TEACHING MEN TO DO BETTER WORK-WAGE-PAYMENT PLANS AND HOW TO USE THEM-KEEPING WORKERS FIT - BUILDINGS AND UPKEEP lKACHINERY AND EQUIPMENT, MATERIALS AND SUPPLIES LABOR OPERATION AND COSTS EXECUTIVE CONTROL -- CONTENTS --- BUILDING UP THE FORCE CHAPTE PAQE I LAYING DOWN INDUSTRIAL POLICIES . 11 Why personalities clash in the factory organization 11- Taking an industrial. audit 1-The six kinds of personal relationships in every business 18--Getting at the causes of ill will between workers and management 15-How an audit is used to correct policies and in planning ahead e3 -Three principles for handling labor problems HIRING AND ADVANCING WORKMEN . . 5t5 How poor selection of workers cost one manufacturer his success 25-Where and how to get good men B-Two classes of workers 7-hbor supply for emergencies 30- How working conditions affect employment 81 I11 PICKING THE BEST MAN FOR THE JOB . . S Practical methods for choosing men 33--Qualities to look for in hiring 33-What to do about application blanks 36- Investigating mens records 39-Discovering applicants abilities and placing men where they can do thew best 40 IV STARTING MEN RIGHT . . 41 What information a nek employee has a right to expect from the management 41-Employees handbooks 4-In- strutting and training new men 44 V RECORDS THAT GAGE WORK AND WORTH . 48 Organizing an em loyment department 48-How one com- pany keeps recorg of its 18,000 employees 60Scoring an employees output 57-Checking on an applicants physical condition 58-Keeping books on the worth of workmen 61 11-TEACHING MEN TO DO BETTER WORK V1 THE WAY TO WORK WITH MEN . . 65 Rewards that make for contentment 65-Workers good will is necessary to make efficiency systems successful 66 G CONTENTS XIV SHOWLNG UNSKILLED LABOR HOW . Why cheap labor is expensive 68-The five steps in teaching unskilled labor to do better work 69-Finding the one best way 71--Standardizing rest periods 71-Determining best length of working day 79-Setting tasks on a fair wage basis 79-When men will reach the standard 75 TEACHING BOYS TO BE ABLE WORKMEN . , . Finding the hidden traits that reveal the boy 78-When not to hire a boy 78-How to control boys 79-Developing boys for higher positions 80 TRAINING WOMEN OPERATIVES . . . . Why special training is necessary 83-Arousing ambition and loyalty in women workers 84-Determining advancement by ability 87 DEVELOPING SKILL THROUGH MOTION STLDY . Saving twelve per cent on the invested capital 89-How to make a motion study 90-Establishing a piece rate from time studies 90-Saving 500 a year on one operation 95 -Detecting wasted motion by photographs 96 - 111-WAGE-PAYMENT PLANS AND HOW TO USE THEM FIXING THE REWARD FOR WORK . Changing conditions in the labor market 103-What pay buys 104-How driving methods have given place to funda- mental incentives 105-When welfare work succeeds and when it fails 107-Adjusting wages by the cost of living 111 PAYING A PREMIUM FOR EXTRA EFFORT Why more than the market rate is necessary 113-Where the piece rate plan fails 114-Towne-Halsey plan 114- Nine standard plans of paying for work 115-Figuring premiums under the Rowan plan 116-The Emerson and Taylor systems 117-Training men to cooperate 119 MAKING THE MOST OF DAY WORK . Adjusting day work to other wage-payment systems in the same plant 122-Blackboard schedules that pace the days work 124-When day work is satisfactory to employer and employees 196-How close to inspect under day work 129 HOW TO APPLY PIECE RATES ...
