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 study the impact of various workplace conditions like illumination, incentives, breaks and supervision on worker productivity but found no conclusive relationship between physical factors and output.
3. They discovered that social and psychological factors have a greater influence on worker behavior and productivity than physical factors alone, giving rise to the field of human relations in management. The experiments demonstrated that workers seek recognition, a sense of belonging and job security.
The Hawthorne experiments conducted between 1924-1932 at the Western Electric Company in Chicago studied the impact of various workplace factors on worker productivity. The first experiment tested different light intensity levels but found no clear relationship with output, prompting further study of social and psychological factors. Subsequent experiments manipulated incentives, work hours, breaks and supervision. Across studies, productivity generally increased in response to changes and attention, regardless of the specific changes, highlighting the importance of human relationships in the workplace.
A brief about the Hawthorne Experiments, its inferences and its legacy.
The presentation also contains the take-away from each experiment, and the kind of tasks where the learning from these studies can be applied.
It also includes a couple of points over which the Hawthorne studies have been criticized by sociologists.
Unit 1 Introduction to Organizationa and Industrial PsychologyMichael Galanakis
Industrial/organizational (I/O) psychology applies psychological principles and theories to understand workplace behavior and optimize employee and organizational effectiveness. I/O psychology focuses on areas like personnel selection, training, performance evaluation, and organizational development. It aims to balance both organizational efficiency and employee well-being. I/O psychology is a growing field with opportunities in consulting, private companies, government, and academia. A graduate degree is typically required to become an I/O psychologist.
Organizational development involves improving organizational performance through organization-wide changes. There are different types of organizational structures such as traditional vs non-traditional, functional vs divisional, and centralized vs decentralized structures. Traditional structures have formally defined roles and resistance to change while non-traditional structures are flexible, adaptable, and have fewer employees. When organizations change, employees typically go through stages of denial, defense, discarding old ways, adaptation to new systems, and ultimately internalization of changes. Organizational culture comprises shared values and beliefs that establish workplace norms. Techniques for organizational change include management by objectives, survey feedback, and team building.
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 several theories of motivation including: Maslow's hierarchy of needs which proposes that people are motivated to fulfill basic needs before moving on to higher level needs; Herzberg's two-factor theory which distinguishes between motivators and hygiene factors; and expectancy theory which proposes that effort, performance, and rewards are linked. It also discusses job characteristics theory and the motivating potential of different job design elements like skill variety, task identity, and autonomy. Finally, it covers different employee involvement programs and how they relate to motivation theories.
Industrial-organizational psychology applies principles of psychology to workplace issues like talent management, coaching, assessment, selection, training and organizational development. It emerged from studies like the Hawthorne Experiments and influences like scientific management. I/O psychologists work in academia conducting research and teaching or as practitioners in consulting, HR, and other organizational roles.
I/O psychology applies psychological principles to the workplace. It studies how to implement behaviors that improve organizations, such as selection, training, and programs to boost motivation. I/O psychology has both an industrial focus on matching jobs to skills, and an organizational focus on processes like motivation. Its history began with scholars studying work methods, like Taylor's scientific management principles of efficiency. Over time, the field developed to blend scientific research with practical applications to organizations.
The Hawthorne experiments conducted between 1924-1932 at the Western Electric Company in Chicago studied the impact of various workplace factors on worker productivity. The first experiment tested different light intensity levels but found no clear relationship with output, prompting further study of social and psychological factors. Subsequent experiments manipulated incentives, work hours, breaks and supervision. Across studies, productivity generally increased in response to changes and attention, regardless of the specific changes, highlighting the importance of human relationships in the workplace.
A brief about the Hawthorne Experiments, its inferences and its legacy.
The presentation also contains the take-away from each experiment, and the kind of tasks where the learning from these studies can be applied.
It also includes a couple of points over which the Hawthorne studies have been criticized by sociologists.
Unit 1 Introduction to Organizationa and Industrial PsychologyMichael Galanakis
Industrial/organizational (I/O) psychology applies psychological principles and theories to understand workplace behavior and optimize employee and organizational effectiveness. I/O psychology focuses on areas like personnel selection, training, performance evaluation, and organizational development. It aims to balance both organizational efficiency and employee well-being. I/O psychology is a growing field with opportunities in consulting, private companies, government, and academia. A graduate degree is typically required to become an I/O psychologist.
