Many managers were quick to implement the rigid procedures and standards that were the basis for scientific management, but somehow never got around to implementing the raises and bonuses when the workers increased production..(Freeman, 1996, p. 43)
While concentrating on improving the processes, Taylor spent little time on actually improving the working environment from a human perspective.
Others have also pointed out that through Taylorism created more skilled jobs and specialist in the area of scientific management, it thereby negated the savings in worker reduced employment on the production line. He had increased the role of white-collar jobs in this new regime. While certainly this may be true to a certain extent, however the compensatory increase in company productivity, and the origin of the concept of actually thinking through a job before simply attempting it, was a breakthrough in task management that is not to be so easily overshadowed. (Kanigel, 1996). "The Taylor system, then, while it certainly involved time study and wage incentives, was in fact an all-embracing program for overhauling the structure of organizations. This program aimed to replace tradition and rule of thumb by science and planning" (Nyland, 1996, p. 1002)
References
Freeman, M. (1996). Scientific Management: 100 Years Old; Poised for the Next Century. SAM Advanced Management Journal, 61(2), 35-47
Kanigel, R. (1996, Summer). Frederick Taylor's Apprenticeship. The Wilson Quarterly, 20, 44-56
Lloyd, J. (1999, September 27). Meet the Men Who Know. New Statesman, 4456,.
Nyland, C. (1996). Taylorism, John R. Commons and the Hoxie Report. Journal of Economic Issues, 30(4), 985-1011
Taylor, F.W. (1917). The Principles of Scientific Management. New York: Harper & Brothers
Taylor, F.W. (2003). Scientific Management…
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