Scientific Management is a system that was originated from Fredrick W. Taylor (1911), which composite analysis of worker’s individual workflow and their labour productivity. The main purpose of this theory is to maximize efficiency within organisations to speed up the process of work in the minimum amount of time and cost incurred by the organisation (Ross 2010).
Taylor believed that the most efficient way that work could be done was only when workers knew what they were doing and not merely working hard.
Scientific Management focuses on four main principles. Firstly, different parts of the task are studied scientifically for a best possible method to achieve and perform it. Secondly, workers are scientifically selected and trained to perform the designated task at their best trained ability. Thirdly, workers and managers will collaborate to ensure the results expected. Lastly, planning and division of work will be divided by managers to workers respectively.
There are many examples of Scientific Management in the modern society, of which some includes, car, technology and computer manufacturing plants, hospitals and some of the restaurant (Dharmasiri 2013).
Foxconn is one of the many manufacturing companies that use Scientific Management in the twenty-first century. In an interview with CNN (2012), a worker said, “women work like men and work like machines … It’s so boring, I can’t bear it anymore. Everyday was like: I get off from work. It became my daily routine and I almost felt like I was some kind of animal.”
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When work becomes a routine for workers in a repetitive environment, alienation occurs. From the theory of Durkheim (1893), alienation was producing anomie, which could lead to crime and even suicide. This shows very clearly in the case of Foxconn’s serial suicide cases, that workers do not feel a sense of belonging to the company by the recurrent vicious work cycle. They were also not allowed to voice their opinions and all that was needed was to finish their designated task.
This increases disloyalty and decreases employee’s morale, which could indirectly affect the productivity of the company. According to the Hawthorne Studies by Elton Mayo, he believes that workers should be given the rights to speak up their mind and unhappiness. Even if there were no solutions to it, employees would already feel better as they feel respected and treated like part of the organisation.
The workers were working in an overcrowded environment and had salaries that were not equivalently fair to their working hours and the excessive amount of work given (Hays 2008a).
When employees have to work long hours, not having enough rest it will lead to unhappiness among them.
However, the matter of fact is that huge companies like Apple work with Foxconn because of their ability to produce millions of gadgets (Hays 2008b).
This usually results from the Scientific Management style, where higher efficiency from the workers gives a higher revenue input to the company. This theory basically focuses on individual workers whom are scientifically trained for a specialised task (as seen in the 2nd principle of Scientific Management) so that they will be better at it. However, when specialisation occurs, there is a higher tendency of a de-skilled workforce.
As stated by theorist, Braverman (1974), when employees only learn responsibilities and skills within their job scope, they tend to lose their level of communication skills and knowledge as they are confined only within their area of mastery. This would narrow down a person’s creativity and absorption of knowledge. It would make it hard for them to switch to another industry because of their limitations.
It also remains a fact that many jobs (1.2million) were created for the people, creating higher employments. People wanted to work for Foxconn initially because of the incentives they offered. Founder Terry Gou, believed that incentives such as well furbished dormitories for the employees and a metropolis which has many facilities (Johnson 2011) would attract people to work for them. Fredrick Taylor had a similar approach called the ‘initiative and incentive’ system. He believes that only when employees get incentives, will they take initiative in their work and put their best efforts in. (Freedman 1992)
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In Foxconn case, there have been a rising number of unhappy employees. In interviews with The New York Times, most hire in Foxconn last averagely a few months before they quit dejected and depressed. There have been ten of thousands who have already left the company (Barboza 2010).
This shows that even the incentives given to them were not justified compared to the amount of workload, mundane and harsh working environment.
Taylor believed that money was the main reason for the employee’s motivation and hard work. His theory of “a fair day’s pay for a fair day’s work” was supported by the higher amount of salaries that was given to employees who achieved more results throughout the day as compared to those who did lesser (Mindtools).
According to the Hawthorne Studies by Elton Mayo, it is seen that there has to be social motivating factors and not just monetary incentives.
Some of which includes, interpersonal relations between employees and managers. Elton Mayo believes that it is important for co-workers to feel like friends for a better work environment. However, Scientific Management shows the lack of compassion for the employees, as there was not supposed to be communication between them. All that was needed was to finish the task given. Backing up with Mary Follett (1938) theory, she believes that managers should work with employers rather than controlling them. In the 21st century, we are moving towards a postindustrial society where people are generally more educated. Scientific Management would not be feasible in this generation as people have more knowledge and they would not feel convinced to just take instructions blindly.
When organisations neglect workers monetary, emotionally and physically needs, all in exchange for achieved end quantity results, there will be a negative impact in the long run. In Foxconn case, although productivity is high, it is directly inproportionate to the happy employees. Scientific Management shows that employers care more about productivity as compared to the happiness of employees. This would discourage workers as they would feel unappreciated and they see no purpose in their stay in the company. When this happens, it demoralises employees and they would lose focus and motivation to work hard for the company. This is clearly shown true by the number of workers who resigned in Foxconn.
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There are pros and cons to Scientific Management; therefore it would be biased to discredit it totally. In a world today, transformational management would be the ideal style of management for organisations. The community is moving at a fast pace towards a post-industrial society in the 21st century. The most important thing for any company to do well in the long run is for employees to be in an environment that they feel happy in. When they feel happy, there will be higher motivation for them to want to give their best, which increases their loyalty to the company. It is important for companies to have high efficiency and productivity, however not at the expense of worker’s happiness, health or safety. Organisations should always exercise social responsibility, only when they do so will they get the respect and results expected from their employees.
However, due to the nature of the job, it requires fast outputs in the shortest time possible. Workers were then treated like machines, with low labour cost. Most of the large organizations incorporate Scientific Management in their style of work, as it seems like the most efficient way to increase productivity in the fastest possible way. It is seen that Taylor’s Scientific Management theories, which have developed over a century, is still relevant and found within the modern workplaces.
