... workers' efficiency didn't decrease. In these experiments, the workers felt important and their efforts were appreciated. This led to a new theory called Human Relations Movement. This theory saw social satisfaction as important to reduce the likelihood of workplace unrest. Groups were formed, but the managers were still in total control. Although was a contrast to the Scientific Management, it didn't reduce the knowledge gap caused by the separation of mental and manual work. As we can see, Taylor used a "one-dimensional" theory (explained in week 4), and the only important aspect/factor in the organisation was the productivity. Human Relation Movement and Mayo discovered that social aspect would affect the productivity of the workers. Even thought Mayo saw the importance of employees' social need, Human Relation Movement cannot be called a "two-dimensional" theory. This is because Human Relation Movement recognised the social need only to improve the productivity. In the ...

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