This document presents research on the implications of the Hawthorne Effect and its links to firm performance. It begins with an introduction and background on the Hawthorne Effect. The study aims to determine if the Hawthorne Effect can improve firm performance by examining its relationship to employee behavior, working environment, and productivity levels. The methodology discusses using surveys distributed to employees at three firms to collect data, which is analyzed using statistical software. Preliminary findings suggest the Hawthorne Effect is positively associated with treating employees fairly and providing necessary tools/facilities. The document concludes by discussing recommendations and areas for future research.
The Hawthorne Studies conducted in the 1920s and 1930s at the Hawthorne Works of Western Electric found that increased productivity resulted from workers being observed, not from changes in physical working conditions. Multiple experiments tested factors like lighting, breaks, and payment incentives, but productivity rose regardless, suggesting the influence of the social environment. The studies demonstrated that human relations and morale in the workplace are important for motivation and output.
job description and specification importance and practical practices Khuram Shafiq
This document discusses job analysis and describes a job description and specification for a Branch Manager position at Allied Bank Ltd. It includes:
- The group members and introduction to job descriptions and their purposes
- Details of the Branch Manager job description, including responsibilities and reporting structure
- The job specification, including education, experience, skills, and age requirements
- Why job analysis and accurate descriptions/specifications are important for hiring the right candidates
Job Satisfaction and Theories of Job SatisfationBrijesh Jha
This document discusses the concept of job satisfaction. It defines job satisfaction as the level of contentment employees feel about their work. It covers the key topics of determinants of job satisfaction like opportunities to use skills, compensation, and relationships; methods of measuring job satisfaction such as single ratings and summation scores; effects like higher productivity; and theories including Herzberg's two-factor theory and equity theory. It also provides a survey showing that over half of Indian workers reported being satisfied with their jobs.
The document discusses various topics related to recruitment, selection, placement, promotion, credentialing and retention of nurses. It defines each topic and describes the relevant processes. For recruitment, it outlines the steps involved including identifying vacancies, preparing job specifications, advertising positions, shortlisting candidates, and conducting interviews. Selection involves differentiating suitable applicants through processes such as testing and interviews. Placement determines the appropriate job for new hires while promotion involves advancing employees to higher roles. Credentialing and retention help verify qualifications and encourage staff to remain in their jobs long-term.
This document discusses factors that influence job satisfaction. It defines job satisfaction as the positive feelings employees have towards their work, as described by Keith Davis. Personal factors like age, gender, and education can impact satisfaction, as well as organizational factors including supervision, work groups, occupational level, job content, pay and promotion opportunities, and job security. Different age groups, genders, and education levels may experience satisfaction differently based on these determinants. How supervision is implemented, relationships within work groups, the level and variety in a job, and compensation all affect an individual's satisfaction.
Study purpose only. Kindly share to others. the action of supervising someone or something.
"he was placed under the supervision of a probation officer"
This document discusses performance appraisal, which is a formal, systematic process for evaluating employee job performance and productivity. It defines performance appraisal, outlines its characteristics and purposes for both employees and organizations. The document also covers the principles, criteria, approaches, process, methods and guidelines for effective performance appraisal. The overall aim is to measure how well employees are performing their jobs and help them improve.
The document outlines Herzberg's two-factor theory of motivation, which distinguishes between motivational factors and hygiene factors. Motivational factors like achievement, recognition, responsibility, and advancement can increase job satisfaction, while hygiene factors like company policies, supervision, and salary must be adequate to prevent dissatisfaction. The theory implies managers should focus on both guaranteeing strong hygiene factors and stimulating employees through motivational factors in the work itself.
The Hawthorne Studies conducted in the 1920s and 1930s at the Hawthorne Works of Western Electric found that increased productivity resulted from workers being observed, not from changes in physical working conditions. Multiple experiments tested factors like lighting, breaks, and payment incentives, but productivity rose regardless, suggesting the influence of the social environment. The studies demonstrated that human relations and morale in the workplace are important for motivation and output.
job description and specification importance and practical practices Khuram Shafiq
This document discusses job analysis and describes a job description and specification for a Branch Manager position at Allied Bank Ltd. It includes:
- The group members and introduction to job descriptions and their purposes
- Details of the Branch Manager job description, including responsibilities and reporting structure
- The job specification, including education, experience, skills, and age requirements
- Why job analysis and accurate descriptions/specifications are important for hiring the right candidates
Job Satisfaction and Theories of Job SatisfationBrijesh Jha
This document discusses the concept of job satisfaction. It defines job satisfaction as the level of contentment employees feel about their work. It covers the key topics of determinants of job satisfaction like opportunities to use skills, compensation, and relationships; methods of measuring job satisfaction such as single ratings and summation scores; effects like higher productivity; and theories including Herzberg's two-factor theory and equity theory. It also provides a survey showing that over half of Indian workers reported being satisfied with their jobs.
The document discusses various topics related to recruitment, selection, placement, promotion, credentialing and retention of nurses. It defines each topic and describes the relevant processes. For recruitment, it outlines the steps involved including identifying vacancies, preparing job specifications, advertising positions, shortlisting candidates, and conducting interviews. Selection involves differentiating suitable applicants through processes such as testing and interviews. Placement determines the appropriate job for new hires while promotion involves advancing employees to higher roles. Credentialing and retention help verify qualifications and encourage staff to remain in their jobs long-term.
This document discusses factors that influence job satisfaction. It defines job satisfaction as the positive feelings employees have towards their work, as described by Keith Davis. Personal factors like age, gender, and education can impact satisfaction, as well as organizational factors including supervision, work groups, occupational level, job content, pay and promotion opportunities, and job security. Different age groups, genders, and education levels may experience satisfaction differently based on these determinants. How supervision is implemented, relationships within work groups, the level and variety in a job, and compensation all affect an individual's satisfaction.
Study purpose only. Kindly share to others. the action of supervising someone or something.
"he was placed under the supervision of a probation officer"
This document discusses performance appraisal, which is a formal, systematic process for evaluating employee job performance and productivity. It defines performance appraisal, outlines its characteristics and purposes for both employees and organizations. The document also covers the principles, criteria, approaches, process, methods and guidelines for effective performance appraisal. The overall aim is to measure how well employees are performing their jobs and help them improve.
