(d) The Classification of Work.
A very important matter in connection with the Reward System is that of deciding the right kind of worker for the different classes of work.
For work requiring much skill and close application, or work which requires skilled handling, the highest class of worker is necessary and the job rates will be high. For work which is automatic or semi-automatic, boys or girls may be employed. For work such as rough drilling or heavy unskilled handling, men who have no special skill or training may be suitable. But the point where one grade of labour merges into another is not easily defined and needs very careful consideration.
The circumstances of different trades vary so greatly that it is impossible to apply any rules in such general notes as these. It must be left to the employer, the workers, and their trade-unions, to settle these grades between them, and from the trade practice there should not be much difficulty.
One thing stands out—namely, the worker who has a continuously high efficiency in any grade is easily distinguishable, and would be selected to pass into a higher grade with higher wages when opportunity occurred.
(e) Reward derived from Increased Production.
It may be asked how it is that a firm can afford to begin paying reward when a job is done in twenty hours, while the time study shows that the same job can be done in twelve hours?
The reply is, First, that under ordinary day work the waste of time on the job is so great that the job would certainly take longer than twenty hours; second, that by giving reward there is a decided incentive for the worker to do the work in a shorter time; third, that twelve hours is the shortest possible time with a good average worker working under the most favourable conditions, and this happens so seldom that it may be considered accidental, though it is necessary to observe these conditions when making a time study in order to find an absolute basis on which to pay reward; fourth, for every hour saved on the job the overhead charges are reduced proportionally, and this lowers the works cost.
If a job takes twenty-four hours under day work, it is clear that, if the same job be done in nineteen hours, some reward may be allowed, while if it be done in fifteen hours an extra bonus may be given.
The training in efficiency habits of work is also very valuable, and means economy all round. A man not used to these habits may expend twice as much energy and produce half as much work as an efficient man.