An employee should not be dismissed as hopelessly lazy till he has shown this attitude <p 163> in more than one department or has failed to respond to different forms of stimulation. Changes in wages may often be placed under the authority of some person or committee other than the immediate superiors of the employees involved. This authority may be vested in the direct representatives of the executives or in such a committee as would be formed by representatives of the executives and also employees from the different departments of the establishment. _Payment of wages, so far as possible, should be made to appeal to the instincts for social distinction and for acquisition as well as to the instinct for self-preservation_. Wages should never be reduced without a tactful and sincere attempt to convince the men of the necessity of such an act. Increase in wages may well be made a personal matter. Some firms, however, are most successful with a mechanical wage system in which employees know exactly the conditions necessary for an increase in wages. All work should be thoroughly supervised <p 164> and inspected so that employees know that good service will be recognized and rewarded. The policy of filling all positions from the ranks seems growing in favor, since it gives certain hope for advancement and hence greater satisfaction with the present wage. The wage may well include a tacit insurance for the future. Employees should be assured that so long as they remain faithful to the firm, their work and pay will continue, and that in accident or old age they will be provided for. Accepted thus, the wage secures increased service. CHAPTER VII PLEASURE AS A MEANS OF INCREASING HUMAN EFFICIENCY TO prevent the usual ``summer slump'' in output, the manager of a factory employing a hundred or more sewing girls on piecework tried various methods. He began with closer individual supervision by the forewomen. He set up a bulletin board and posted daily the names of the five highest operators. He added small cash prizes weekly. He adopted a modified bonus system framed so as not to interfere with the established average of winter tasks. With each his success was only partial. Ten or a dozen of the more energetic girls responded to the stimulus; on the majority the effect was slight. The problem was serious. June, July, and August comprised the season when his prod- <p 165> <p 166> ucts were at a premium, when future orders were frequently lost because partial deliveries could not be made immediately. Studying the question, he noted specifically, what he already knew, that the output dropped as the temperature rose. A cool day sandwiched into a week of hot weather frequently equaled the best winter records. This fact, coupled with the observation that the spirit of his working force seemed to change with the change of temperature from warm to cold, helped him to arrive at the right solution.