The document outlines Herzberg's two-factor theory of motivation, which distinguishes between motivational factors and hygiene factors. Motivational factors like achievement, recognition, responsibility, and advancement can increase job satisfaction, while hygiene factors like company policies, supervision, and salary must be adequate to prevent dissatisfaction. The theory implies managers should focus on both guaranteeing strong hygiene factors and stimulating employees through motivational factors in the work itself.
The critical incident method is a technique for collecting clear, observable data about employee performance. It involves identifying and describing specific events where an employee either performed well or needs improvement. The method has several steps: collecting critical incidents as they occur, summarizing them for a rating period, and conducting a performance review with the employee. It is used for various purposes like performance analysis, organizational development, and competency assessment. The advantages are that it provides concrete examples of behavior and is flexible, while the disadvantages include potential inaccuracies in perceptions and the time required for analysis.
The Hawthorne Studies conducted experiments at Western Electric Company in Chicago from 1924-1932 to understand how human behavior affects productivity. The studies found that productivity increased with any changes made, including increased lighting or shorter hours, due to the attention paid to workers rather than the changes themselves. Later experiments confirmed social bonds between workers and feeling valued by management positively impacted productivity more than financial incentives alone. The studies established that social and psychological factors are more important for motivation than physical working conditions.
The document discusses compensation and benefits practices at various organizations. It provides an overview of compensation systems, including direct and indirect components. It also covers the needs for compensation, designing equitable compensation considering internal and external equity, and linking pay to performance. The document concludes by giving examples of compensation and benefits plans of companies like Google, Procter & Gamble, Apollo Hospitals, and Wipro.
1. Motivation is important for organizations and individuals as it leads to improved performance and productivity.
2. Motivated employees and empowered teams are more likely to help businesses succeed and achieve goals.
3. Motivation fosters job satisfaction, self-development, and a positive work environment.
This document defines promotion as the upward movement or advancement of an employee within an organization. It discusses various types of promotion including horizontal, vertical, and dry promotion. The purpose of promotion is to recognize and reward employee skills, motivate higher productivity, develop competitive spirit, promote employee satisfaction, build loyalty, and retain talented individuals. Characteristics of effective promotion include providing equal opportunities, being uniformly applied, being fair and impartial, having clearly specified criteria, and being made on a trial basis. Promotion decisions can be based on factors like seniority, performance, qualifications, potential, career plans, vacancies, and training.
This document discusses motivation in the workplace. It defines motivation as the driving force behind behavior that compels us to action and success. Several theories of motivation are explained, including Hertzberg's two-factor theory, Maslow's hierarchy of needs, the Hawthorne effect, and expectancy theory. Challenges to motivating employees and tips to increase motivation are provided. Effective motivation techniques include creating a positive work environment, setting goals, building trust, incentives, and recognition.
Absenteeism refers to an employee's failure to report to work when scheduled without proper authorization. It can be classified as total, excused, unexcused, or chronic absenteeism. Common causes include the nature of work, poor working conditions, lack of leave policies, accidents, poor control, and lack of transportation. Effects include disrupted workflow, inability to meet deadlines, extra pressure on present employees, and lost wages. Measures to control absenteeism include proper hiring, improved working conditions, incentives for regular attendance, disciplinary actions, supervision, and counseling.
1) Employee retention is important for organizations to reduce turnover rates and costs. However, to reduce rates, organizations must understand the main reasons why employees leave, such as feeling undervalued, lack of career growth opportunities, and poor management.
2) There are several theories that aim to explain what motivates employees. Maslow's hierarchy of needs suggests that lower level needs must be met before higher level needs can motivate. Herzberg's two-factor theory separates motivators like achievement and recognition from hygiene factors like salary and job security.
3) Effective leaders can motivate employees by recognizing individual needs, encouraging growth, acting as a role model, and involving employees in decisions that affect their work. Regular feedback and
This PPT is about "Job Satisfaction". Here, it'll explain what creates job satisfaction and how employees show their dissatisfaction in the organisation.
This document discusses job analysis and job design. It defines a job and explains that job analysis is the systematic process of collecting information about a job such as duties, responsibilities, skills required, and work conditions. The key components of job analysis are the job description, which provides details of what the job entails, and the job specification, which outlines the qualifications needed. Job design involves configuring jobs to meet organizational needs while satisfying employees. Different techniques of job design discussed are job simplification, enlargement, enrichment, and rotation.
Placement involves assigning employees to jobs based on their qualifications and the job requirements. It aims to reduce turnover and improve employee morale. The key aspects of placement include collecting employee profiles, comparing them to job profiles, counselling and assessment, and final job assignment. Differential placement assesses an employee's suitability for multiple jobs to make the most effective use of human resources. Proper placement benefits both employees and organizations.
The document discusses performance appraisal, including definitions, objectives, principles, methods, obstacles, and types of appraisal interviews. It provides definitions of performance appraisal and outlines its process. The objectives are categorized as work related, career development, and administrative. Principles of performance appraisal and various methods are described, including ranking, paired comparison, forced distribution, grading, checklist, forced choice, critical incident, field review, and essay evaluation. Obstacles and characteristics of appraisal interviews are also summarized.
ABC (Pvt) Ltd is facing motivational issues with their employees. Currently, their motivation activities include providing salaries, overtime pay, bonuses and other financial benefits. However, employees feel their salary increments are insufficient, they try to take all their leaves, and there is a high turnover among female workers. The company also lacks transportation facilities, has issues with working environments and facilities, and takes too long to address problems and give promotions. To improve motivation based on Maslow's hierarchy of needs theory, the company should increase basic pay and benefits, improve safety measures, encourage socialization, implement performance evaluations, and support self-actualization through training.
The document discusses the problem solving process, which consists of 7 steps: 1) defining the problem, 2) analyzing the problem, 3) generating possible solutions, 4) analyzing the solutions, 5) selecting the best solution, 6) implementing the solution, and 7) evaluating and revising the solution. Each step of the process is described in detail. The document also compares the problem solving process to the research process, noting their similarities.
