hawthore detailed slide

1. HAWTHORNE STUDIES
ASST. PROF TRESA ROSE JOHN
ST.ANNS COLLEGE,ANGAMALY

3. Mayo wanted to find out what
effect fatigue(weakness) and
monotony (variation) had on job
productivity and how to control
them through such variables as
rest breaks, work hours,
temperatures, lighting and
humidity.”
The Hawthorne Studies can be conveniently divided
into five major parts. The five studies are referred to
as:
1.Experiment on Illumination (Lighting)
2.Relay Assembly Test Room
a)Second Relay Assembly Test Room
b)Mica Splitting Test Room
3. Mass Interviewing Program
4. Bank Wiring Observation Room
5. Personnel Counseling

4. ILLUMINATION STUDIES
1924-1927
MEASURED LIGHT INTENSITY VS. WORKER OUTPUT
RESULT :
HIGHER WORKER PRODUCTIVITY AND SATISFACTION AT ALL LIGHT LEVELS
CONCLUSIONS:
LIGHT INTENSITY HAS NO CONCLUSIVE EFFECT ON OUTPUT
PRODUCTIVITY HAS A PSYCHOLOGICAL COMPONENT
CONCEPT OF “HAWTHORNE EFFECT” WAS CREATED
MEASURED EFFECT OF LIGHTING CONDITIONS ON
THE PRODUCTIVITY OF EMPLOYEES.
WHEN LIGHTING WAS IMPROVED,THE
PRODUCTIVITY ALSO IMPROVED.
BUT WHEN LIGHTING WAS BROUGHT DOWN TO
MOONLIGHT , EVEN THEN PRODUCTIVITY INCREASED.
As the illumination experiment could not establish relationship between intensity of illumination and production,
the researchers set up a relay assembly test room.

5. RELAY ASSEMBLY TEST ROOM
 Under these test two small groups of six female telephone relay
assemblers were selected. Each group was kept in separate rooms. From
time to time, changes were made inMEASURED THE EFFECT OF WORKING CONDITION ON
PRODUCTIVITY.
RESULTS : WHEN WORKING CONDITION IMPROVED,
PRODUCTIVITY IMPROVED
PRIVILEGES WERE WITHDRAWN EVEN THEN THE
PRODUCTIVITY IMPROVED.
CONCLUSIONS:• POSITIVE EFFECTS EVEN WITH
NEGATIVE INFLUENCES – WORKERS’ OUTPUT WILL
INCREASE AS A RESPONSE TO ATTENTION • STRONG
SOCIAL BONDS WERE CREATED WITHIN THE TEST
GROUP. WORKERS ARE INFLUENCED BY NEED FOR
RECOGNITION, SECURITY AND SENSE OF BELONGING
THE INCENTIVE SYSTEM was changed so that each girl’s extra pay was based on the other
five rather than the output of larger group, say 100 workers or so. The productivity
increased as compared to before.
The REST PERIOD was increased to five minutes but the frequency increased. The
productivity slightly decreased and the girls complained that frequent rest intervals
affected the rhythm of the work. The number of rest was reduced to two of ten minutes
each.
COMPANY SPONSORED MEALS in the morning, coffee or soup was served along with
sandwich and in the evening, snack was provided. The productivity increased.
Changes in WORKING HOURS and workday were introduced such as cutting an hour off
the end of the day and eliminating Saturday work. The girls were allowed leave at 4:30pm
instead of the usual 5:00pm and later at 4:00pm. The productivity increased. Absenteeism
decreased, morale increased and less supervision was required.
Group of 6 Women – (5) Assemblers and (1) Layout Operator One
Observer – Explained every incremental change and recorded results

6. RELAY ASSEMBLY ROOM #2 ( 1928-1929)
MEASURED EFFECT ON OUTPUT WITH COMPENSATION RATES
Special observation room
1st Session
 Relay Assemblers changed from
departmental incentive to small
group incentive.
 RESULTS: • Small group incentives
resulted in highest sustained level of
production – 112% over standard
output base
2nd Session
 Adjusted back to large group
incentive.
 RESULTS: Output dropped to 96.2%
of base in 2nd session
CONCLUSION: Pay relevant to output but not the only factor

