The Hawthorne Experiments conducted between 1924-1932 studied the impact of workplace conditions on employee productivity. Researchers found that changes to lighting and other job factors had little impact, but that social bonds within test groups and attention from supervisors increased output. The experiments concluded that productivity is influenced by psychological and social workplace factors rather than just physical conditions alone, establishing the concept of the "Hawthorne Effect" where employees work harder due to feeling special. However, the experiments lacked scientific rigor and the findings have been criticized.

1. HAWTHORNE EXPERIMENT

2. GROUP MEMBERS
O VIKAS AGRAHARI 03
O VENKATESH
O KEVAL PATEL 38
O TEJAL RANE 43
O AKASH SALVE 48
O MOHAMMED PARVEZ SHAH 53
O SHIJI THOMAS 56
O VISHAL WAVHAL 66

3. INTRODUCTION
O DISCOVERED BY “GEORGE ELTON MAYO”
(1880-1949)
O KNOWN AS MANAGEMENT GURU
O FOUNDER OF HUMAN RELATIONS
MOVEMENT
O AUTHOR OF BOOK “HUMAN
PROBLEMS OF AN
INDUSTRIAL CIVILIZATION”

4. PHASES OF HAWTHRONE EXPERIMENT
O IILUMINATION EXPERIMENTS (1924-27)
• DESIGN TO TEST THE EFFECT OF LIGHTNING ON
WORKERS PRODUCTIVITY
• INFLUENCE OF HUMAN RELATIONS ON WORK
BEHAVIOUR
O CONCLUSION
• LIGHT INTENSITY HAS NO CONCLUSIVE EFFECT
ON OUTPUT
• PRODUCTIVITY HAS A PSYCHOLOGICAL COMPONENT
• CONCEPT OF “HAWTHORNE EFFECT” WAS CREATED

5. O RELAY ASSEMBLY TEST ROOM EXPERIMENTS (1927-
28)
• DETERMINE THE EFFECT OF CHANGES IN
VARIOUS JOB CONDITIONS ON GROUP
ACTIVITY
O CONCLUSION
• WORKERS OUTPUT INCREASED AS A RESPONSE TO ATTENTION,
NON-DIRECTIVE SUPERVISION etc..
• STRONG SOCIAL BONDS WERE CREATED WITHIN THE TEST
GROUP.

6. O MASS INTERVIEWING PROGRAMME
(1928-30)
• CONDUCTED 2100 INTERVIEWS
• TO EXPLORE INFORMATION , USED TO IMPROVE SUPERVISORY
TRAINING
• METHOD OF DIRECT QUESTIONING CHANGED TO NON DIRECTIVE
O CONCLUSION
• INCREASE THE MORALE
• DEEP ROOTED DISTURBANCES

7. BANK WIRING ROOM
EXPERIMENTS
O AFFECT OF PAYMENT INCENTIVE ON PRODUCTIVITY
O EMPLOYEES
• TOTAL = 14 WORKERS
• 9 WIREMEN
• 3 SOLDERMEN
• 2 INSPECTOR
O FEW SPECIAL CONDITIONS
• SEGREGATED WORK AREA
• NO MANAGEMENT VISITS
• SUPERVISION REMAINS THE SAME
• OBSERVER WOULD RECORD DATA – NO INTERACTION
WITH WORKERS

8. RESULTS
O OUTPUT WAS LOWER THAN WHAT COMPANY HAS DETERMINED
REASONS:
• FEAR OF UNEMPLOYMENT
• FEAR OF RAISING THE STANDARDS
• PROTECTION OF SLOWER WORKERS
• SATISFACTION ON THE PART OF MANAGEMENT
• CONCLUSION:
O WELL ESTABLISHED PERFOMANCE NORMS EXISTED IN THE GROUP
O INFORMAL SOCIAL ORGANISATION DICTATED LITTLE DEVIATION
FROM THE ESTABLISHED PRODUCTION STANDARDS
O INFORMAL SOCIAL PROTECT WORKERS FROM MANAGERS WHO
• RAISE PRODUCTIN STANDARDS
• CUT PAY RATES
• CHALLENGE WORKPLACE NORMS

9. CRITICISM
O IT LACKS VALIDITY
O MORE IMPORTANCE TO HUMAN ASPECTS
O MORE EMPHASIS ON GROUP DECISION MAKING
O THE EXPERIMENT LACKED SCIENTIFIC BASIS
O HAWTHRONE PLANT WAS A THOROUGHLY UNPLEASANT
PLACE TO WORK

10. CONCLUSION
O SOCIAL UNIT
O GROUP INFLUENCE
O GROUP BEHAVIOUR
O MOTIVATION
O SUPERVISION
O WORKING CONDITIONS
O EMPLOYEE MORALE
O COMMUNICATION
O BALANCED APPROACH