Positive and Negative Impact of Scientific Management

Positive Impact of Scientific Management

In Taylor's studies, he observed that employees will deliberately work at a slower pace than their capabilities, which he called 'Soldiering' (Sonia, Mildred & Leslie 2011). Taylor's solution was to use scientific management to address this problem. Taylor emphasises in the rationalisation and standardisation of work by division of labor, studying and timing each element of the job and determining what each worker should be producing. Taylor then implemented a piecework pay system, which, rather than paying all the employees the same wage, worker who met or exceeded the target level of output of their job will be paid more (Davidson et al. 2006). Because of Taylor's standardisation, workers work harder to meet or exceed the target level of output of their job for monetary rewards, increasing productivity and the achievement of higher targets (Davidson et al. 2006).

Negative Impact of Scientific Management

Scientific Management theory does not consider the feeling and needs of the employees as Taylor suggests that only the very best men, rather than ordinary but willing men, be selected to carry out a piece of work (Davidson et al. 2006). While Taylor was in Bethlehem Steel, he directed a worker to obey his supervisor by saying "When he tells you to pick up a pig and walk, you pick it up and you walk, and when he tells you to sit down and rest, you sit down. You do that right straight through the day. And what's more, no back talk" (Taylor 1911, p.18 cited in Anne & James 2010). Employees have no power to make decisions or the power to give suggestions.

With jobs centred around repetitive, Taylor's theory dehumanised workers and treated them like a machines. Unable to make decisions, give suggestions or to take up challenging jobs, workers tend to feel bored, demoralised and demotivated at work, causing them to leave the organisation (Anne & James 2010)