The hawthorne experiments-roethlisberger1941jcpham
The Hawthorne experiments conducted in the 1920s and 1930s studied the effects of various factors on the productivity of workers at Western Electric's Hawthorne plant near Chicago. The experiments found that changes to lighting levels did not significantly impact productivity, but that social and psychological factors played a key role. One study of female relay assemblers found that productivity increased with the introduction of rest breaks, shorter hours, incentives and attention from researchers. The workers felt more satisfied and productive working in small groups where they could socialize. The experiments highlighted the importance of factors like workplace relationships, job satisfaction and group dynamics in motivating workers.
The document discusses performance appraisals, including their definition, purpose, methods, and best practices. It defines performance appraisal as the systematic evaluation of an employee's job performance and potential. Some key points include: performance appraisals aim to provide feedback, identify training needs, and form a basis for personnel decisions. Effective methods include setting goals/objectives, collecting data on performance, conducting interviews, and providing follow-up. Common errors to avoid are rater biases like the halo effect.
The document discusses several motivational theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's acquired needs theory, equity theory, and expectancy theory. It analyzes the key elements and implications of each theory on motivating employees, such as understanding an individual's dominant needs, ensuring fair treatment and rewards, and establishing a clear link between performance and rewards. The theories provide insights for managers on evaluating what motivates different employees and how to apply motivational strategies appropriately.
The Hawthorne studies were a series of experiments conducted between 1924-1932 at the Western Electric Company in Chicago to study the impact of workplace conditions on worker productivity. The studies found that improved lighting had little impact on productivity, but that worker productivity and satisfaction increased in response to being studied, regardless of changes made. The researchers concluded that social and psychological factors strongly influence worker performance.
The document summarizes two experiments conducted at the Hawthorne plant in 1924. The relay assembly room experiment varied working conditions like rest periods and work hours for the test group and observed their productivity increased compared to the control group. The bank wiring observation experiment found that informal work groups influenced productivity more than financial incentives by establishing their own output standards. The implications of the Hawthorne experiments were the Hawthorne effect of improved performance due to special attention and the influence of informal work groups on employee behavior.
The critical incident method is a technique for collecting clear, observable data about employee performance. It involves identifying and describing specific events where an employee either performed well or needs improvement. The method has several steps: collecting critical incidents as they occur, summarizing them for a rating period, and conducting a performance review with the employee. It is used for various purposes like performance analysis, organizational development, and competency assessment. The advantages are that it provides concrete examples of behavior and is flexible, while the disadvantages include potential inaccuracies in perceptions and the time required for analysis.
The Hawthorne Studies conducted experiments at Western Electric Company in Chicago from 1924-1932 to understand how human behavior affects productivity. The studies found that productivity increased with any changes made, including increased lighting or shorter hours, due to the attention paid to workers rather than the changes themselves. Later experiments confirmed social bonds between workers and feeling valued by management positively impacted productivity more than financial incentives alone. The studies established that social and psychological factors are more important for motivation than physical working conditions.
The document discusses compensation and benefits practices at various organizations. It provides an overview of compensation systems, including direct and indirect components. It also covers the needs for compensation, designing equitable compensation considering internal and external equity, and linking pay to performance. The document concludes by giving examples of compensation and benefits plans of companies like Google, Procter & Gamble, Apollo Hospitals, and Wipro.
1. Motivation is important for organizations and individuals as it leads to improved performance and productivity.
2. Motivated employees and empowered teams are more likely to help businesses succeed and achieve goals.
3. Motivation fosters job satisfaction, self-development, and a positive work environment.
This document defines promotion as the upward movement or advancement of an employee within an organization. It discusses various types of promotion including horizontal, vertical, and dry promotion. The purpose of promotion is to recognize and reward employee skills, motivate higher productivity, develop competitive spirit, promote employee satisfaction, build loyalty, and retain talented individuals. Characteristics of effective promotion include providing equal opportunities, being uniformly applied, being fair and impartial, having clearly specified criteria, and being made on a trial basis. Promotion decisions can be based on factors like seniority, performance, qualifications, potential, career plans, vacancies, and training.
This document discusses motivation in the workplace. It defines motivation as the driving force behind behavior that compels us to action and success. Several theories of motivation are explained, including Hertzberg's two-factor theory, Maslow's hierarchy of needs, the Hawthorne effect, and expectancy theory. Challenges to motivating employees and tips to increase motivation are provided. Effective motivation techniques include creating a positive work environment, setting goals, building trust, incentives, and recognition.
Absenteeism refers to an employee's failure to report to work when scheduled without proper authorization. It can be classified as total, excused, unexcused, or chronic absenteeism. Common causes include the nature of work, poor working conditions, lack of leave policies, accidents, poor control, and lack of transportation. Effects include disrupted workflow, inability to meet deadlines, extra pressure on present employees, and lost wages. Measures to control absenteeism include proper hiring, improved working conditions, incentives for regular attendance, disciplinary actions, supervision, and counseling.
1) Employee retention is important for organizations to reduce turnover rates and costs. However, to reduce rates, organizations must understand the main reasons why employees leave, such as feeling undervalued, lack of career growth opportunities, and poor management.
2) There are several theories that aim to explain what motivates employees. Maslow's hierarchy of needs suggests that lower level needs must be met before higher level needs can motivate. Herzberg's two-factor theory separates motivators like achievement and recognition from hygiene factors like salary and job security.
3) Effective leaders can motivate employees by recognizing individual needs, encouraging growth, acting as a role model, and involving employees in decisions that affect their work. Regular feedback and
This PPT is about "Job Satisfaction". Here, it'll explain what creates job satisfaction and how employees show their dissatisfaction in the organisation.
This document discusses job analysis and job design. It defines a job and explains that job analysis is the systematic process of collecting information about a job such as duties, responsibilities, skills required, and work conditions. The key components of job analysis are the job description, which provides details of what the job entails, and the job specification, which outlines the qualifications needed. Job design involves configuring jobs to meet organizational needs while satisfying employees. Different techniques of job design discussed are job simplification, enlargement, enrichment, and rotation.
