According to Taylor’s theory of scientific management, the primary object of management is to secure maximum prosperity for the employer, coupled with the maximum prosperity of the employee. Effectively, the need for scientific management of organization through employees has been the foundation of modern management in organizations at the global level. Taylor sought to have the best way of doing a job in an organization (Wagner-Tsukamoto, 2007). Therefore, he developed systematic observational techniques that companies could use to design jobs and arrange work for the rank-and-file factory employees. The essence of Taylor’s management theory was to develop techniques that could improve efficiency of the work process. Taylor’s theory broke down the work process into the smallest possible units, or sub-tasks based on the systematic study of people, task, and work-behavior. Taylor’s approach was meant to determine the most efficient way available for completing a certain job (Wagner-Tsukamoto, 2007). The focus of this discussion is the application of the scientific theory in human resource management in organization.
Human resource functions and the scientific management theory
The essence of a human resource department is to ensure that there is work efficiency by all employees. The functions of human resource include managerial, operative and advisory. Under managerial functions, the department must carry out planning, organizing, directing, and controlling functions of the organization (Armstrong & Taylor, 2014). The operative duties of the human resource are concerned with employment, development, compensation, integration and maintenance of the employees of the organization. Effectively, these two broad functions of human resources require that the managers can apply the principles of scientific management theory as proposed by Fredrick Taylor. Taylor stated that the object of management in an organization is to ensure that there is efficiency leading to prosperity of both the employer and employees. It is on this basis that the human resource department must ensure that efficiency in the organization is achieved through best practices in its core functions (Wagner-Tsukamoto, 2007). Taylor developed four core principles that organization ought to apply to scientifically run operations, right from the selection of employees to execution of tasks in the organizations.
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Planning function of human resource and scientific management
Planning is necessary in determining the goals of an organization and laying down the policies and procedures in attaining them. In planning, a manager gets things done through the subordinates. For a human resource manager, this function involves the determination of personnel programs that enhance the goals of the firm where the department plans for anticipated vacancies, plans job requirement and descriptions and determining the sources of their recruitment (Armstrong & Taylor, 2014). Therefore, the human resource manager must identify three essential steps in executing the planning function for an organization. Firstly, the personnel must forecast the supply and demand for each job profile for the organization. It requires that the manager has the knowledge of both the labor market conditions and the strategic posture and organizational goals. The second step is to project the net shortage and profiling excess personnel by job category for a certain period. Finally, the human resource personnel must develop a plan to eliminate the forecast shortages and reduce the excess personnel to enhance efficiency and optimal performance in the organization (Armstrong & Taylor, 2014).
From this perspective, Taylor’s theory becomes relevant for the human resource manager in their planning function. Taylor developed four principles of scientific management that organizations could use to carry out efficient processes at any level or function (Wagner-Tsukamoto, 2007). Taylor proposed that by optimizing and simplifying tasks, productivity would increase. He advanced the idea that workers and managers needed to collaborate to improve efficiency in the factory setting. Taylor’s first principle states that managers must replace the “rule of thumb” or simple habit and common sense with scientific method to study work and determine the most effective way of performing a particular job (Grachev & Rakitsky, 2013). Therefore, scientific management cannot be divorced from the planning function of management. Managers need to forecast their projections and get the right people to perform efficiently and effectively.
The planning function of the human resource must apply the second principle of scientific management to ensure that they get the right people for the right job. According to Taylor, rather than simply assigning employees to just any task, the management needs to match workers to their jobs based on their capability and motivation (Grachev & Rakitsky, 2013). The management must also train them to optimize efficiency. When a manager determines the job requirements in an organization, it implies that they seek to match the workers with their jobs because of their ability. In majority of firms the selection and recruitment of the right people for each job and their training is fundamental to the success of the organization (Armstrong & Taylor, 2014). Imperatively, management functions related to human resource need to apply the principles envisioned by Taylor in his theory. Taylor stated that managers must ensure that they use most of their time to plan and train employees. He proposed that this allowed the employees to focus on their duties and work efficiently.
