Scientific Management and Dehumanizing Workers


ScientificManagement and Dehumanizing Workers

ScientificManagement and Dehumanizing Workers

Whilethere may be differing opinions, it is evident that scientificmanagement dehumanizes workers. Scientific management techniquesunderlined the optimization of the manner in which tasks were carriedout and the simplification of jobs to such an extent that workerscould be trained to carry out their specialized motion sequences inthe single “best” way. However, the principles of scientificmanagement are seen as increasing the monotony of work as it did notincorporate the fundamental job dimensions pertaining to autonomy,feedback, identity of the task, significance of the work, skill, aswell as knowledge variety (Taylor,2012).It is noteworthy that the technique involved breaking down aparticular task into numerous smaller tasks that could then beassigned to the workers. Scholars have noted that under thistechnique, half the incentive and initiative were under the worker’sprerogative, while the rest was taken over by the management (Taylor,2012).

Inaddition, it is noted that the scientific management technique wasdeficient of human touch as Taylor saw human problems as fundamentalhindrances to workers’ productivity. Indeed, he proposed thatworkers should be selected using scientific methods so as toeliminate this hindrance (Bagad, 2008). This has been seen as havingignored the fact that there are other human needs that should beconsidered when seeking to increase the productivity of workers inboth the long-term and short-term. This was complemented by the factthat in the service industries where this was applied, it was commonto have stopwatches used so as to give workers an incentive toproduce the highest level of services within the shortest time(Bagad, 2008). This, undoubtedly, makes workers considerably roboticin the provision of goods and services.


Taylor,F. W. (2012).&nbspThePrinciples of Scientific Management.Auckland: The Floating Press.

Bagad,V.S. (2008). Management Science. New York: Technical Publications