Organizational development involves improving organizational performance through organization-wide changes. There are different types of organizational structures such as traditional vs non-traditional, functional vs divisional, and centralized vs decentralized structures. Traditional structures have formally defined roles and resistance to change while non-traditional structures are flexible, adaptable, and have fewer employees. When organizations change, employees typically go through stages of denial, defense, discarding old ways, adaptation to new systems, and ultimately internalization of changes. Organizational culture comprises shared values and beliefs that establish workplace norms. Techniques for organizational change include management by objectives, survey feedback, and team building.
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 several theories of motivation including: Maslow's hierarchy of needs which proposes that people are motivated to fulfill basic needs before moving on to higher level needs; Herzberg's two-factor theory which distinguishes between motivators and hygiene factors; and expectancy theory which proposes that effort, performance, and rewards are linked. It also discusses job characteristics theory and the motivating potential of different job design elements like skill variety, task identity, and autonomy. Finally, it covers different employee involvement programs and how they relate to motivation theories.
Industrial-organizational psychology applies principles of psychology to workplace issues like talent management, coaching, assessment, selection, training and organizational development. It emerged from studies like the Hawthorne Experiments and influences like scientific management. I/O psychologists work in academia conducting research and teaching or as practitioners in consulting, HR, and other organizational roles.
I/O psychology applies psychological principles to the workplace. It studies how to implement behaviors that improve organizations, such as selection, training, and programs to boost motivation. I/O psychology has both an industrial focus on matching jobs to skills, and an organizational focus on processes like motivation. Its history began with scholars studying work methods, like Taylor's scientific management principles of efficiency. Over time, the field developed to blend scientific research with practical applications to organizations.
This document discusses theories of leadership from early trait and behavioral theories to contemporary views. It covers contingency theories like Fiedler's model and situational leadership theory. Contemporary views discussed include leader-member exchange theory, transformational-transactional leadership, and charismatic/visionary leadership. The document also examines issues like managing power, developing trust, empowering employees, and cross-cultural leadership.
This document provides an overview of industrial and organizational psychology. It discusses that I/O psychology applies psychological principles in the workplace and is practiced in four sectors: industry, universities, government, and consulting firms. The document outlines the three main areas of I/O psychology: personnel psychology which deals with selection and assessment, organizational psychology which examines work motivation and job satisfaction, and human factors psychology which focuses on human-machine interaction and work environment design. It provides brief histories and examples of research within each of these three facets of I/O psychology.
Self-efficacy theory, proposed by Albert Bandura, holds that an individual's belief in their own ability to complete tasks and reach goals (self-efficacy) influences their motivation and behavior. Higher self-efficacy leads to greater effort and persistence when facing challenges. Self-efficacy can be increased through enactive mastery experiences, vicarious learning by observing others, verbal persuasion, and managing arousal states. Training programs aim to boost self-efficacy through hands-on experiences. The Pygmalion and Galatea effects show that higher expectations lead to better performance outcomes.
The document discusses job analysis which is defined as determining the duties, skills, and type of person required for a job. It covers topics such as talent management, collecting job analysis information through interviews and questionnaires, writing job descriptions and specifications, and competency-based job analysis. The overall purpose of job analysis is to understand the requirements of jobs in order to inform recruiting, performance management, compensation, and other human resource processes.
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.
Frederick Herzberg performed studies to determine factors that cause employee satisfaction or dissatisfaction. He identified two types of factors: hygiene factors related to company policy and work environment that prevent dissatisfaction, and motivators from the work itself like achievement and responsibility that provide satisfaction. Herzberg argued that satisfying hygiene factors does not motivate employees, and that job enrichment providing challenge and responsibility is needed to motivate intrinsicly. His theory emphasizes that true motivation comes from within employees rather than external incentives.
Job attitudes, such as job satisfaction and organizational commitment, influence employee behaviors and organizational outcomes. Job satisfaction is an overall positive feeling about one's job resulting from an evaluation of job characteristics. It is influenced by personality and job factors like pay, autonomy, and work content. Higher job satisfaction is related to improved performance, citizenship behaviors, and lower turnover. Managers should focus on enhancing positive job attitudes to benefit the organization.
