A rational wages system : $b some notes on the method of paying the worker a reward for efficiency in addition to wages — John Shaqi
A rational wages system : $b some notes on the method of paying the worker a reward for efficiency in addition to wagesAtkinson, Henry
General
A rational wages system : $b some notes on the method of paying the worker a reward for efficiency in addition to wages
Atkinson, Henry
Incentives in industry -- Great Britain; Wages -- Great Britain
In order to equalise the conditions for all workers, the unions
have fixed a standard rate of wages for all men working at any one
particular trade. This means that both good and bad workers receive the
same rate of pay.
Such an arrangement is quite unfair both to the good worker and to the
employer, and it gives the employer a very sound reason for opposing
the unions on all possible occasions.
But it is worse for the good worker than for the employer, because it
affects him in several ways. When two workers are at work side by side,
one a good worker and the other a slacker, it is galling for the good
man to know that the slacker gets the same wages as himself. It tends
to make the good man indifferent to his work, and it needs a good deal
of moral courage and great force of character for a man to keep on
doing his best under such circumstances, especially when one remembers
the great excess of slackers over good men, and how easy it is to find
a good excuse for slacking.
The extraordinary thing is that a man's union compels him to slack
even if he has no desire to do so. His fellow-unionists keep a watchful
eye on a good man, and if he is producing more than a certain quantity
he is told to ease up. There is no possible excuse for this attitude,
and it has done more to discredit the unions than any other thing. It
saps the good worker's morality, and reduces the whole ethics of Labour
and wage payment to the lowest possible standard.
Apart from the question of antagonism between the employer and the
worker, there is one factor missing, a factor that is all-important
even in the best type of day work and under the best conditions. It is
that the best method of doing the work is never known.
One man has one idea, another man has another; one man has his own
method, another man has a different method; one man has a certain knack
of using the special tools required for a particular job, another man
has only a general knowledge of their use; one man has done the job
many times and knows the short-cuts, another man is new to the job
and goes slowly; one man tackles the job haphazard, another spends
time in considering the best way of doing it; one man believes that
one form of tool is the best for certain metals, another man believes
in a different form; one man thinks a job should be done in this way,
another man thinks it should be done that way; one shop practice is to
do a job in such a manner and on such machines, another shop will do it
in a different way on a different type of machine.
And so it goes on....
All the time the foreman is hovering around, urging the men, praising
one man for his speed in order to get him to work quickly all the time,
but more generally bullying the slow man into working a bit faster. And
he settles all matters in an arbitrary manner, which means the job must
be done his way, right or wrong!
Public-domain text, read in full here on John Shaqi.
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