The Hawthorne studies conducted between 1924-1932 at the Western Electric Company in Chicago studied the impact of various work conditions on employee productivity. A series of experiments manipulated factors like lighting levels, rest breaks, payment incentives, and supervision. The studies found that productivity increased regardless of changes, due to the social and psychological impact of being observed. They concluded that workers are influenced by social bonds and desire for recognition within their work group. The Hawthorne studies had a significant impact on understanding human behavior in organizations.

1. HawthorneExperiments

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INTRODUCTION
The Hawthorne studieswere conductedin
orderto ndoutthe role ofhuman resource
in increasingthe production ofan
organization.
The Hawthorne studiesincludedthe
followingexperiments.

3. ExperimentsConducted
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IlluminationExperiment
RelayAssemblyTestExperiments
RelayAssemblyRoom#2
MicaSplittingTestGroup
PlantInterviewGroup
BankWiringObservationGroup

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HAWTHORNEEXPERIMENT
Conductedbetween 1924-1932
ConductedatWESTERNELECTRICCOMPANY,
Chicago,USA
Conductedby,
Elton Mayo
White Head
Roethlisberger

5. IlluminationStudies
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1924-1927
Funded by General Electric
Conducted by TheNational ResearchCouncil (NRC)oftheNational Academy of
ScienceswithengineersfromMIT
Measured Light Intensity vs. Worker Output
Result :
Higherworkerproductivityand satisfaction atall lightlevels
Workerproductivitywas stopped with thelightlevels reached moonlightintensity.
Conclusions:
Lightintensityhas no conclusivee ecton output
Productivityhas a psychological component
Concept of“HawthorneE ect”wascreated

6. RelayAssemblyTestExperiments
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1927-1929
ExperimentswereconductedbyEltonMayo
5year studyonsmall sampleofwomenseparatedfrom
rest
Manipulatedfactorsofproductiontomeasuree ect on
output.Variedrest pauses,lengthofworkday,lengthof
workweek,wageincentives,supervisorypractices
PayIncentives(EachGirlspaywasbasedontheother 5
inthegroup)
LengthofWorkDay&WorkWeek(5pm,4:30pm,4pm)
UseofRest Periods(Two5minutesbreak)
CompanySponsoredMeals(MorningCo ee&soup
alongwithsandwich)

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Results:
Higher output andgreater employeesatisfaction
Conclusions:
Positivee ectsevenwithnegativein uences–
workers’output will increaseasaresponseto
attention
Strongsocial bondswerecreatedwithinthetest
group. Workersarein uencedbyneedfor
recognition,securityandsenseofbelonging

9. RelayAssemblyRoom#2
RelayAssemblyRoom#2
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1928-1929
Measurede ectonoutputwithcompensationrates
Special observation room
Relay Assemblers changed from departmental incentive tosmall
group incentive
2nd Session - Adjusted back tolarge group incentive
Results:
‘Small group incentives’ resulted in highestsustained level of
production –Outputdropped in 2nd session
Conclusion:
Pay relevanttooutputbutnotthe only factor

10. WOMEN IN THE RELAYTEST ASSEMBLYROOM

11. MassInterviewProgram
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Conducted 20,000 interviews.
Objective was toexplore information, which could be used toimprove
supervisory training.
Initially used the method of DirectQuestioning and changed toNon
Directive.
Results
- Giving an opportunity totalk and express grievances would increase the
morale.
- Complaints were symptoms of deep-rooted disturbances.
-Workers are governed by experience obtained from both inside and
outside the company.

13. BankWiringObservationGroup
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1931-1932
Limitedchangesto workconditions
Segregated workarea
NoManagement Visits
Supervisionwould remainthesame
Observer would record data only –nointeractionwithworkers
Small grouppayincentive
Result:
Noappreciable changes in output
Conclusions:
Preexisting performance norms
Group dictated production standards –
Work Group protection from managementchanges.

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CONCLUSION
TheHawthornestudieshavehadaremarkableimpacton
managementinorganizationsandhow workersreactto various
situations.
TheresearchcarriedoutattheWesternElectricsHawthorne
plantduringthe1920’sandearly1930’shelpedto initiateawhole
new approachto humanbehaviourstudies.
The nal resultwas“theorganizationofteamwork-thatis, of
sustainedcooperationleadsto success”.