Efficiency Methods
An Introduction to Scientific Management

146 EFFICIENCY METHODS does not wish to beat down the workman to the lowest possible figure. But Dr. Taylor’s attitude about paying workmen was very little more satis- factory, from the point of view of justice. No reference is made to the increase of output, but he speaks (“ Shop Management,” pp. 25-29) of giving an increase of 30 per cent, to 100 per cent, on the ordinary day wage, according to the kind of job, saying that he arrived at the right percentage by “ a method of trial and error.” He certainly believed in original observation and experiment in psychological as other matters, but it is difficult to see how a manager will keep his workers in good temper while he is trying experiments on the amount of bonus suitable, and making frequent alterations. Then his theory, that “ it does not do for a man to get rich too fast,” though doubtless supported by many facts, is one which might be observed silently, but could not be proclaimed publicly.1 Indeed, a workman might be as much offended by the manage- ment expressing concern on these grounds as by the premium-bonus assumption that it would be a pity to pay him one penny more than the least sum that will induce him to make the extra exertion expected. The discussion on Remuneration has been neces- sarily rather protracted, not, as has been said already more than once, because it is of the first importance in the new management to adopt one system rather than another, but because it is the 1 In the American Magazine for June, 1911, he says that about 60 per cent, is enough to “ improve ” men.