"But these," said Mr. Taylor, in speaking of the methods of Scientific Management, "are incidents in the course of Scientific Management. Its great underlying purpose is the achievement of prosperity for the workers and for the employers." Mr. Taylor's definition of prosperity, given on another occasion, is one of the finest the present writer has ever heard. "By a man's prosperity, I mean his best use of his highest powers."
It may be asked, after the efficiency of workers has been increased by scientific study, what provision is made by scientific study for their increased compensation. While Mr. Taylor was at the Bethlehem Steel Company, Mr. Henry L. Gantt, then engaged with him in reorganizing the Bethlehem Steel Works, first applied the Bonus and Task system of compensation, which may be described loosely as a premium paid if a certain predetermined amount be accomplished in a certain time. Its general principles are these:[48]--
1. "A scientific investigation in detail of each piece of work and the determination of the best method and the shortest time in which the work can be done."
2. "A teacher capable of teaching the best methods and shortest time."
3. "Reward for both teacher and pupil, when the latter is successful."[49]
About five years ago Mr. Gantt was consulted concerning the application of Scientific Management in a New England Cloth Finishing house. The installation of the new system here began on the eve of a strike which the workers lost. The history of this strike and its causes is not a part of this account. Only these facts concerning it bear upon the present subject. The strike started among the men folders, then folding 155 pieces of cloth a day for $10 a week on week wages, and asking for ten per cent increase of wage without increase of output. The women folders' wage on lighter work was $7.50. As will be seen, this request was met by Scientific Management. The wage was increased far beyond ten per cent. The output was increased, both by improved mechanical methods, and by a standard of more expert work, to from 447 to 887 pieces a day. The engineers of Scientific Management had not on either one side or the other any part whatever in the strike. But undoubtedly one of its contributing causes was a distrust aroused by the rumor that a new system of work was to be inaugurated.