This article focuses on what appears from the surviving records to have been the most troublesome of the new Bank of England's functions: the telling of money. The Bank's tellers had a complex job and the mistakes they made often proved costly, thus careful consideration was given to the means by which errors could be limited and servants incentivised to perform at their best. The methods used to motivate the tellers and manage the department, therefore, can reveal much about the men who implemented Britain's financial revolution and can give insights into the reasons for the Bank of England's business success and subsequent longevity.
|Publication status||Published - 2010|
- working practices
- working conditions