It originated in the 1930s' Hawthorne studies, which examined the effects of social relations, motivation and employee satisfaction on factory productivity.
The movement viewed workers in terms of their psychology and fit with companies, rather than as interchangeable parts, and it resulted in the creation of the discipline of human relations management.
Companies need their employees to be able to successfully communicate and convey information, to be able to interpret others' emotions, to be open to others' feelings, and to be able to solve conflicts and arrive at resolutions.
"[6] This notion of management appealed to the employer as it addressed organisational problems, inefficiencies and adverse employer-employee relations.
Firstly, scientific management aimed to reduce inefficiency through studying the time and motions in work tasks.
Secondly, Taylor purported to introduce specific quantitative goals to individual employees in order to provide challenging time restraints and thus increasing productivity.