Placement involves assigning employees to jobs based on their qualifications and the job requirements. It aims to reduce turnover and improve employee morale. The key aspects of placement include collecting employee profiles, comparing them to job profiles, counselling and assessment, and final job assignment. Differential placement assesses an employee's suitability for multiple jobs to make the most effective use of human resources. Proper placement benefits both employees and organizations.
The document discusses performance appraisal, including definitions, objectives, principles, methods, obstacles, and types of appraisal interviews. It provides definitions of performance appraisal and outlines its process. The objectives are categorized as work related, career development, and administrative. Principles of performance appraisal and various methods are described, including ranking, paired comparison, forced distribution, grading, checklist, forced choice, critical incident, field review, and essay evaluation. Obstacles and characteristics of appraisal interviews are also summarized.
ABC (Pvt) Ltd is facing motivational issues with their employees. Currently, their motivation activities include providing salaries, overtime pay, bonuses and other financial benefits. However, employees feel their salary increments are insufficient, they try to take all their leaves, and there is a high turnover among female workers. The company also lacks transportation facilities, has issues with working environments and facilities, and takes too long to address problems and give promotions. To improve motivation based on Maslow's hierarchy of needs theory, the company should increase basic pay and benefits, improve safety measures, encourage socialization, implement performance evaluations, and support self-actualization through training.
The document discusses the problem solving process, which consists of 7 steps: 1) defining the problem, 2) analyzing the problem, 3) generating possible solutions, 4) analyzing the solutions, 5) selecting the best solution, 6) implementing the solution, and 7) evaluating and revising the solution. Each step of the process is described in detail. The document also compares the problem solving process to the research process, noting their similarities.
The hawthorne experiments-roethlisberger1941jcpham
The Hawthorne experiments conducted in the 1920s and 1930s studied the effects of various factors on the productivity of workers at Western Electric's Hawthorne plant near Chicago. The experiments found that changes to lighting levels did not significantly impact productivity, but that social and psychological factors played a key role. One study of female relay assemblers found that productivity increased with the introduction of rest breaks, shorter hours, incentives and attention from researchers. The workers felt more satisfied and productive working in small groups where they could socialize. The experiments highlighted the importance of factors like workplace relationships, job satisfaction and group dynamics in motivating workers.
The document discusses performance appraisals, including their definition, purpose, methods, and best practices. It defines performance appraisal as the systematic evaluation of an employee's job performance and potential. Some key points include: performance appraisals aim to provide feedback, identify training needs, and form a basis for personnel decisions. Effective methods include setting goals/objectives, collecting data on performance, conducting interviews, and providing follow-up. Common errors to avoid are rater biases like the halo effect.
The document discusses several motivational theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's acquired needs theory, equity theory, and expectancy theory. It analyzes the key elements and implications of each theory on motivating employees, such as understanding an individual's dominant needs, ensuring fair treatment and rewards, and establishing a clear link between performance and rewards. The theories provide insights for managers on evaluating what motivates different employees and how to apply motivational strategies appropriately.
The Hawthorne studies were a series of experiments conducted between 1924-1932 at the Western Electric Company in Chicago to study the impact of workplace conditions on worker productivity. The studies found that improved lighting had little impact on productivity, but that worker productivity and satisfaction increased in response to being studied, regardless of changes made. The researchers concluded that social and psychological factors strongly influence worker performance.
The document summarizes two experiments conducted at the Hawthorne plant in 1924. The relay assembly room experiment varied working conditions like rest periods and work hours for the test group and observed their productivity increased compared to the control group. The bank wiring observation experiment found that informal work groups influenced productivity more than financial incentives by establishing their own output standards. The implications of the Hawthorne experiments were the Hawthorne effect of improved performance due to special attention and the influence of informal work groups on employee behavior.
1. Elton Mayo and other researchers conducted a series of experiments known as the Hawthorne Experiments between 1924-1932 at the Hawthorne Works of Western Electric Company in Chicago.
2. The experiments sought to understand the impact of various workplace factors like lighting, breaks, incentives on worker productivity but found no conclusive relationships. Productivity increased regardless of changes, highlighting the importance of social and psychological factors.
3. The experiments demonstrated that workers are influenced more by social relationships and feeling of being valued rather than just physical and economic factors alone. This challenged prevailing views and established human relations as important in workplace management.
The Hawthorne experiments conducted between 1924-1932 at Western Electric Company in Chicago studied the impact of workplace conditions on worker productivity. The experiments included an illumination experiment which found that increased lighting did not increase productivity, and relay assembly test room studies which found that social factors like attention from managers and feeling of group belonging increased productivity more than changes in work hours. Interviews with workers also revealed that opportunities to freely discuss work-related issues positively impacted morale and productivity. The studies concluded that workers respond to the total work situation and are influenced by social and psychological factors both inside and outside the workplace.
The Hawthorne Studies examined how changes in working conditions affected employee productivity. Researchers found that productivity increased when workers were treated as a team and given short breaks, hot meals, and earlier dismissal times. The studies concluded that motivation, cooperation among coworkers, and involving employees in decision making can boost productivity.
Elton Mayo was an early 20th century researcher who studied workplace motivation. He suggested that motivation is influenced by factors like communication, teamwork, involvement in decision-making, and good social relationships between coworkers. Mayo believed that making work interesting and giving employees freedom and responsibility improves motivation compared to repetitive tasks that cause boredom. His research concluded that workers' social and belonging needs are just as important to their motivation as monetary incentives.
The Hawthorne Experiments conducted by Elton Mayo from 1924-1932 consisted of four parts that studied the impact of various work conditions on worker productivity. The experiments found that changes to factors like lighting levels, pay incentives, work hours and breaks resulted in higher productivity, likely due to the positive effects of attention paid to workers and strengthened social bonds within groups. The experiments helped establish the concept of the "Hawthorne Effect" and showed that productivity is influenced by non-physical work factors like social dynamics and feelings of recognition.
