As I have said scientific management has given the subject of incentives the same careful thought that it has given to the study of lost energy. The two important incentives for inducing the response of labor to productive enterprises which scientific management has carried forward in their applications, are wages and promotion. The general assumption is that the wage as an incentive has no limitations, except the physical limitation of a human being in response to stimulus. And surely it is true that the chance to "make money" is to-day the most powerful stimulus in use. But thoughtful managers of industrial enterprise tell you, incredible as it may seem, that the worker's objection to applying himself to his task is not invariably overcome by anticipation of the wage return; he will slack or be perverse or throw over a job in the face of opportunities to earn as good a wage or a better one than he can get elsewhere. It is well known that workers joint unions in the face of opposition of employers and at the risk of losing permanent positions. A resourceful manager in one of the most intelligently managed plants in the United States told me that women were less susceptible than men to the wage incentive. He found that many of them are content when their wage covers a sum which represents for them their personal requirements; that they cannot interest them in trying for more. On that account the manager takes up the case of the individual girl to see if her ambition to earn more money cannot be stimulated. They find sometimes that a mother requires her daughter to give in her whole wage at the end of the week and that the girl has no pleasure in the spending of it; they visit the mother and persuade her to let the girl keep a proportion of her wage and point out to the mother that she is limiting the girl's ambition. They also find girls who have entire control over the spending of their wages, who are without ambition to earn over and above a certain sum because that sum will meet their own recognized needs. The case of these girls the management tries to cover by encouraging them to save for vacations and other purposes which they offer by way of suggestion. In both of these instances the management undertakes to create new wants or ways of realizing wants which were not recognized by the workers themselves. The satisfaction of these wants may or may not be in the direction of extending experience and expanding contacts. But that is neither here nor there. The point is, the manager of the industry has used an incentive for increasing production which has no relation to production itself. He is forced to do this because he fails to make the process of production a matter of interest to the worker. The processes of production do not of themselves as we know compel the workers' application or stimulate their desire for productive enterprise.