and it was the work of the foremen to find out where the place was, or so to speed up the men that the output should be increased and the cost lowered. Whether the defects were really remedied, or simply concealed by temporarily speeding up, was not seriously questioned.
Moreover, until measuring devices are secured, the only standard is what someone thinks about things, and the pity of it is that even this condition does not remain staple.
Transitory Management Realizes Value of Measurement.
— One of the first improvements introduced when Traditional Management gives place to the Transitory stage is the measurement of the separated output of individual workers. These outputs are measured and recorded. The records for extra high outputs are presented to the worker promptly, so that he may have a keen idea constantly of the relation of effort to output, while the fatigue and the effort of doing the work is still fresh in his mind.
The psychology of the prompt reward will be considered later at length, but it cannot be emphasized too often that the prompter the reward, the greater the stimulus. The reward will become associated with the fatigue in such a way that the worker will really get, at the time, more satisfaction out of his Page 097 fatigue than he will discomfort; at the least, any dissatisfaction over his fatigue will be eliminated, by the constant and first thought of the reward which he has gotten through his efforts.
This record of efficiency is often so presented to the workers that they get an excellent idea of the numerical measure of their efficiency and its trend. This is best done by a graphical chart.
The records of the outputs of others on the same kind of work done concurrently, or a corresponding record on work done previously, will show the relative efficiency of any worker as compared with the rest. These