George Elton Mayo conducted the Hawthorne Studies in the 1920s to study the effects of lighting on worker productivity. Researchers were surprised to find that productivity increased regardless of lighting levels. They concluded this was due to the Hawthorne Effect - workers feeling valued from management's attention. Later criticisms found issues like other variables not controlled for and incentives influencing results. However, the studies emphasized the importance of social and cultural factors in motivation. Today, many companies still aim to foster positive workplace cultures with employee input and engagement.
George Elton Mayo (1880-1949) was an Australian psychologist and professor known for founding the Human Relations movement. He conducted research including the famous Hawthorne Studies in the 1930s, which showed that social and informal groups significantly influence individual worker behavior. Mayo concluded that worker performance depends on both social factors and job content. He believed managers should recognize employees' need to belong to groups and cater to their "social needs" to gain their cooperation. While not conducting the Hawthorne Studies himself, Mayo was skilled at publicizing the research and applying sociological theories to support its findings regarding the importance of human relationships in workplaces.
The Hawthorne Experiments consisted of four parts conducted between 1924-1932 at Western Electric Works in the US. The first experiment varied lighting levels and found productivity increased regardless, showing factors beyond lighting impacted work. The second experiment gave workers flexibility and found productivity rose. Interviews in the third experiment revealed productivity increased when workers could freely discuss important issues. The fourth embedded observers and found workers set their own standards. The conclusions determined social and psychological factors beyond physical conditions most impact productivity.
Elton mayo’s hawthorne experiment and it’s contributions toRajesh Pandey
Elton Mayo conducted the Hawthorne Experiments from 1924-1927 to study the impact of workplace factors like illumination on employee productivity. The experiments found that productivity increased even when illumination decreased, showing other social and psychological factors were more important. The experiments consisted of four parts: an illumination study, a relay assembly test, employee interviews, and a bank wiring test. Overall, the experiments demonstrated that factors like feeling valued, participation, and good social relations significantly increased employee motivation and productivity more than logical or economic factors alone.
The Hawthorne experiments conducted in the 1920s and 1930s studied the effects of various workplace conditions on productivity. Led by Elton Mayo, the studies found that social and psychological factors strongly influenced worker behavior and output. Specifically, participation in decision-making, attention from managers, good social relationships among coworkers, and feeling valued on the job all increased productivity, regardless of physical working conditions. The experiments concluded that non-financial motivations are important for worker satisfaction and performance.
Elton mayo focusing on human relation aspectssanprupali
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.
George Elton Mayo was an Australian psychologist who conducted the famous Hawthorne Studies in the 1930s. The studies showed that factors like communication, teamwork, involvement in decision making, and acknowledging social needs improved worker motivation more than money. Mayo found that motivation depended on feeling important and having some freedom and choice. His research demonstrated the importance of understanding group dynamics in organizations to motivate different unofficial and official groups.
This document provides an overview of the key topics covered in the BUS 4010 Introduction to Public Administration course. The course covers the history and functions of public administration, the rulemaking process, bureaucratic red tape, the influence of politics, and the advantages and disadvantages of bureaucracy. It also examines Max Weber's theory of bureaucracy and the characteristics of bureaucratic organizations, such as hierarchical authority, task specialization, extensive rules, and impersonality. Common criticisms of bureaucracy like red tape are also discussed.
Principles of Scientific Management (F.W. Taylor)Deep Gurung
The slide explains the theory proposed by F.W. Taylor. He introduced scientific methods of doing work to increase productivity. Thus he is known as 'Father of Scientific Management;. Thus, the theory 'Principles of Scientific Management'.
Max Weber was a German sociologist who developed a theory of bureaucracy based on legal-rational authority. According to Weber's theory, a bureaucracy is characterized by: a clear hierarchy with levels of authority; specialized divisions of labor; a framework of consistent rules applied impartially; and qualifications-based selection of bureaucrats. Weber saw bureaucracy as an efficient and rational way for large organizations to operate through standardized procedures and impersonal administration.
Max weber’s theory of bureaucracy and its criticismJulpahan
Max Weber developed a theory of bureaucracy that defined its key features as a formal rational system intended to maximize efficiency. These features include a clear division of labor, a well-defined hierarchy of authority, impersonal relationships based on positions rather than personalities, and an emphasis on rules and standard operating procedures. While bureaucracy aims to increase rationality and efficiency, it has also been criticized for being too rigid and rule-bound, hindering flexibility and informal communication within organizations. Weber acknowledged that bureaucracy is not the only way to structure modern institutions rationally.
This document discusses various topics related to sensors, monitoring, and technology including the Hawthorne effect, internet of things, sensors in toilets, Game of Thrones, and specific technologies like Samsung Galaxy sensors, Android, node.js, rickshaw and heroku.
This document discusses key concepts in educational psychology. It begins by defining educational psychology as applying psychological principles to solve classroom problems. It then discusses opportunities and challenges teachers face, such as making a positive difference in students' lives but also being held accountable for their academic success. The document also addresses the importance of understanding diversity among students. Finally, it outlines the science of educational psychology, explaining that theories are formulated and research is conducted to test those theories. Research involves samples, measures, and designs to study variables and phenomena. Common research designs include descriptive, correlational, experimental, and quasi-experimental.
Determinants of employees performance in ready made garments rm gs sector in...rakib41
This study aimed to determine the factors that influence employees' performance in the ready-made garments sector in Chittagong, Bangladesh. The researchers conducted surveys of 100 employees from 20 garment companies. They found that individual-related factors, job-related factors, and organizational-related factors all had a strong positive correlation with employees' performance. Path analysis showed that organizational-related factors had the strongest direct effect on performance, followed by individual-related factors. The study suggests focusing on organizational factors like culture, communication, and supervisor support to enhance employees' performance.
History and Significance of Hawthorne Studies.pdfMuhammad Aamir
History and Significance of Hawthorne Studies
Western Electric Company, a manufacturer of communications equipment, hired a team of Harvard researchers led by Elton Mayo and Fritz Roethlisberger. They were to investigate the influence of physical working conditions on workers' productivity and efficiency in one of the company's factories outside Chicago. This research project, known as the Hawthorne Studies, provided some of the most interesting and controversial results in the history of management.
