Efficiency Methods
An Introduction to Scientific Management

REMUNERATION I45 that approximately one-third is to go to workman, one-third to employer, one-third to “ maintaining the system and carrying out further investigations.’* She does not consider the lowering of selling price ; but she does make clear, what other writers do not, that the defraying of the extra expense entailed by efficient management is an entirely different claim on profits from the employer’s, which is merely the desire for higher dividends. Emerson sees this quite clearly, and spoke in his interview with Mr. Hoxie1 of the reward being apportioned to four classes : “ worker, saver, society and leader.” These seem to correspond to worker, scientific manager, consumer—and, presumably, employer. He does not suggest an equal division, but is confident that a just division can be made? Some attempt to determine what is the portion due to the worker seems certainly necessary if intelligent workmen are to be satisfied, and fully willing to co-operate. The attitude frankly taken by Mr. Halsey, that he would give only the least increase of wage that he thought would be accepted, will never be taken by a scientific manager, for he has to work on the principle of permanent high wages as one of the essentials in his programme ; he 1 " Scientific Management and Labour,” p. 163. a Prof. E. D. Jones, in a general criticism on Taylorian methods in the American Economic Review (June, 1913), suggests that if the bonus to labour is that which induces it to co-operate, the reward to capital should be similarly what secures the maintenance of the new conditions, and that the remainder of the profit should pass to the consumer in lowered prices. See also J. A. Hobson, “ Science of Wealth.”