Efficiency Methods
An Introduction to Scientific Management

TRADES UNIONS 167 understanding, too, of Unions policy, in observing that they will be opposed to “ forms of welfare activity which tend to limit their power . . . during times of industrial strife ; ” while he is generally enthusiastic about welfare work.1 Meanwhile, outside critics of the efficiency move- ment have continually insisted that collective bar- gaining must be countenanced under the new methods. The final report of the Commission on Industrial Relations, 191s,2 says that the methods should be used with scrupulous care that the worker has (among other requisites) full opportunity for collective bargaining if he should so desire. The valuable article by the economist, Mr. F. T. Carlton, on “ Scientific Management and the Wage-Earner, sums up the situation by saying : 3 “ The collective bargain can be utilized to fix day wages, and amount or rate of premium or bonus.” These are exactly the two points to which we drew attention at the end of the chapter on Remuneration, as those on which the workmen collectively must be consulted. Possibly one reason why the leaders do not see this 1 The efficiency movement is, however, likely to suffer some damage from the attitude taken to Unions by the writers of popular articles in its favour. For instance, the American Magazine of April, 1913, contains an article by F. B. Copley, in which the following passage occurs : “ Scientific M^agemen knows no way of fixing returns for labour other than that whi has obtained all along where the natural workings of things have not been interfered with by Trades Unions.” 3 This can be read in the American Machinist, vol. xxxvi.i p. 473. 3 Journal of Political Economy, vol. xx„ p. 834. Reprinted in C. B. Thompson’s collection. See p. 731 of the latter.