Training, development and collaboration in human resource
Taylor said that the primary purpose of the management of an organization is to ensure that there is the efficiency that will guarantee good prospects for both the employee and the employer. Taylor went on to urge managers and employees to collaborate and cooperate so that work can be done by the principles of science (Grachev & Rakitsky, 2013). The scientific management theory is categorical that efficiency and prosperity cannot be achieved when an organization lacks the capacity to train and develop its employees. Furthermore, collaboration between the managers and employees is fundamental to the success and attainment of the goals identified by the company. Taylor identified training as a core component of enhancing scientific management. He opined that training starts when the organization selects the most appropriate personnel.
Once selected, the managers must ensure that the employees are trained and developed so that they can perform tasks assigned to them. Therefore, organizations, through the human resource department, must train and develop and train workers instead of the worker training themselves based on their choice of duties. Furthermore, Taylor stated that the development of each and every person to their greatest efficiency and prosperity in an organization was a critical component of scientific management since it enhanced collective success in efficient operations. Taylor stated that such an approach ensures that companies can optimize productivity because every employee is aware of what is expected of them (Armstrong & Taylor, 2014). To achieve this, Taylor stated that efficiency should start right from the selection process and continue through personalized training in the organization. He was categorical that efficiency at a personal level in the company can be achieved through allocation of work based on one’s ability and interest. Taylor opined that such a caring attitude creates a sense of enthusiasm and improves motivation among employees and a sense of belonging is nurtured.
Taylor was categorical that improving efficiency in an organization depended on the collaboration that would exist between the employees and the employer. Taylor stated that the management of an entity must enhance cooperation and not individualism (Schachter, 2016). According to the principle, all activities within the organization carried out by different people must be done with a spirit of cooperation. The theory proposes that managers and their subordinates need to determine collaboratively standards. Through this approach, there is increased involvement by all stakeholders, and effectively, a sense of responsibility is enhanced leading to improved performance by an organization.
The human resource function related to operative elements implies that the human resource personnel must ensure that there is harmony among the employees (Buller & McEvoy, 2012). Harmony implies that a conducive organizational atmosphere has been created within the organization such that labor, as a factor of product represented by employees, and management are considered inseparable and indispensable. According to Taylor, the enhancement of a mental revolution at the workplace reduces all potential conflicts between the two parties and allows them to benefit both ways (Schachter, 2016). Effectively, the human resource department needs to ensure that employment, development, compensation, and maintenance of employees is carried out using these scientific principles as suggested by Fredrick Taylor.
Communication and scientific management in human resource management
It suffices to note that the principles of scientific management as proposed by Taylor had profound impact on the management practices in different areas of organizational management. One of these aspects is communication. It is factual that efficiency as the core objective of scientific management could not and cannot be achieved through proper communication system (Armstrong & Taylor, 2014). Taylor’s theory meant that effective organizational communication structures must be in place to ensure that training, development and quality standards could be improved in the workplace. The development of employees needs consistent and effective communication. The scientific management theory expects organizations to have better communication strategies to enhance their overall performance and ensure that their employees are motivated. One of the principles of Taylor’s theory is the need for managers to have strict surveillance of employees using a hierarchy of authority and close supervision. Effectively, communication is at the core of ensuring that managers carry out supervisorial roles without conflicts arising between them and other employees. According to Taylor, employees can only feel a sense of belonging when communication is effective and meant to help them carry out their duties and achieve organizational goals (Schachter, 2016). Imperatively, the human resource department in a company needs to ensure that it has created effective communication channels where employees can register their complaints and solutions found to enhance efficiency in the organization. Communication improves the execution of operative human resource management functions like maintenance of employees, their motivation, and industrial relations.
Criticism of the scientific management Theory
The scientific management theory advanced by Fredrick Taylor has improved the management of organizations by enhancing efficient practices and ensuring that employees and employers have collaborated to achieve prosperity. However, criticisms of the theory hold different opinions.
