ewarding these
separated outputs, and rewarding each worker for his individual
output.

BENEFITS OF THIS RECOGNITION.--The benefits of introducing these
features first are that the worker, (1) seeing his individual
output, is stimulated to measure it, and (2) receiving compensation
in accordance with his output, is satisfied; and (3) observing that
records are necessary to determine the amount of output and pay, is
glad to have accurate measurement and the other features of
Scientific Management introduced.

INDIVIDUALITY A FUNDAMENTAL PRINCIPLE OF SCIENTIFIC
MANAGEMENT.--Under Scientific Management the individual is the unit
to be measured. Functionalization is based upon utilizing the
particular powers and special abilities of each man. Measurement is
of the individual man and his work. Analysis and synthesis build up
methods by which the individual can best do his work. Standards are
of the work of an individual, a standard man, and the task is always
for an individual, being that percentage of the standard man's task
that the particular individual can do. Records are of individuals,
and are made in order to show and reward individual effort. Specific
individuals are taught those things that they, individually,
require. Incentives are individual both in the cases of rewards and
punishments, and, finally, it is the welfare of the individual
worker that is considered, without the sacrifice of any for the good
of the whole.

INDIVIDUALITY CONSIDERED IN SELECTING WORKERS.--Under Scientific
Management individuality is considered in selecting workers as it
could not be under either of the other two forms of management. This
for several reasons:

1. The work is more specialized, hence requires more
carefully selected men.
2. With standardized methods comes a knowledge to the
managers of the qualifications of the "standard men" who
can best do the work and continuously thrive.
3. Motion study, in its investigation of the worker, supplies
a list of variations in workers that can be utilized in
selecting men.[8]

VARIABLES OF THE WORKER.--This list now includes at least 50 or
60 variables, and shows the possible elements which may demand
consideration. When it is remembered that the individual selected
may need a large or small proportion of most of the variables in
order to do his particular work most successfully, and that every
single one of these vari