreed that they could do their present work just as well in ten hours as in ten and one-half and that they approved of the change. The writer had not been especially noted for his tact so he decided that it would be wise for him to display a little more of this quality by having the girls vote on the new proposition. This decision was hardly justified, however, for when the vote was taken the girls were unanimous that 10| hours was good enough for them and they wanted no innova- tion of any kind. This settled the matter for the time being. A few months later tact was thrown to the winds and the working hours were arbitrarily shortened in suc- cessive steps to 10 hours, 94, 9, and 8| (the pay per day remaining the same); and with each shortening of the working day the output increased instead of diminishing. The change from the old to the scientific method in this department was made under the direction of Mr. Sanford E. Thompson, perhaps the most