Significance of Hawthorne Studies
Hawthorne studies were designed to explore avenues to increase worker productivity. The Hawthorne theory of management suggests that worker productivity is not only based on physical conditions, but the notion that management cares about employee welfare and wages paid to them.
The Hawthorne Studies were a series of experiments conducted from 1924 to 1932. During the first stage of the project (the Illumination Experiments), various working conditions, particularly the lighting in the factory, were altered to determine the effects of these changes on productivity. The researchers found no systematic relationship between the factory lighting and production levels. In some cases, productivity continued to increase even when the illumination was reduced to the level of moonlight. The researchers concluded that the workers performed and reacted differently because the researchers were observing them. This reaction is known as the Hawthorne Effect. This conclusion led the researchers to believe productivity may be affected more by psychological and social factors than by physical or objective influences. With this thought in mind, they initiated the other four stages of the project. During these stages, the researchers performed various work group experiments and had extensive interviews with employees. Mayo and his team eventually concluded that the informal work group influenced productivity and employee behavior.
Significant of Hawthorne Studies
The Hawthorne experiments marked a significant step forward in human behavior and are regarded as one of the most important social science investigations and said to be the foundations of relations approach to management and the development of organizational behavior. Managers are to be aware of the criticism evolved through years on such a study before adopting it. In my opinion, the Hawthorne effect is a validated theory and could be applied within the organization, though care is to be taken and a limit is to be set. The use of team groups is acceptable as it creates a caring factor between workers and competitively amongst other teams. Supervisors are to keep their role and limit socializing with staff on the shop floor to always keep their role and hence standards are always kept to the maximum. Team meetings are to be held which allows the worker to give out his opinion and feel important by contributing his ideas to the organization Continue ..........
Master's Thesis MSc BA - O&MC, Marc HaakmaMarc Haakma
This document provides a literature review and background for a study examining the impact of performance appraisals on intrinsic employee motivation in a public sector organization. The study will apply stewardship theory, which posits that employee motivation is intrinsic and goals are aligned with the organization. Prior research found intrinsic motivation is more important for public sector employees. The study aims to contribute to the field of management control by examining how a key control mechanism, performance appraisals, relates to intrinsic motivation. Hypotheses will be developed and tested through research in a public organization to determine if results confirm stewardship theory perspectives.
Project on the topic working environment of employees in steel company(minar ...rinushalu
The document provides an overview of the steel industry in India and Kerala, and profiles Minar Ispat Pvt Ltd. Key points:
- India is the 2nd largest steel producer globally and production has grown significantly since economic reforms in the 1990s opened the sector to private and foreign investment.
- Kerala's steel industry employs 15,000 people and contributes Rs. 75 crores annually. It faces issues like unreliable power supply.
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3. INTRODUCTION
The study on Hawthorne effects is an interesting issue
to be discussed and reviewed at by the right
personnel’s (Spain, 2008).
The “Hawthorne Effect” is often mentioned as a
possible explanation for position in intervention
studies. It is used to cover many phenomena, not only
unwitting confounding of variables under study by the
study itself, but also behavioral change due to an
awareness of being observed, active compliance with
the supposed wishes of researchers because of special
attention received, or positive response to the stimulus
being introduced.
4. BACKGROUND OF THE STUDY
Norman (1983) Hawthorne effect is an inevitable part of all
usability studies and is necessary mechanism for bringing
about any performance improvements.
Parson (1974) performance increases come about because
of the learning and feedback that takes place during the
experiment. Therefore, in the widest sense, any
performance benefits identified in a study actually rely on
the Hawthorne effect.
5. BACKGROUND OF THE STUDY
• The study examined from three different
dimensions:
Observation
Working Environments
Employees Behaviors
6. PROBLEM STATEMENT
This research arises from the need to manages firm
performance more effectively as well as efficiently . The
global industry issues and problems demand firms to
continuously improved and remain competitive.
Therefore, it is important to study Hawthorne Effect to for
the sake of increasing in Firms performance.
7. OBJECTIVE OF THE STUDY
To determine whether Hawthorne Effect can improve the
firm’s performance.
To identify the relationship between Hawthorne Effect and
human behaviour.
To analyze the effects of Hawthorne towards
environmental factors.
To differentiate the factors that related to Hawthorne
Effect.
8. SIGNIFICANT OF THE STUDY
The findings are expected to bring advantages to employee
, employer and organization as well.
EMPLOYEE
Motivation.
Understanding on Hawthorne Effect positive impact.
Reduce turnover (job satisfaction).
9. SIGNIFICANT OF THE STUDY
EMPLOYER
Provide better working environments.
Better Understanding about their employees.
Interpersonal skill.
FIRM’S
Global competitive advantage.
Increase profit.
Continuous Improvement
10. LIMITATION OF STUDIES
• Limited to three Firm only.
• Poor quality of data(limited perception of
respondents).
• Respondents Bias.
• Constraints (time and money).
11. FRAMEWORK OF THE STUDY
Theoretical framework of implication of Hawthorne effect
links to Firms performance.
EMPLOYEE
BEHAVIOR
HAWTHRONE EFFECT WORKING
ENVIRONMENT
PRODUCTIVITY
LEVEL
12. CHAPTER 2
LITERATURE REVIEW
This chapter gives an overview of literature to
support the area of study. This chapter
introduces the implication of Hawthorne links
to firm performance in order to give a clear
idea about the research area.
13. INTRODUCTION
According to Afolabi (1992) indicated that and essential
aspect of research is the literature review. It is so
important that without literature review, research is
incomplete.
Norman (1983) Hawthorne effect is an inevitable part of all
usability studies and is necessary mechanism for bringing
about any performance improvements.
Performance improvements came about because the test
participants believed that the changes would improve their
performance and were flattered and motivated by the
attention they were being given ( Mayo , 1993).
14. HAWTHORNE EFFECT
The Hawthorne effect is a form of reactivity, and describes a
temporary change to behavior or performance in response to a
change in the environmental conditions, with the response being
typically an improvement. The Hawthorne studies have had a
dramatic effect on management in organizations and how
people react to different situations. Hawthorne effect is a short
term improvement caused by observing worker performance
(Landsberger, 1955).
