These practices were mainly intended to improve the efficiency of the jobs based on the theories of the impact of employee participation in job satisfaction and job performance and the organizational performance. Many research studies show that though these types of arrangements seemed to be attractive for some workers, they have many social costs like uncertainty about job prospects and the risks of non-availability of jobs (Doodley and Prause, 1994).However, the debate remains unsettled. In this context, this essay analyzes the evidence linking highly motivated work practices and organizational performance. Based on the analysis, it explains the reasons for UK firms continuing to use a traditional management style coupled with job designs based in the principles of scientific management.
Based on the traditional principles of scientific management, the main building blocks of organizations were considered as man and jobs linked together and supervised by a manager .Here, man was simply considered as an extension of machine (Davis, 1970). This school based on the top down approach to strategic management helped to distinguish between functions, skills, roles and management and evaluates its importance. This school focused on the jobs itself and did not give much attention to the role of workers (Asan and Soyer, 2009). This school helped to distinguish between functions, skills, roles and management and evaluates its importance. The main criticism against this approach is that it is appropriate only for stable environments and may not be suited for fast changing competitive environments (Asan and Soyer, 2009).