He must have the opportunity to enjoy
his work and realize himself in its performance." "In our plant,"
he remarks, "we never made it a practice to determine arbitrarily
standard methods for performing an operation, for we believe that
the men who are actually doing the work have generally as much to
contribute as the foremen and department heads in deciding standard
practices; and because we give the workman the chance to have the most
to say about the matter, he is willing to conform to the standard,
because it really represents a concensus of opinion of the men in his
particular group." It is significant in this connection to remember
that he does not pay the men by special methods to get the return. "I
am not necessarily opposed to piece work or task and bonus methods
of payment.... We have been able to obtain splendid results without
resorting to a system of immediate money rewards." He thinks it is
better to pay the workers liberally so that they "can forget this
economic pressure and do good work because of the joy that comes from
the consciousness of work well done."
Scientific management like ordinary management as a matter of fact
does not want to cultivate initiative in the rank and file of workers;
it would like to find more of it; and its eternal expectation is that
enough of it will rise out of the oppressive atmosphere of the factory
system to supply its limited needs. Scientific management especially
wants this, as it must have more foremen and teachers to carry forward
its advanced schemes of organization.
Pages:
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54