Efficiency Methods
An Introduction to Scientific Management

l8o EFFICIENCY METHODS have chosen to abide by piece-work in certain industries, by time-wages in others, according to the differing conditions in each. In 1904 about two- thirds of the men in Unions were on time-wages.1 Before the war, with a much greater proportion of workers in Unions, the general trend was towards time-wages, as on the whole subject to fewer abuses. Efficiency managers have said that the time system of payment is a better foundation for the modifica- tions they wish to introduce than piece-rates. A minor difficulty in their programme in that case, however, presents itself at once. Men paid by time have no particular reason to be pleased at every hindrance being cleared out of their way in order that they may turn out more work. As we have seen in chap, xiii., the ordinary systems giving some bonus for extra output are extremely unpopular. It was also suggested at the end of that chapter that collective bargaining ought to be used to fix the minimum day-wage paid under any scientific management plan of task and bonus. The Ameri- can employers are apt to constitute this minimum as “ the average wages paid in the neighbourhood.” The British Unionswill expect their standard rate to be taken as the basis, even though there may be some variation in this according to the neighbour- hood. The existence of this standard rate has been essentially misunderstood by British middle-class people, and concluded to be that mythical uniform i S. and B. Webb, " Industrial Democracy,” p. 286.