The final word on chairs in this preliminary work is that some sort of a chair should be provided for every member of the organization. There is a wide-spread belief that one chair for every two or three or more workers is sufficient; that “they can change off using it.” The argument was something like this: “No one needs to sit more than one-third of the time, therefore one chair to each three workers is enough,” etc. The chief fallacy is the implied idea that the rest periods of the workers can be so arranged that the chairs can be in constant use, and that each worker will have a chair at his or her disposal at the proper time. Now in theory, of course, this is not an impossible arrangement. It might have to be made if chairs and seats cost many dollars apiece, and it probably would be done then, if there was a proper realization of the importance of overcoming fatigue. But when chairs are as cheap and plentiful as they are now, there is no excuse for thinking of such a condition. In practice, where there are not enough chairs for every one, at certain times of the day the chairs are empty, as every one is busy. At other times, when work is duller, the chairs are all used, and many workers are trying to rest as best they can, standing. These conditions can be noted in any drygoods store, in any shop or factory where there is an inadequate supply of chairs. “A seat for each and every worker whether he needs it or not;” this is the third slogan. Betterment Work. The third division of provision for rest falls under the general heading of betterment work, or what is popularly called “welfare work.” The term “betterment work” is used by those who are interested in measured management instead of “welfare work,” to emphasize a distinction in thought. Some welfare work implies that it is the gift of the manager to the workers. Betterment work is the same type of work, done with the distinct understanding that what is done is for the good and profit of the organization. It is the due of every member of the organization to have the best resting condition possible. Making these conditions better is betterment work. There is no intention to criticize welfare work. Most welfare work is betterment work. Some workers, however, object to welfare work as implying “charity.” Therefore, we say betterment work. It is the worker’s due that he gets. Such work comprises establishing rest rooms, lunch rooms, entertainments--anything that can make the resting time more attractive and profitable. It may also imply the service of a betterment worker or a staff of such workers; or it may be that the organization itself takes up the work co-operatively, with no outsider to direct it. Doubtless some such activity already exists. If so, it would be the duty of the fatigue eliminators to recognize it and encourage it.