brought up to the standard of maximum
results already reached by materials and
processes.

Few employers can gather a force of effi-

cient workers and keep them at their best.
Not only is it difficult to select the right men
but it is even harder to secure top efficiency
after they are hired. Touching this, there
will be no dispute. Experts in shop management
go even farther. F. W. Taylor, who has
made the closest and most scientific study,
perhaps, of actual and potential efficiency
among workers, declares that:--

``_A first-class man can, in most cases, do
from two to four times as much as is done on
the average_.''

``This enormous difference,'' Mr. Taylor
goes on to say, ``exists in all the trades and
branches of labor investigated, from pick-
and-shovel men all the way up the scale to
machinists and other skilled workmen. The
multiplied output was not the product of a
spurt or a period of overexertion; it was
simply what a good man could keep up for
a long term of years without injury to his
health, become happier, and thrive under.''