15. HAWTHORNE EFFECT
Introduction into a work situation of any kind of
change with employees interpreted as being directed
to improving their welfare brought about an
improvement in efficiency.’ (Davis &
Shackleton, 1975). The tendency for people to behave
differently when they know they are being studied
(Davis & Shackleton).
16. 2.1 PRODUCTIVITY LEVEL
Increase in employee productivity in response to a change
in lighting intensity and other interventions. Because these
interventions varied without the intention to increase
worker performance, Mayo argued that the increased in
productivity was the result of personal attention and of the
newness of a program Mayo (1933).
17. 2.2 EMPLOYEE BEHAVIOR
Hawthorne effects are most helpful to tenable methodological
consideration and as claim about a fundamental feature of
human behaviors. Spain, (2008).
The Hawthorne effect describes a temporary change to behavior
or performance in response to a change in the environmental
conditions. This change is typically an improvement. Proponents
of the Hawthorne effect say that people who are singled out for a
study of any kind may improve their performance or behavior
not because of any specific condition being tested, but simply
because of all attention they receive.( Rice, 1982).
18. Employee Morale
The Hawthorne effect phenomenon determined that the
morale and motivation of the consistently productive
control group was their impetus of production (Fry, 1989).
Employee Motivation
The original explanation suggested that the increased
in attention by management motivated employees to
increase their productivity rather than the changes in
working conditions (Roethlisberger & Dickson, 1939).
19. Employee cooperation
The atmosphere was one of the new employee supervision.
Group morale improved. Individuals are more likely to
come another’s assistance. Group morale improved (Davis
1974).
20. 2.3 WORKING ENVIRONMENT
The Hawthorne effect is a form of reactivity, and describes
a temporary change to behavior or performance in
response to a change in the environmental conditions, with
the response being typically an improvement.
(Landsberger, 1995).
Office layout.
Necessary Tools& facilities.
Safety.
21. CHAPTER THREE
RESEARCH METHODOLOGY
This chapter discuss about the type of
research methodology being used in
this research.
22. INTRODUCTION
This section deal in detail precisely to achieving the
research objectives and will also justify the choice of
method of those objectives
This chapter thus includes :
The type of research design used;
The respondents or sample and population,
Instrument for the research,
Data collection as well as data analysis to transformed
the data into meaningful information and relate to the
problem question and objective.
23. TYPES OF THE RESEARCH
Researcher via exploratory studies trying to understand the
problem which is the implication of Hawthorne effects links to
firm performance.
Exploratory research helps ensure that a rigorous and
conclusive study will not begin with an inadequate
understanding of the nature of the business problem.
Most exploratory research designs provide qualitative data
which provides greater understanding of a concept.
In contrast, quantitative data provides precise measurement.
The purpose of conducting exploratory research is to diagnosing
a situation, screening alternatives and discovering new ideas.
24. RESEARCH TECHNIQUE
Survey is the research technique that applied in this
research. Information is gathered from the sample of
respondents from three chosen company which is:
Federal Hotel, Kuala Lumpur,
Havey Norman Holdings Limited,
YPC (Malaysia) Sdn Bhd .
Therefore, questionnaire was designed to elicit information
from the respondent’s point of view regarding the
implication of Hawthorne Effect link’s to Firm’s
performance.
25. DESIGN OF QUESTIONNAIRE
Questionnaire was designed to meet the research objective.
The questionnaire was divided into four sections:
Background of the respondents
Hawthorne effects towards firm performance
Hawthorne effects towards employee behavior
Hawthorne effects towards working environment
Hawthorne effects links to Productivity Level
Cosmas - Survey (1).doc
26. DATA ANALYSIS
Researcher used (SPSS) Statistical Package For
Social Science version 16 which is found in 1968.
The software is needed to measure the data which is
collected via survey and interview.
This is important part experience by the researcher
to test the reliability of the data which is based on
the scores from the questionnaire distributed to the
sample.
27. RELIABILITY
Cronbach’s Alpha Cronbach’s Alpha N of Item’s
Reliability statistics
Based on
Standardized items
.830 .837 4
Reliability is the degree to which a scale or instrument
consistently measures whatever it measures. Reliability is
expressed as a coefficient between 0 and 1.00.
28. RELIABILITY
The higher coefficient are, the more reliable the
instrument. If the value exceeds 0.6, then the scale is said
to have internal consistency, hence a set of items
considered reliable.
In this study, reliability for the instrument was estimated
by calculating a Cronbach’s alpha test. Table shows the
reliability statistics of the study. The value was exceeds
0.6, hence the study is considered reliable.
29. POPULATION AND SAMPLE
The target population of this study was the
employee whose work with a firm and expose
towards Hawthorne effect within the organization.
The target population of this study is based on three
firms. However, 144 usable surveys were compiled
to make conclusions about the whole population of
the study.
30. DATA COLLECTION
Event Organization Date of Questionnaire Date Of Data Collection
distribution.
1 Federal Hotel,
Kuala Lumpur. 26th January 2011 30th January 2011
(50 Respondents)
2 Havey Norman
Holdings Limited. 26th January 2011 30th January 2011
(44 Respondents)
3 YPC (Malaysia)
Sdn Bhd . 26th January 2011 30th January 2011
(50 Respondents)
Total 144 respondents
31. CHAPTER FOUR
FINDINGS AND DISCUSSION
This chapter presents the findings
from the extensive analysis carried
out on the data.
32. INTRODUCTION
• Data analysis is a crucial section of methods that help to
describe facts, detect pattern, develop explanations, and
test hypotheses (Levine, 1996). (SPSS 16.0) is used to
analysis the collected data. SPSS is an acronym for
statistical Package for social science.
• This chapter presents the findings from the extensive
analysis carried out on the data; start with background of
the respondents, followed by the implication of Hawthorne
effect towards employee behavior, working environment as
well as firm productivity level. The statistics showed that
there is no missing data and the total population is 144.
