In this case the reward consists of payment for half the time saved, and reaches 30 per cent. increase on the wage rate at 100 per cent. efficiency. It is suitable for many classes of work, and neither worker nor employer suffer too much in the event of an inaccurate time study. Reward begins early and is a direct incentive to efficiency, but there is not the same urge towards the 100 per cent. line as in the case of System No. 1. Usually there is an extra bonus given, say 5 per cent., to those reaching standard time, and this takes the form of a lump sum, so that the angle of the line of increase is not interfered with. [Illustration: N^o. 2] (_c_) REWARD SYSTEM NO. 3. Reward in this case begins at 80 per cent. efficiency and all the time saved is paid for. It is a method suitable for high-class workers and necessitates a very accurate time study. It needs a decided effort to get reward, but once reward begins it increases rapidly. An inaccurate time study means either little or no reward if the inaccuracy results in increasing the difficulty of the job; while if it makes the job easy, then excessive rewards are earned. There is usually an extra bonus of 10 per cent. when standard time is reached. The system is suitable for automatic work where there cannot be a great variation in efficiency, and where the operations are to a large extent taken out of the hands of the worker. This method of payment is now adopted by Mr. Allingham after conference with trade-union officials, as it gives the worker the whole of the time saved. [Illustration: N^o. 3] (_d_) REWARD SYSTEM NO. 4. This is a diagram illustrating the example given in the foregoing description of the reward system. Reward begins at 75 per cent. efficiency, and when standard efficiency is reached the proportion of reward to job rate is 33-1/3 per cent. At this point a bonus of 5 per cent. is given, and the line of reward above this point is parallel to the line below it, but 5 per cent. higher. All the time saved is paid for, and from this point of view it is more satisfactory to the worker. Diagrams 1 to 4 are similar in principle to the Halsey bonus method, the vital difference being that Halsey bases his standard time on the average time taken under ordinary day or piece work conditions instead of on a time study. [Illustration: N^o. 4] (_e_) THE TAYLOR SYSTEM. This is the system advocated by Mr. Taylor, the originator of scientific management, and hence of the Reward System. A certain piece rate is paid until standard time is reached. At that point there is a jump to another higher rate, say from 10d. to 14d., a jump of 40 per cent. The worker gets this increase for all the work done, and the increased rate is paid on the rest of the work. The worker makes strenuous efforts to reach 100 per cent. efficiency because of the great increase, and also because he suffers directly when he fails to obtain it.