Human resources managers need to take notice of the fact that the theory in its application has been of immense value to organizations but increasingly viewed as an obsolete management approach in modern organizational context. Imperatively, the theory promotes the concept of “one right way” of doing things, especially in a corporate setting (Schachter, 2016). Effectively, it has been at odds with other approaches like Management by Objective, Business Process Reengineering, and Continuous improvement initiatives among other tools. These strategies promote individual responsibility and seek to push decision making to various levels of the organization. These approaches allow individuals to exercise their personal ability as practically possible so that they can apply the most appropriate strategies for a situation at hand. Furthermore, front line employees need to be flexible in a fast-changing workplace environment (Wagner-Tsukamoto, 2007). Therefore, rigid and rules-driven organizations have to struggle to adapt t the new approaches in management.
The second area of criticism to Taylor’s theory is team perception. According to scientific management, tasks are broken down into sub-tasks, shifting focus on an individual and how they can do their specific duties in the best way (Schachter, 2016). However, human resource management in organizations finds it difficult because modern methodologies examine work systems holistically in evaluating efficiency and maximizing productivity. Conversely, scientific management promotes individual specialization as opposed to operational specialization enhanced by organizational structures in modern ideas of how to motivate and satisfy the workforce in a company.
The third area of criticism emanates from the separation that Taylor creates. Taylor separates manual work from mental work as opposed to modern productivity approaches that seek to incorporate employees’ ideas, experiences, and knowledge into best practices for the benefit of the employer and the employees (Grachev & Rakitsky, 2013). Effectively, the scientific management approach is viewed as one that focuses too much on the mechanics and fails to value the people or labor as a factor of production. It fails to accept fully that motivation and workplace satisfaction are critical elements in an efficient and productive organization.
Critics assert that the management theory affects employee’s motivation because of its emphasis on the excessive individual specialization, a situation that makes employees to lack initiatives because they are trained and developed based on the needs of the organization (Schachter, 2016). Their status is fundamentally reduced to mere cogs in wheels, and their duties become monotonous and dull. They lose interest in their jobs and derive little pressure from their work. Another aspect of the approach is the exploitative direction that it promotes where employees are not compensated based on their increased or improved productivity. Human resource management needs to acknowledge that the application of this approach to the management of the employees increases job uncertainty and insecurity since they cannot benefit from their improved productivity. For instance, employees may be worried that beyond a standard output, they cannot secure any wage increment.
Another agreement in the opposite direction for the approach is that it lays standard output and employees must rush up and finish work in time, an aspect that turns them into machines. The employees may experience adverse health conditions because of the need to deliver results in time without the consideration of other factors that affect these employees (Grachev & Rakitsky, 2013). The place of the employees in the management function is essential and central to the achievement of optimal results for an organization. However, human resource manager must be wary of the scientific management approach because it weakens employees bargaining power through the weakening of their trade union affiliation. So it leaves no room for trade unions to bargain since everything is standardized, right form working conditions, output, to time. Again it creates and widens the rift between efficient and inefficient employees based on their wages.
Adverse aspects of the theory are not confined to employees alone since employers also find that it is expensive to implement it because of the required level of investment. It requires that an organization develops a planning department, establishes standardized frameworks and trains its employees based on its practices.
Conclusion
While the management theory played an essential role in transforming management practices in the twentieth century, its application continues to decline because of the dynamic nature of the modern workforce. Technology has transformed most of the aspects that Taylor viewed when proposing the theory. Therefore, it is important that human resource management uses the scientific management theory alongside other frameworks to optimize its shortcomings for the benefit and prosperity of both the employee and the employers as the main object of management.
References
Armstrong, M., & Taylor, S. (2014). Armstrong's handbook of human resource management practice . Kogan Page Publishers.
Buller, P. F., & McEvoy, G. M. (2012). Strategy, human resource management and performance: Sharpening line of sight. Human resource management review , 22 (1), 43-56.
Grachev, M., & Rakitsky, B. (2013). Historic horizons of Frederick Taylor's scientific management. Journal of Management History , 19 (4), 512-527.
Schachter, H. L. (2016). Frederick Winslow Taylor, Henry Hallowell Farquhar, and the dilemma of relating management education to organizational practice. Journal of Management History , 22 (2).
Wagner-Tsukamoto, S. (2007). An institutional economic reconstruction of Scientific Management: On the lost theoretical logic of Taylorism. Academy of Management Review , 32 (1), 105-117.