33. RESEARCH OBJECTIVES
To identify the demographic and background of the Hawthorne
Effects respondents .
To identify the relationship between Hawthorne effects and
employee productivity.
To identify the relationship between Hawthorne effects and
employee behavior.
To identify the Hawthorne effects links to working environment.
To determine among the independent variable that have the
strongest relationship with dependant variable (firm
performance).
34. Objective 1: To identify the demographic and background of the
Hawthorne Effects respondents .
C:UsersUserDesktopTable 4.docx
• The study concluded that the amount of male and female
respondents is almost balance but still male workers are
dominated.
• Majority of the respondent’s race is Malay, followed by
Chinese and Indian. Other race consists of
Iban, Kadazandusun and Sino in a few amounts.
• Most of the respondents are from 20 to 30 years old.
Meanwhile this group of age category fall under general
workers.
• More than half of the respondents married.
35. Objective 2: To identify the relationship between Hawthorne
effects and employee behavior.
Table 4.3: Distribution of Means and Standard Deviation on Hawthorne Effect towards Employee Behavior.
Descriptive Statistics
N Mean Std. Deviation
The company practices its
144 3.83 .784
core values
My superior motivates me to
144 3.76 .729
perform better
The company assist in my
144 3.91 .810
career development
I am appreciated for a job
144 3.87 .722
well done
We are treated fairly 144 3.99 .780
I am rewarded based on my
144 3.92 .753
performance
Valid N (listwise) 144
36. As illustrated in table 4.3 shows that highest mean
is 3.9 (sd. 0.796), followed by mean 3.92 (sd.0.753)
and mean 3.91 (sd. 0.810). Meanwhile the lowest
mean is 3.76 (sd. 0.729).
The study concludes that by treated fairly, they
will perform and employees might less concern
about motivation given by their superior.
37. Objective 3: To identify the Hawthorne effects links with working
environment .
Table 4.4: Distribution of means and Standard Deviation on relationship of Hawthorne Effects and working
Environment.
Descriptive Statistics
N Mean Std. Deviation
I am provided with the
necessary tools / facilities to
144 3.89 .777
enable me to perform my
duties
Safety is given utmost
importance to circumvent 144 3.69 .789
industrial accidents
The layout of the office
creates a conducive 144 3.82 .825
workplace
Teamwork is encouraged at
144 3.84 .763
the workplace
Valid N (listwise) 144
38. • In Table 4.4 shows that the highest mean is 3.89
(sd. 0.777), followed by mean 3.82 (sd. 0.825). The
lowest mean is 3.69 (sd. 0.789).
• The study concluded that the main factor that
relate between Hawthorne effect and working
environment is by providing necessary tools and
facilities to employees. Employee put safety in a
workplace as a minor concern.
39. Objective 4: To identify the relationship between Hawthorne
effects and employee productivity.
Table 4.5: Distribution of means and Standard Deviation of relationship on Hawthorne Effects and
productivity.
Descriptive Statistics
N Mean Std. Deviation
Individual performance are
144 3.73 .712
measured systematically
I am given realistic targets 144 3.53 .775
Setting performance
standards improves the 144 3.74 .764
efficiency rate
The company invest on
Information Technology to 144 4.01 .857
increase productivity
Absenteeism and sick leave
144 3.99 .815
is reducing
Non-performing staff are
144 3.95 .839
managed accordingly
Valid N (listwise) 144
40. In Table 4.4 show that the highest mean is 4.01
(sd.0.857), followed by mean 3.99 (sd. 0.815). The
lowest mean is 3.53 (sd. 0.775).
The study concluded that the main factor that
relate between Hawthorne effect and productivity
level is when the Company invest on Information
Technology to increase productivity. Employee put
realistic target as a minor concern.
41. CHAPTER 4
CONCLUSION AND RECOMMENDATION
This final chapter presents the conclusion;
recommendations for future practice as well as
recommendation for the research are made at
the end of the chapter.
42. CONCLUSION
There is a balance in overall respondents between male
and female with majority 20 to 30 years old.
The level of education level mainly Sijil Pelajaran
Malaysia (SPM), followed by Diploma holder at the second
place.
The relationships of Hawthorne Effect towards employee
behavior are from being treated fairly by the employer as
well as the organization, meanwhile, the motivation from
superior is the minor concern of the respondents.
43. CONCLUSION
Being provided necessary tools, equipment and facilities
that make it easiest for the employee to perform job and at
the same time increase the firm’s performance.
Hawthorne Effect impact towards productivity level is
when the company put some effort to The company invest
on Information Technology to increase productivity. In
contrast, respondents equally agree on a minor concern
putting realistic target
44. CONCLUSION
Among the three variables, the most crucial implication of
Hawthorne Effect is on the Employee behavior where :
The respondents feels like been treated fairly,
Assist in their career development,
Company itself practice its core values,
Rewarded the employee based on performance as well as
show appreciation for the employee for the job well done .
Motivates the respondents to perform better.
45. RECOMMENDATION FOR FUTURE
PRACTICE
Based on the result of this study, recommendations are
developed and addressed to the greatest responsibility
for implementation:
How it works in field depends on:
Workers
Management
Motivation
Productivity
46. RECOMMENDATION FOR FUTURE
PRACTICE
WORKERS
Insights, Suggestion, Like and Dislike, Moral, Training.
MANAGEMENT
Transfer the power to workers and knowing their workers.
PRODUCTIVITY
By increasing the output rate and keeping cost down, the
company will able to increase profit.
MOTIVATION
Incentives , necessary tools to increase productivity and quality.
47. RECOMMENDATION FOR FUTURE
RESEARCH
Based on the analysis of data and the result
presented, the following recommendations for further
study are offered:
It is recommended that the next study could be
conducted to more company in Malaysia , therefore
making the results generalize able to respondents which
is overall Malaysian employees.
48. RECOMMENDATION FOR FUTURE
RESEARCH
It is recommended that future research should employ a
variety of methods can be conducted to supplement each
other in order to get in depth and accurate results.
In the future the research is recommended to have
longer period of time to gain a wider and valuable data.