What is a potential long-term impact of Scientific Management on labor relations?

The potential long-term impact of Scientific Management on labor relations is that it may lead to job dissatisfaction. This theory, developed by Frederick W. Taylor, emphasizes optimizing workflows and increasing efficiency through strict organizational practices. While these practices can lead to higher productivity, they often do so at the cost of worker autonomy and satisfaction.

In a Scientific Management framework, jobs can become highly specialized, reducing the variety of tasks an employee performs and fostering a repetitive work environment. This monotony can lead to feelings of disengagement and dissatisfaction among workers, as they often have little say in how their work is done and limited opportunities for creativity or personal input. Moreover, the focus on efficiency over human factors can create a workplace culture that is more mechanical than motivational, potentially leading to higher turnover rates and a strained employer-employee relationship.

The other options suggest effects that are less commonly associated with Scientific Management. For instance, it does not typically boost worker creativity and autonomy, nor does it guarantee higher employee morale. Additionally, while training is still necessary in such structured environments, the approach could lessen the need for comprehensive training programs by promoting standardized procedures. However, this standardization can further contribute to job dissatisfaction by not fostering worker development or adaptability.