Efficiency Methods
An Introduction to Scientific Management

WELFARE WORK 153 that a reason for this is that the kind of work amongst which Taylor did the earlier part of his organizing was out of doors; and that therefore the questions of light, heating, ventilation, cleanli- ness or neatness did not count for quite as much as they do in a closed-in factory where workers remain almost stationary. The same might be said of Gilbreth’s bricklayers. Taylor’s own interesting studies in fatigue were based entirely on the exer- tions of the worker. At the close of “ Shop Manage- ment ” (pp. 201-2) he gives as his general opinion on “ welfare work ” that it is “ of secondary im- portance. “ They ” (i.e. “ aids and improvements ”) “ should come in all establishments, but they should come after the great problem of work and wages has been permanently settled to the satisfaction of both parties.” Mr. Gilbreth has taken an entirely different view, and evidently considers the “ aids and improve- ments ” part of his programme. He has led the way, in his fatigue-study, to laying great emphasis on the importance of all the external conditions in industrial establishments, as factors for or against fatigue. It may, in fact, be said that the new management has definitely linked itself to welfare work by making the study of fatigue one of its functions. Less prominence, however, is given to this function by some exponents of the method, who say little about fatigue. Mr. Gilbreth’s view of welfare work is worth quoting in extenso :