7. MICA SPLITTING TEST GROUP ( 1928-1931)
 CONDUCTED TO FIND IF THE PRODUCTIVITY OF WORKERS IS INFLUENCED BY
THE INCENTIVES PLAN ALONE. DURING THESE EXPERIMENTS,
 THE PIECE WAGE SYSTEM WAS KEPT CONSTANT.
 CHANGES IN WORK CONDITIONS WERE INCORPORATED.
LENGTH OF WORK DAY
USE OF REST PERIODS.
RESULT:
 PRODUCTIVITY INCREASED BY 15% OVER STANDARD OUTPUT BASE.
CONCLUSIONS:
 PRODUCTIVITY IS AFFECTED BY NON-PAY CONSIDERATIONS
 SOCIAL DYNAMICS ARE A BASIS OF WORKER PERFORMANCE

8. PLANT INTERVIEW PROGRAM ( 1925-1927)
 Conducted 20,000 interviews objective was to explore information, which could be used to improve supervisory
training. • Initially used the method of Direct Questioning and changed to Non Directive.
OUTCOMES
 - Giving an opportunity to talk 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.
 - The workers were satisfied or dissatisfied depending upon how they regarded their social status in
the company.
 - Social groups created big impact on work.
 - Production was restricted by workers regardless all financial incentives offered as group pressure are
on individual workers.
 RESULT: Remarkable positive employee perceptions
 CONCLUSIONS: New Supervisory Style improved worker morale
.
•1925-1927 – OBJECTIVE QUESTIONS
Work Conditions
Work Relationships
Yes/No Answers
1928-1932 – CONVERSATIONAL / NON-DIRECTIVE
Attentive Sympathetic Listening
Concern for personal needs
Increased in time from 30-90 minutes

9. BANK WIRING ROOM EXPERIMENT – 1931-1932
14 WORKERS were selected
• 9 WIREMEN
• 3 SOLDERMEN
• 2 INSPECTOR
Few Special working Conditions
• Segregated work area.
• No Management Visits.
• Supervision would remain the same.
• Observer would record data only – no
interaction with workers.
• New incentive pay rate was established for the
small group.
• Any increases in output would be included in
departmental pay incentives.
Result
Output was lower than what company had
determined.
The reasons for this output:
• Fear of unemployment.
• Fear of raising the standards.
• Protection of slower workers.
• Satisfaction on the part of management.

10. The reasons for this output:
 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.

11. BANK WIRING ROOM EXPERIMENT – 1931-1932
 CONCLUSIONS: Well established performance norms existed in the
group
Informal Social Organization dictated little deviation from established
production standards
Informal Social Organizations protect workers from managers who Raise
production standards
Cut pay rates
Challenge workplace norms Hawthorne Experiments 18 October 2012

12. IMPLICATIONS OF HAWTHORNE STUDIES
 Not only physical factors, social factors are also important.
 An Organization is not only structures but also people.
 Social factors, Cliques ( Groups) and status systems are important in
organizations.
 A group may act differently than the individuals comprising the group.
 Recognition and attention are strong motivators (Illumination test)
 Supervisor and Communication are very important (Relay Assembly
Experiment.)
 Group pressures and group dynamics exist in organizations (Bank Wiring).
 Groups can create conflicting interests (Bank Wiring).
 Work is influenced by formal and informal aspects of management.
 Team spirit, reasonable degree of freedom can influence work substantially
(Relay Assembly).
 Physical factors alone, (like lighting, incentives) cannot operate to the
exclusion of human factors (like team spirit and leadership).

13. ARE THE FINDINGS OF HAWTHORNE RELEVANT TODAY?
 In the modern world greater importance is given to technology.
 The importance of human aspects are being forgotten very often.
Therefore, the Hawthorne experiments are more relevant today and the
important findings of these experiments will continue to be relevant.
 The importance of social/group factors.
 Informal leadership.
 Supervision and communication.
 Recognition & Freedom.
 Team spirit.
 Importance of Psychological testing.
 Counselling, Resolving grievances, etc.

14. Sources of Information
 Andrew Dubrin, Management: Concepts and cases, Lengage India Pvt Ltd, New
Delhi, 2009.
 Sumuel C. Certo and S. Trevis Creto, Modern Management, PH learning Pvt
Ltd, Delhi, 2002.
 USP Rao, and V Hari Krishna, Management: Text and Cases, Excel books, New
Delhi, 2002L.
 M. Prasad, Principles and Practice of Management, Educational Publications,
New Delhi, 2010.
 ELTON Mayo and Hawthrone Experiments
http://www.thefreelibrary.com/Elton+Mayo%3a+the+Hawthorne+experiments.
-a0151189059
 https://www.csus.edu/indiv/b/burnettn/mgmtandcommspr02/sld009.htm