▁approach ▁is ▁also ▁often ▁referred ▁to ▁as ▁Taylor ' s ▁Princi ples , ▁or , ▁frequently ▁dispar aging ly , ▁as ▁Taylor ism . ▁ ▁Man agers ▁and ▁workers ▁ ▁Taylor ▁had ▁very ▁precise ▁ideas ▁about ▁how ▁to ▁introduce ▁his ▁system : ▁ ▁Work ers ▁were ▁to ▁be ▁selected ▁appropri ately ▁for ▁each ▁task . ▁ ▁Taylor ▁believed ▁in ▁transfer ring ▁control ▁from ▁workers ▁to ▁management . ▁He ▁set ▁out ▁to ▁increase ▁the ▁distinction ▁between ▁mental ▁( pl anning ▁work ) ▁and ▁manual ▁labor ▁( exec uting ▁work ). ▁D etailed ▁plans , ▁specifying ▁the ▁job ▁and ▁how ▁it ▁was ▁to ▁be ▁done , ▁were ▁to ▁be ▁form ulated ▁by ▁management ▁and ▁communic ated ▁to ▁the ▁workers . ▁ ▁The ▁introduction ▁of ▁his ▁system ▁was ▁often ▁res ented ▁by ▁workers ▁and ▁prov oked ▁numerous ▁strik es . ▁The ▁strike ▁at ▁Wat ert own ▁Ar sen al ▁led ▁to ▁the ▁con gression al ▁investigation ▁in ▁ 1 9 1 2 . ▁Taylor ▁believed ▁the ▁labor er ▁was ▁worthy ▁of ▁his ▁h ire , ▁and ▁pay ▁was ▁linked ▁to ▁product ivity . ▁His ▁workers ▁were ▁able ▁to ▁ear n ▁substantial ly ▁more ▁than ▁those ▁under ▁conventional ▁management , ▁and ▁this ▁earned ▁him ▁enemies ▁among ▁the ▁own ers ▁of ▁fact ories ▁where ▁scientific ▁management ▁was ▁not ▁in ▁use . ▁ ▁Rh et or ical ▁techniques ▁Taylor ▁promised ▁to ▁recon cile ▁labor ▁and ▁capital . ▁ ▁Sch olar ly ▁debate ▁about ▁increased ▁efficiency ▁moving ▁p ig ▁iron ▁at ▁Beth le hem ' s ▁Iron ▁and ▁Ste el