Elton Mayo conducted a series of experiments known as the Hawthorne Studies between 1924-1932 to study the impact of various factors like lighting, breaks, incentives on worker productivity. The studies found that changes in lighting had little impact on productivity, but other social and psychological factors like informal work environment, breaks with food, and job satisfaction influenced productivity more. Interviews with 21,000 workers revealed that productivity increased when workers felt valued and could freely discuss work-related issues.

1. ELTON MAYO:FOCUSING ON HUMAN
RELATIONS
8/10/20131 Asst.Prof. Supriya Bhagat

2. ELTON MAYO:FOCUSING ON HUMAN
RELATIONS
Father of Human Relations Approach
The experiments were conducted in four phase:
1. Illumination experiments
2. Relay assembly test room experiments
3. Interview phase
4. Bank wiring observation room experiments
8/10/20132 Asst.Prof. Supriya Bhagat

3. 1.Illumination experiments
he first, a sequence of illumination tests from 1924 to 1927,
set out to determine the effects of lighting on worker
efficiency in three separate manufacturing departments.
Accounts of the study revealed no significant correlation
between productivity and light levels.
 The results prompted researchers to investigate other
factors affecting worker output.
8/10/20133 Asst.Prof. Supriya Bhagat

4. In the first series two groups were made.
One group was exposed to varying intensities of
illumination.
Since this group was subjected to experimental changes, it
was termed as experimental group.
Another group was called control group, continued to work
under constant intensities of illumination.
8/10/20134 Asst.Prof. Supriya Bhagat

5. The researchers found that as they increased the illumination
in the experimental group, both groups increased
production.
When the intensity is decreased, the production continued to
increase in both the groups.
The production decreased when the illumination was below
the level of moon light.
8/10/20135 Asst.Prof. Supriya Bhagat

6. 2.The Relay Assembly Room
This phase aimed at knowing not only the impact of
illumination on production but also other factors like length
of the working day, rest hours, and other physical conditions
In this experiment, a small homogeneous work-group of six
girls was constituted. These girls were friendly to each other
and were asked to work in a very informal atmosphere under
the supervision of a researcher.
8/10/20136 Asst.Prof. Supriya Bhagat

7. The incentive scheme was changed so that each girls extra
pay was based on the other five rather than output of larger
group, say 100 workers or so. The productivity increased as
compared to before.
Two five minutes rests- one in morning session and other in
evening session-were introduced which were increased to 10
minutes. The productivity increased
8/10/20137 Asst.Prof. Supriya Bhagat

8. The rest period was reduced to 5 minutes but frequency was
increased. The productivity decreased slightly and the girls
complained that frequent rest intervals affected the rhythm
of the work.
The number of rest was reduced to two of 10 minutes each,
but in the morning, coffee or soup was served along with
sandwich and in the evening, snacks was provided. The
productivity increased.
8/10/20138 Asst.Prof. Supriya Bhagat

9. Changes in the working hours and workdays were
introduced such as cutting an hour off the end of the day and
eliminating Saturday work.
 the girls were allowed to leave at 4.30 pm instead of usual
5.00 pm and later at 4.00pm. Productivity increased.
8/10/20139 Asst.Prof. Supriya Bhagat

10. Conclusion of experiment
As each change was introduced, absenteeism decreased,
morale increased and less supervision was required.
Sense of belongingness ,self- discipline, sincerity increases.
8/10/201310 Asst.Prof. Supriya Bhagat

11. 3. INTERVIEW PHASE
21000 people were interviewed between 1928-1930
To determine employee attitude towards the company and
their jobs.
21,000 employees were interviewed over a period of three
years to find out reasons for increased productivity. It was
concluded that productivity can be increased if workers are
allowed to talk freely about matters that are important to
them
8/10/201311 Asst.Prof. Supriya Bhagat

12.  Initially, a direct approach was used whereby interviews
asked questions considered important by managers and
researchers.
The researchers observed that the replies of the workmen
were guarded.
Therefore, this approach was replaced by an indirect
technique, where the interviewer simply listened to what the
workmen had to say.
The findings confirmed the importance of social factors at
work in the total work environment.
8/10/201312 Asst.Prof. Supriya Bhagat

13. 4. Bank Wiring Test Room
Experiment:
Conducted during 1931- 1932
It was undertaken by researchers to test some of the ideas they
had gathered during the interviews.
A group of 14 male workers in the bank wiring room were placed
under observation for six months.
A worker's pay depended on the performance of the group as a
whole. The researchers thought that the efficient workers would
put pressure on the less efficient workers to complete the work.
However, it was found that the group established its own
standards of output, and social pressure was used to achieve the
standards of output.
8/10/201313 Asst.Prof. Supriya Bhagat

14. The hypothesis was that in order to earn more workers
would produce more and in order to take advantages of
group bonus, they would help each other to produce more.
But this reason failed as workers decided the target for
themselves which was lower than the companies target.
Ex- group target for a day was connecting 6600 terminals
against 7300 terminals set by the company. The worker gave
following reasons for the restricted output.
8/10/201314 Asst.Prof. Supriya Bhagat

15.  Fear of unemployment: the basic reasoning of workers was that if there
would be more production per head, some if the workers would be put out
of employment .
 Fear of raising the standards: most workers were convinced that once
they had reached the standard rate of production, management would raise
the standard of production reasoning that it must be easy to attain.
 Protection of slower workers: The workers were friendly on the job as
well as off the job. They appreciated the fact that they had family
responsibility that required them to remain in the job.
 Since slower workers were likely to be retrenched, the faster workers
protected them by not overproducing.
 Satisfaction on the part of management: According to workers,
management seemed to accept the lower production rate as no one was
being fired or even reprimanded for restricted output.
8/10/201315 Asst.Prof. Supriya Bhagat