He will do this side by side with the employer's engineer, and he must allow the firm to choose the worker (who would, of course, be a union man), so that there can be no complaint of unfairness and no accusation can be made that the union desires to impose conditions on the employer. A comparison between the times thus obtained and the firm's standard times will show at once whether the complaint is well founded. The allowances on the fastest time in order to obtain standard time is a matter more open to arrangement. It is, in fact, one of the most vital matters in connection with the time study system, and one where the most unfairness will take place. But an approximate check may be obtained because the handling times of each element of the job can be totalled and the cutting times totalled, and according to the circumstances of the case the allowances can be arranged. The relation between reward and standard times is a simple matter. It is only necessary to see that reward when standard efficiency is reached is at least 25 per cent. of the day wage. That is to say, if wages are 20s., the reward when the work reaches standard efficiency should be 5s.; if wages are 30s., reward should be 7s. 6d.; if wages are 40s., it should be 10s. (_c_) SCIENTIFIC MANAGEMENT AND THE REWARD SYSTEM. This Reward System, when based on time study, is a part of what is called "scientific management," and cannot be carried on without proper departments for standardising products and methods of production, planning and routing the work, attending to tool repair and replacement, examining and maintaining machine tools and driving gear, keeping stores and stocks, inspecting the product, costing production accurately, preventing waste, keeping the sales and publicity department up to a high standard, and watching every phase of the work so as to keep everything up to a high pitch of efficiency. All this does not directly concern the worker. His chief interest lies in whether his conditions of work are improved, whether he suffers less fatigue, whether he gets more wages, whether he does his fellow-worker no injury in earning high rewards If he is satisfied on these points, then all the rest does not concern him. Now, scientific management is not some fanciful suggestion that the worker may accept if it pleases him, and refuse if it doesn't. It is here already, and the war will cause an enormous increase in the number of firms adopting it. And where scientific management is introduced, efficiency in production follows--that is what it is for. The point is, is the worker going to accept it and its consequences, understanding it, seizing its good points, rejoicing in increased efficiency, increased wages, and increased opportunities of a satisfactory life which these things provide, or is he going to resent it and try to fight it as his fathers fought against the introduction of machinery?