<P> Taylor often expressed views of workers that may be considered insulting . He recognized differences between workers, stressed the need to select the right person for the right job, and championed the workers by advocating frequent breaks and good pay for good work . He often failed to conceal his condescending attitude towards less intelligent workers, describing them as "stupid" and comparing them to draft animals in that they have to have their tasks managed for them in order to work efficiently . </P> <P> Other thinkers soon offered more ideas on the roles that workers play in mature industrial systems . These included ideas on improvement of the individual worker with attention to the worker's needs, not just the needs of the whole . James Hartness published The Human Factor in Works Management in 1912, while Frank Gilbreth and Lillian Moller Gilbreth offered their own alternatives to Taylorism . The human relations school of management evolved in the 1930s to complement rather than replace scientific management, with Taylorism determining the organisation of the work process, and human relations helping to adapt the workers to the new procedures . Today's efficiency - seeking methods, such as lean manufacturing, include respect for workers and fulfillment of their needs as integral parts of the theory . (Workers slogging their way through workdays in the business world do encounter flawed implementations of these methods that make jobs unpleasant; but these implementations generally lack managerial competence in matching theory to execution .) Clearly a syncretism has occurred since Taylor's day, although its implementation has been uneven, as lean management in capable hands has produced good results for both managers and workers, but in incompetent hands has damaged enterprises . </P> <P> With the division of labor that became commonplace as Taylorism was implemented in manufacturing, workers lost their sense of connection to the production of goods . Workers began to feel disenfranchised with the monotonous and unfulfilling work they were doing in factories . Before scientific management, workers felt a sense of pride when completing their good, which went away when workers only completed one part of production . "The further' progress' of industrial development...increased the anomic or forced division of labor," the opposite of what Taylor thought would be the effect . Partial adoption of Taylor's principles by management seeking to boost efficiency, while ignoring principles such as fair pay and direct engagement by managers, led to further tensions and the rise of unions to represent workers needs . </P> <P> Taylor had a largely negative view of unions, and believed they only led to decreased productivity . Although he opposed them, his work with scientific management led disenfranchised workers to look to unions for support . </P>

Coined the term pure relationship which refers to one that is entered into for its own sake