This was done in this case through establishing what is known as
differential rate piece work. *begin footnote* See paper read before the
American Society of Mechanical Engineers, by Fred. W. Taylor, Vol. XVI,
p. 856, entitled "Piece Rate System." *end footnote* Under this system
the pay of each girl was increased in proportion to the quantity of her
output and also still more in proportion to the accuracy of her work.

As will be shown later, the differential rate (the lots inspected by the
over-inspectors forming the basis for the differential) resulted in a
large gain in the quantity of work done and at the same time in a marked
improvement in the quality.

Before they finally worked to the best advantage it was found to be
necessary to measure the output of each girl as often as once every
hour, and to send a teacher to each individual who was found to be
falling behind to find what was wrong, to straighten her out, and to
encourage and help her to catch up.

There is a general principle back of this which should be appreciated by
all of those who are especially interested in the management of men.

A reward, if it is to be effective in stimulating men to do their best
work, must come soon after the work has been done. But few men are able
to look forward for more than a week or perhaps at most a month, and
work hard for a reward which they are to receive at the end of this
time.

The average workman must be able to measure what he has accomplished and
clearly see his reward at the end of each day if he is to do his best.
And more elementary characters, such as the young girls inspecting