The processes of
production do not of themselves as we know compel the workers'
application or stimulate their desire for productive enterprise.
It is in the nature of the case impossible to increase the wage
incentive indefinitely. One large and scientifically managed plant has
made remarkable provisions for staving off the time when the dead line
is reached. They have taken stock account of the labor power they
require, the amount of energy which each worker possesses, for the
purpose of evaluation and payment. They have undertaken to cover as
separate items each condition which affects a worker's relation to
his job. They rate as separate items the worker's proficiency,
reliability, continuity in service, indirect charges, increased cost
of living, and periods of lay-off; they rate him according to the
number of technical processes he is proficient in, whether or not he
is engaged on more than one; they rate him if he attends the night
school connected with the factory and shows in this way a disposition
to learn other operations than, those he already knows. Why, they
wonder, does only ten per cent of the force take advantage of the
school and what, they are eager to find out, can they do further to
secure the men's cooeperation. For "cooeperation," they say, "in a
special way deserves credit, since it is unexpected ... certain well
defined acts of cooeperation will bring extra reward." Their rewards so
carefully calculated did not seem to enlist response as spiritual in
its nature as cooeperation.
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