In the great majority of cases the work is so miscellaneous in
its nature as to call for the employment of workmen varying greatly in
their natural ability and attainments, all the way, for instance, from
the ordinary laborer, through the trained laborer, helper, rough
machinist, fitter, machine hand, to the highly skilled special or
all-round mechanic. And while in a large establishment there may be
often enough men of the same grade to warrant the adoption of piece work
with the task idea, yet, even in this case, they are generally so
scattered in different parts of the shop that laying off one of their
number for incompetence does not reach the others with sufficient force
to impress them with the necessity of keeping up with their task.
It is evident then that, in the great majority of cases, the four
leading principles in management can be best applied through either task
work with a bonus or the differential piece rate in spite of the slight
additional clerical work and the increased difficulty in planning ahead
incident to these systems of paying wages. Three of the principles of
management given above, namely, (a) a large daily task, (b) high pay for
success, and (c) loss in case of failure form the very essence of both
of these systems and act as a daily stimulant for the men. The fourth
principle of management is a necessary preliminary, since without having
first thoroughly standardized all of the conditions surrounding work,
neither of these two plans can be successfully applied.
Pages:
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73