This document outlines key concepts in motivation theory, including:
- Maslow's hierarchy of needs which arranges human needs in a pyramid from basic physiological needs to growth needs.
- Herzberg's two-factor theory which distinguishes between motivators like achievement that drive job satisfaction and hygiene factors whose absence can cause dissatisfaction.
- Expectancy theory which proposes that motivation depends on the expectation that effort will lead to good performance and performance will be rewarded.
- Equity theory which suggests people are motivated to maintain fair relationships and balances of inputs and outcomes compared to others.
This document discusses organizational change and stress management. It covers topics such as planned change, resistance to change, models of change like Lewin's three-step model, and techniques for managing change like action research and organizational development. It also addresses sources of stress, consequences of stress, and approaches for managing stress at the individual and organizational level.
Motivational concepts and its application - Organizational BehaviourRaja Manzar
The document discusses various motivational theories and concepts in organizational behavior. It covers early theories like Maslow's hierarchy of needs and Herzberg's two-factor theory. Contemporary theories discussed include self-determination theory, goal setting theory, reinforcement theory, and equity theory. The document also explores concepts like job characteristics, employee involvement, and rewarding employees. It aims to acquaint readers with key motivational concepts and their application in organizations.
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.
Industrial Psychology deals with people's work related values.
As in today's industrial world its hard to maintain a good relationship with employees. A company maintain itself in market by understanding the needs and values of their employees. To achieve an organizational goal its important to know how to collaborate not only with their competitors but also with their workers.
This document discusses individual behavior in organizations. It presents an integrated model of human cognition that explains how stimuli are processed and turned into behaviors. Cognition includes processes like perception, memory, problem-solving, and decision-making. Both rational and emotional thinking influence behaviors. Experiences can become stable over time or continue evolving. The relationship between managers and subordinates is bidirectional - they both evaluate each other, and behavioral congruence leads to better outcomes. Factors like abilities, gender, race, and perception shape individual behaviors and how people are perceived.
Organizations use a variety of techniques to ensure a ‘fit’ between employees and the organization – some are more effective than others.
Designed appropriately, training that managers provide for employees can influence how those employees perform their jobs.
Stress and employee attitudes are important in influencing performance in the workplace.
Several person and situational factors impact on team effectiveness and group decision making.
Organizational culture is important for workplace performance, and can be measured across several different dimensions.
Power is an important construct in the workplace and can be defined and measured in several different ways.
There is evidence for discrimination against women at work.
Unemployment can have serious psychological effects.
The document discusses theories of motivation including Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's motivation-hygiene theory. It also discusses contemporary theories such as goal-setting theory, reinforcement theory, equity theory, and expectancy theory. Key aspects of motivation discussed include needs, goals, behavior, perception, and designing motivating jobs and rewards programs. The document provides an overview of important concepts in understanding motivation.
The document discusses several key aspects of employee attitudes and job satisfaction. It defines attitudes as evaluative statements that can be favorable or unfavorable. The three main components of attitudes are the cognitive, affective, and behavioral components. While attitudes guide behavior, the relationship is complex and not absolute. Job satisfaction, organizational commitment, and other major attitudes are examined in detail. The importance of regularly measuring employee attitudes through surveys is also highlighted.
Industrial/Organizational (I-O) psychology is the scientific study of human behavior in the workplace. It aims to increase productivity and employee well-being by studying topics like management structures, workplace relations, job satisfaction, and organizational processes. I-O psychology originated in the early 1900s and seeks to design safe and productive work environments, train employees effectively, and recommend improvements through understanding work behavior, management, environmental factors, and human relations.
The Father of Human Relations Movement and Great Human Relations Researcher, dedicated his precious retirement life for the development of Human Relations in the Industrial Sector.
This document defines and discusses workplace deviant behavior. It begins by defining workplace deviant behavior as voluntary behavior that violates organizational norms and threatens the well-being of the organization or its members. Some examples of deviant behavior include stealing, withholding effort, and acting rudely toward coworkers. The document then discusses antecedents of deviant behavior such as personality traits, emotions, and situational factors. It also outlines the economic, social, and psychological consequences of deviant behavior. Finally, the document provides recommendations for preventing deviant behavior, such as promoting an ethical culture, leadership, training programs, and personnel selection processes.
