In order to find the amount of reward at any efficiency, read off the efficiency on the bottom line, run a pencil along the line corresponding to this efficiency until it touches the graph, then run the pencil along horizontally until it reaches the vertical scale. Read off the percentage of reward on the vertical scale. It will be seen at once that any efficiency below the reward point means that no reward is earned, but that there is no reduction of day wages. (The Taylor and Gantt methods are exceptions to this rule.) The diagram on p. 88 is a descriptive one. The first column shows wages plus reward on a wage basis of 8d. per hour. The second column shows wages plus reward on a wage basis of 10d. per hour. The third column shows the proportion of the reward to the day wage for any efficiency, the day wage being considered 100 per cent. The efficiencies are shown along the bottom line, and the 100 per cent. efficiency line is dotted. [Illustration: DESCRIPTIVE DIAGRAM] Two methods of wage payment are plotted on this diagram, the full line being Reward System No. 1, and the dotted line the Taylor System. For convenience the following diagrams are enlarged: Nos. 1, 2, 3, 4, and the Emerson diagrams consist of the rectangle ABCD, and the Taylor and Gantt diagrams consist of the rectangle EFGH. The Rowan diagram is to the same scale as the Taylor and Gantt diagrams. The relation between the vertical and horizontal scales has also been altered to make the readings clearer. (_a_) REWARD SYSTEM NO. 1. In this method, reward begins at 62.5 per cent., and half the time saved is paid for until standard time is reached. At that point and above it two-thirds of the time saved is paid for. Reward begins early, and increases definitely until standard time is reached. Then there is a considerable jump, and after that the reward goes on regularly at a higher rate than before. This method is, in the opinion of the writer, the best of all reward payments, and carries out the spirit of reward principles better than any other. The worker gets some reward, however little, and there is a direct incentive to reach 100 per cent. efficiency owing to the rapid increase of reward at that point. If he gets nothing, then he either feels ashamed of his laziness, or, what is more likely, he inquires into the reason why he has received no reward. This is just what the employer wants, as it discovers inefficiencies in connection with machinery or supplies or with other processes or routines. At the same time, an inaccurate time study neither penalises the worker too much on the one hand, nor causes excessive reward on the other. Yet again, the worker always gets his day rate even though his efficiency falls below the reward point. It is eminently suitable for both employer and worker. [Illustration: N^o. 1] (_b_) REWARD SYSTEM NO. 2.