(a) That each workman should be given as far as possible the highest
grade of work for which his ability and physique fit him.

(b) That each workman should be called upon to turn out the maximum
amount of work which a first-rate man of his class can do and thrive.

(c) That each workman, when he works at the best pace of a first-class
man, should be paid from 30 per cent to 100 per cent according to the
nature of the work which he does, beyond the average of his class.

And this means high wages and a low labor cost. These conditions not
only serve the best interests of the employer, but they tend to raise
each workman to the highest level which he is fitted to attain by making
him use his best faculties, forcing him to become and remain ambitious
and energetic, and giving him sufficient pay to live better than in the
past.

Under these conditions the writer has seen many first-class men
developed who otherwise would have remained second or third class all of
their lives.

Is not the presence or absence of these conditions the best indication
that any system of management is either well or badly applied? And in
considering the relative merits of different types of management, is not
that system the best which will establish these conditions with the
greatest certainty, precision, and speed?

In comparing the management of manufacturing and engineering companies
by this standard, it is surprising to see how far they fall short. Few
of those which are best organized have attained even approximately the