The document discusses attitudes and job satisfaction. It defines attitudes as evaluative statements that reflect how one feels about something. There are three main components of attitudes: cognitive, affective, and behavioral. It also discusses the major job attitudes of job satisfaction, job involvement, organizational commitment, and perceived organizational support. Finally, it discusses the importance of attitudes for workplace diversity and how attitude surveys are used to measure employee attitudes.
Here are the key findings of the Hawthorne experiments in 5 sentences:
1. The experiments found no direct relationship between physical factors like lighting and worker productivity.
2. Worker motivation is influenced by psychological and social factors like feelings, attitudes, and relationships rather than just economic incentives.
3. Work is best viewed as a group activity shaped by social interactions rather than just individual tasks.
4. Attention to human and social factors can positively impact worker development and performance.
5. Informal social groups formed by workers and can influence productivity norms and behavior more than formal management structures.
Elton Mayo conducted a series of experiments known as the Hawthorne Experiments between 1924-1932 at the Hawthorne Works of Western Electric Company in Chicago. The experiments studied how various physical and social factors impacted worker productivity. They found that productivity increased in response to changes in lighting, breaks, and incentives, but also increased even when conditions returned to normal. This introduced the concept of the "Hawthorne Effect" where workers' productivity is impacted simply by being studied. The experiments highlighted the importance of social and psychological factors in influencing worker behavior over physical factors alone.
This document discusses theories of leadership from early trait and behavioral theories to contemporary views. It covers contingency theories like Fiedler's model and situational leadership theory. Contemporary views discussed include leader-member exchange theory, transformational-transactional leadership, and charismatic/visionary leadership. The document also examines issues like managing power, developing trust, empowering employees, and cross-cultural leadership.
This document provides an overview of industrial and organizational psychology. It discusses that I/O psychology applies psychological principles in the workplace and is practiced in four sectors: industry, universities, government, and consulting firms. The document outlines the three main areas of I/O psychology: personnel psychology which deals with selection and assessment, organizational psychology which examines work motivation and job satisfaction, and human factors psychology which focuses on human-machine interaction and work environment design. It provides brief histories and examples of research within each of these three facets of I/O psychology.
Self-efficacy theory, proposed by Albert Bandura, holds that an individual's belief in their own ability to complete tasks and reach goals (self-efficacy) influences their motivation and behavior. Higher self-efficacy leads to greater effort and persistence when facing challenges. Self-efficacy can be increased through enactive mastery experiences, vicarious learning by observing others, verbal persuasion, and managing arousal states. Training programs aim to boost self-efficacy through hands-on experiences. The Pygmalion and Galatea effects show that higher expectations lead to better performance outcomes.
The document discusses job analysis which is defined as determining the duties, skills, and type of person required for a job. It covers topics such as talent management, collecting job analysis information through interviews and questionnaires, writing job descriptions and specifications, and competency-based job analysis. The overall purpose of job analysis is to understand the requirements of jobs in order to inform recruiting, performance management, compensation, and other human resource processes.
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.
Frederick Herzberg performed studies to determine factors that cause employee satisfaction or dissatisfaction. He identified two types of factors: hygiene factors related to company policy and work environment that prevent dissatisfaction, and motivators from the work itself like achievement and responsibility that provide satisfaction. Herzberg argued that satisfying hygiene factors does not motivate employees, and that job enrichment providing challenge and responsibility is needed to motivate intrinsicly. His theory emphasizes that true motivation comes from within employees rather than external incentives.
Job attitudes, such as job satisfaction and organizational commitment, influence employee behaviors and organizational outcomes. Job satisfaction is an overall positive feeling about one's job resulting from an evaluation of job characteristics. It is influenced by personality and job factors like pay, autonomy, and work content. Higher job satisfaction is related to improved performance, citizenship behaviors, and lower turnover. Managers should focus on enhancing positive job attitudes to benefit the organization.
This document outlines key concepts in motivation theory, including:
- Maslow's hierarchy of needs which arranges human needs in a pyramid from basic physiological needs to growth needs.
