e various methods of doing work and
their results.

INCENTIVES WITH INDIVIDUAL RECORDS.--The greatest value of
recorded outputs is in the appreciation of the work of the
individual that becomes possible. First of all, appreciation by the
management, which to the worker must be the most important of all,
as it means to him a greater chance for promotion and for more pay.
This promotion and additional pay are amply provided for by
Scientific Management, as will be shown later in discussing
Incentives and Welfare.

Not only is the work appreciated by the management and by the
man himself, but also the work becomes possible of appreciation by
others. The form of the record as used in Scientific Management, and
as introduced early in the transitory stage, makes it possible for
many beside those working on the job, if they take the pains to
consult the records, which are best posted in a conspicuous place on
the work, to know and appreciate what the worker is doing. This can
be best illustrated, perhaps, by various methods of recording output
on contracting work,--out-of-door work.

The flag flown by the successful contestants in the athletic
contests, showing which gang or which individual has made the
largest output during the day previous, allows everyone who passes
to appreciate the attainment of that particular worker, or that
group of workers. The photographs of the "high priced men," copies
of which may be given to the workers themselves, allow the worker to
carry home a record and thus impress his family with what he has
done. Too often the family is unable by themselves to understand the
value of the worker's work, or to appreciate the effect of his home
life, food, and rest conditions upon his life work, and this entire
strong element of interest of the worker's family in his work is
often lost.

RELATION OF INDIVIDUAL RECORDS TO SCIENTIFIC MANAGEMENT IN
GENERAL.--Any study of Records of an individual's work again makes
clear that no one topic of Scientific Management can be properly
noted without a consideration of all other elements. The fact that
under Scientific Management the record with which the man most
surely and constantly competes is his own, as provided for by the
individual instruction card and the individual task; the fact that
under Scientific Management the man need be in no fear of losing his
job if he does his best; the fact that Scientific Management is
founded on the "squar