Neither worker nor employer can be satisfied with such a result, and mutual suspicion is the natural outcome. Yet all rates must be juggled with in this manner in the absence of a method whereby the time may be accurately determined.
It follows that, in the first place, the firm will not cut prices, and, in the second, that the first-class worker may earn the highest reward in his power, with the knowledge that he is not injuring the welfare of his fellow-workers in any way.
Now, suppose for some reason a worker takes longer than reward time to do a job, or suppose he produces less than reward quantity. It only means that he gets no reward. His day wages, 36s. or 24s. a week, or whatever it may be, are absolutely guaranteed. Whatever happens, his day wage is not interfered with. It must be kept in mind always that—Day wages are for attendance; reward, is for efficiency. The two things are distinct, and it is advisable to pay wages and reward earnings at different times. The firm must see to it that when the worker is in the works he earns his day wage, and in this respect the day wage standard is equivalent to reward production or reward time. If the worker does less than these he is not earning his wage, although he gets it, and such a case calls for the immediate attention of the firm as well as of the worker.
Let us sum up the foregoing points:
1. The time study gives all the workers the same opportunity of earning reward.
2. Reward is paid for all production above a certain minimum.
3. Reward begins at such a production that everyone should be able to earn some reward.
4. The standard production is so calculated that all workers should reach it by diligence and careful attention to the instructions.
5. No matter how large a worker's reward may be, prices cannot be cut.