- Herzberg's two-factor theory which distinguishes between motivators like achievement that drive job satisfaction and hygiene factors whose absence can cause dissatisfaction.
- Expectancy theory which proposes that motivation depends on the expectation that effort will lead to good performance and performance will be rewarded.
- Equity theory which suggests people are motivated to maintain fair relationships and balances of inputs and outcomes compared to others.
This document discusses organizational change and stress management. It covers topics such as planned change, resistance to change, models of change like Lewin's three-step model, and techniques for managing change like action research and organizational development. It also addresses sources of stress, consequences of stress, and approaches for managing stress at the individual and organizational level.
Motivational concepts and its application - Organizational BehaviourRaja Manzar
The document discusses various motivational theories and concepts in organizational behavior. It covers early theories like Maslow's hierarchy of needs and Herzberg's two-factor theory. Contemporary theories discussed include self-determination theory, goal setting theory, reinforcement theory, and equity theory. The document also explores concepts like job characteristics, employee involvement, and rewarding employees. It aims to acquaint readers with key motivational concepts and their application in organizations.
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.
Industrial Psychology deals with people's work related values.
As in today's industrial world its hard to maintain a good relationship with employees. A company maintain itself in market by understanding the needs and values of their employees. To achieve an organizational goal its important to know how to collaborate not only with their competitors but also with their workers.
This document discusses individual behavior in organizations. It presents an integrated model of human cognition that explains how stimuli are processed and turned into behaviors. Cognition includes processes like perception, memory, problem-solving, and decision-making. Both rational and emotional thinking influence behaviors. Experiences can become stable over time or continue evolving. The relationship between managers and subordinates is bidirectional - they both evaluate each other, and behavioral congruence leads to better outcomes. Factors like abilities, gender, race, and perception shape individual behaviors and how people are perceived.
Organizations use a variety of techniques to ensure a ‘fit’ between employees and the organization – some are more effective than others.
Designed appropriately, training that managers provide for employees can influence how those employees perform their jobs.
Stress and employee attitudes are important in influencing performance in the workplace.
Several person and situational factors impact on team effectiveness and group decision making.
Organizational culture is important for workplace performance, and can be measured across several different dimensions.
Power is an important construct in the workplace and can be defined and measured in several different ways.
There is evidence for discrimination against women at work.
Unemployment can have serious psychological effects.
The document discusses theories of motivation including Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's motivation-hygiene theory. It also discusses contemporary theories such as goal-setting theory, reinforcement theory, equity theory, and expectancy theory. Key aspects of motivation discussed include needs, goals, behavior, perception, and designing motivating jobs and rewards programs. The document provides an overview of important concepts in understanding motivation.
The document discusses several key aspects of employee attitudes and job satisfaction. It defines attitudes as evaluative statements that can be favorable or unfavorable. The three main components of attitudes are the cognitive, affective, and behavioral components. While attitudes guide behavior, the relationship is complex and not absolute. Job satisfaction, organizational commitment, and other major attitudes are examined in detail. The importance of regularly measuring employee attitudes through surveys is also highlighted.
Industrial/Organizational (I-O) psychology is the scientific study of human behavior in the workplace. It aims to increase productivity and employee well-being by studying topics like management structures, workplace relations, job satisfaction, and organizational processes. I-O psychology originated in the early 1900s and seeks to design safe and productive work environments, train employees effectively, and recommend improvements through understanding work behavior, management, environmental factors, and human relations.
The Father of Human Relations Movement and Great Human Relations Researcher, dedicated his precious retirement life for the development of Human Relations in the Industrial Sector.
This document defines and discusses workplace deviant behavior. It begins by defining workplace deviant behavior as voluntary behavior that violates organizational norms and threatens the well-being of the organization or its members. Some examples of deviant behavior include stealing, withholding effort, and acting rudely toward coworkers. The document then discusses antecedents of deviant behavior such as personality traits, emotions, and situational factors. It also outlines the economic, social, and psychological consequences of deviant behavior. Finally, the document provides recommendations for preventing deviant behavior, such as promoting an ethical culture, leadership, training programs, and personnel selection processes.
