However, there are reasons for counselling caution in such an en-
deavour, The full-time payment of people for whom there is only
intermittent work is a positive disincentive to work, both to these
people themselves who inevitably will come to think that full-time
work is abnormally onerous, as well as to those others who work
full-time side by side with them and who will quite naturally
resent the difference. It is advisable that the Government adopt
and adhere to some general principle of wage determination,
which should be based as consistently as possible on the principle
‘to each according to his work’. This means that the demand for
regularisation of workers’ contracts should be transformed into a
demand for the regularisation of work. g

Discussions towards this end should deal in turn with all of the
problems outlined in this paper. These discussions should proceed
on the basis of some agreed timetable for regularisation, combined
with the agreement of Government, workers and managers to im-
plement certain changes in the interim. The final system evolved
should set performance norms for all concerned, including
managers, and eventually including those external institutions on
which the performance of the industry depends to a large extent
—the ministries, S.T.C. the cement factory, other suppliers. Ear-
nings should be related to fulfilment of these norms and should
fluctuate within a band extending from 15 per cent below to 15
per cent above the basic wage or salary, with the basic wage
being earned at ‘normal’ performance levels. Though it should be
obvious that the detailed schemes to be established must be
worked out jointly by the various parties involved, some general
points can be made here concerning the form such a scheme
might take.

In determining appropriate incentive schemes for employees
within the firm three principles should be borne in mind:

(i) workers should be paid according to their work, with the
corollary that payment should be related to productivity
while at work and that payment cease when there is no
work.

(i) efficiency is improved more through the thoughtful well-
organised operation of a group, than through frantic hurry
and haste on the part of individual members of the group,
with the corollary that incentives should be group incentives
encouraging such efficiency;

127