Efficiency Methods
An Introduction to Scientific Management

TRADES UNIONS 165 were to be paid he defined as skill and experience , and this would be done according to “ supply and demand modified to some extent by the Unions.” The third count, for “ intelligent co-operation," was a matter to be left wholly to employer and em- ployé. In an article of more recent date in the Iron Age he says explicitly: “ I do not care how strongly a shop is organized,” explaining in the context that no Union will object to standard efficiency or time being constituted if the matter is properly put before them. Mr. Hoxie2 quotes from Mr. Emer- son’s recorded testimony to the Commission on Industrial Relations that he “knows of nothing that would make it [the system he advocates] antagonistic to collective bargaining.” Mr. Hoxie finds, however, that Mr. Emerson’s attitude in their interviews was not consistent with this state- ment, and Mr. Emerson certainly seems to have been evasive. The upshot of his comments, given there, on Taylor’s views, is to endorse this one of Taylor’s:—that where matters of management are reduced to objective scientific fact, any bargaining is out of place. He adds, though, that under any management an employer may be unjust, and in that case Trades Unionism would not be un- necessary. Mr. F. E. Cardullo, of the New Hampshire School of Agriculture, has written a good deal lately, with 1 Iron Age, vol. Ixxxii. 1908. 1 '* Scientific Management and Labour,” p. 163-