NECESSITY FOR WORKERS BEARING THIS LOSS.--In any case, whether the blame for losing the bonus is the worker's fault directly or not, he loses his bonus. This, for two reasons; in the first place, if he did not lose his bonus he would have no incentive to try to discover flaws before delays occurred; he would, otherwise, have an incentive to allow the material to pass through his hands, defective or imperfect as the case might be. This is very closely associated with the second reason, and that is, that the bonus comes from the savings caused by the plan of management, and that it is necessary that the workers as well as the management shall see that everything possible tends to increase the saving. It is only as the worker feels that his bonus is a part of the saving, that he recognizes the justice of his receiving it, that it is in no wise a gift to him, simply his proper share, accorded not by any system of philanthropy, or so-called welfare work, but simply because his own personal work has made it possible for the management to hand back his share to him. USERS OF ANY TASK SYSTEM APPRECIATE OTHER TASK SYSTEMS.--It is of great importance to the workers that the users of any of these five methods of compensation of Scientific Management are all ready and glad to acknowledge the worth of all these systems. In many works more than one, in some all, of these systems of payment may be in use. Far from this resulting in confusion, it simply leads to the understanding that whatever is best in the particular situation should be used. It also leads to a feeling of stability everywhere, as a man who has worked under any of these systems founded on time study can easily pass to another. There is also a great gain here in the doing away of industrial warfare. SHORTER HOURS AND HOLIDAYS EFFECTIVE REWARDS.--Probably the greatest incentive, next to promotion and more pay, are shorter hours and holidays. In some cases, the shorter hours, or holidays, have proven even more attractive to the worker than the increase of pay. In Shop Management, paragraph 165, Dr. Taylor describes a case where children working were obliged to turn their entire pay envelopes over to their parents. To them, there was no particular incentive in getting more money, but, when the task was assigned, if they were allowed to go as soon as their task was completed, the output was accomplished in a great deal shorter time. Another case where shorter hours were successfully tried, was in an office where the girls were allowed the entire Saturday every two weeks, if the work was accomplished within a set amount of time. This extra time for shopping and matinees proved more attractive than any reasonable amount of extra pay that could be offered.