interior Planning For precisely those reasons, social, economic, and political, which were briefly discussed earlier in this chapter and which characterize the postSecondWorldWar period the employee is no longer a name in the salary ledger or on the pay packet: he or she is a sentient human being passionately concerned with getting a square deal. It must be categorically stated that, however managers might like to evade the issue, the question of money reward for a job done remains a worker's absolute priority. This may be a glimpse of the obvious but it is often forgotten. Man is a social animal: his personal comfort and security and the welfare of those for whom he is immediately responsible are his first consideration. However varied and imaginative the additional benefits may be that are dreamed up by management, however basic the job satisfaction, however enlightened the leadership he is offered, the actual cash received for services rendered remains for the great majority the most important factor. Trade Unions have achieved formidable results in those fields of work which are amenable to trade union organization and the relations of management to the unions will be discussed later. There still remain, the world over, millions of workpeople (in the widest sense of the word) who depend wholly on management's appreciation of the need to examine, ceaselessly and realistically, the wage requirement of those who are not so organized. Managements are guilty in that too little job evaluation is carried out in all fields of industry and commerce. If it is true that management is a continuous process, good management means the acceptance of responsibility all the way down the line. The question of this constant measurement of a job's part in the business scheme and relating it to an adequate reward, is a task which must be delegated by those who have made sure that those responsible are themi selves properly paid. Management for the worker is then a question of social obligation. It is not enough to evolve pay scales and hope to get away with them. The initiative must always remain with the managers if the managers are imbued with a sense of obligation it is not unlikely that they themselves will get their just rewards. It may well be asked what is fair pay? There are no easy formulae. A number of factors enter into the calculation. The kind of work, the degree of responsibility, working conditions, security of employment, degrees of skill all these and a host more contribute to the evolution of proper pay scales. And the State itself with its costofliving indices, its taxation, and its aim of full employment cannot stand aside from this question the State which has itself become an employer on so vast a scale. It is perhaps an oversimplification at which economists would possibly shudder to say that, given the primary fact of the need for a minimum wage which will secure at least two of the four freedoms from want and from fear the facts of trade and the labour market itself will look after the rest of the problem. Household