Why is worker feedback often limited in Scientific Management?

The correct choice emphasizes that Scientific Management primarily emphasizes processes and efficiency over individual worker feedback. In this theory, developed by Frederick Winslow Taylor in the early 20th century, the main goal is to enhance productivity and efficiency through the optimization of work tasks and processes. This focus often results in a systematic approach to work design, where management devises the best methods for accomplishing tasks, leaving little room for individual workers’ input or feedback.

Since the theory seeks to standardize work processes for maximum efficiency, the insight and perspectives of workers, who are seen as cogs in the operational machinery, are often undervalued or overlooked. The assumption is that processes can be improved primarily through scientific data analysis and managerial oversight, rather than through direct input from employees about their experiences or challenges. Thus, this leads to limited worker feedback in environments heavily influenced by Scientific Management principles.