The document discusses attitudes and job satisfaction. It defines attitudes as evaluative statements that reflect how one feels about something. There are three main components of attitudes: cognitive, affective, and behavioral. It also discusses the major job attitudes of job satisfaction, job involvement, organizational commitment, and perceived organizational support. Finally, it discusses the importance of attitudes for workplace diversity and how attitude surveys are used to measure employee attitudes.
Here are the key findings of the Hawthorne experiments in 5 sentences:
1. The experiments found no direct relationship between physical factors like lighting and worker productivity.
2. Worker motivation is influenced by psychological and social factors like feelings, attitudes, and relationships rather than just economic incentives.
3. Work is best viewed as a group activity shaped by social interactions rather than just individual tasks.
4. Attention to human and social factors can positively impact worker development and performance.
5. Informal social groups formed by workers and can influence productivity norms and behavior more than formal management structures.
Elton Mayo conducted a series of experiments known as the Hawthorne Experiments between 1924-1932 at the Hawthorne Works of Western Electric Company in Chicago. The experiments studied how various physical and social factors impacted worker productivity. They found that productivity increased in response to changes in lighting, breaks, and incentives, but also increased even when conditions returned to normal. This introduced the concept of the "Hawthorne Effect" where workers' productivity is impacted simply by being studied. The experiments highlighted the importance of social and psychological factors in influencing worker behavior over physical factors alone.
Elton Mayo conducted a series of experiments known as the Hawthorne Experiments between 1924-1932 at the Hawthorne Works of Western Electric Company in Chicago. The experiments studied how various physical and social factors impacted worker productivity. They found that productivity increased in response to changes in lighting, breaks, and incentives, but also increased even when conditions returned to normal. This introduced the concept of the "Hawthorne Effect" where workers' productivity is impacted simply by being studied. The experiments highlighted the importance of social and psychological factors in influencing worker behavior over physical factors alone.
Principle of Management _Hawthorne-Experiments.pptxSaumyaDwivedi44
George Elton Mayo conducted the famous Hawthorne Experiments between 1924-1932 at Western Electric's Hawthorne plant in Chicago to study the impact of human relations on productivity. The experiments found that productivity increased regardless of changes made, demonstrating that social and psychological factors like feelings of recognition, job satisfaction and group dynamics significantly influence worker output. The Hawthorne Experiments highlighted the importance of these human/social aspects in management and helped establish the human relations movement in organizational theory.
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.
George Elton Mayo conducted the famous Hawthorne Studies in the 1920s and 1930s to understand what motivates workers. The studies found that social and psychological factors like feeling important, involvement in decision-making, and good relationships with coworkers significantly improved worker motivation and productivity, more so than physical working conditions or financial incentives alone. Specifically, two groups of women saw higher productivity when involved in management decisions and able to freely communicate, showing the importance of meeting workers' social and psychological needs to maximize performance.
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 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 the Hawthorne Studies conducted at the Western Electric Company's Hawthorne Works in Chicago in the 1920s and 1930s. The studies sought to understand how various factors like illumination, hours of work and supervision impacted worker productivity. However, the researchers found that social and psychological factors like feelings of importance, participation and informal work groups had a greater influence on productivity than physical conditions. The Hawthorne Studies highlighted the importance of human relations in organizations and influenced the development of the human relations approach in management theory.
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.
The Hawthorne effect (also referred to as the observer effect) refers to a phenomenon whereby workers improve or modify an aspect of their behavior in response to the fact of change in their environment, rather than in response to the nature of the change itself. The "Hawthorne effect" study suggested that the novelty of having research conducted and the increased attention from such could lead to temporary increases in productivity.This effect was observed for minute increases in illumination. In these lighting studies, light intensity was altered to examine its effect on worker productivity. Most industrial/occupational psychology and organizational behavior textbooks refer to the illumination studies. Only occasionally are the rest of the studies mentioned
The Hawthorne studies consisted of a series of experiments conducted in the 1920s and 1930s to understand the impact of workplace factors like illumination and rest breaks on worker productivity. The studies found that increased productivity was likely due to workers feeling appreciated rather than the changes themselves, coining the term the "Hawthorne Effect". Later experiments also found that social bonds between workers and an opportunity to voice grievances improved morale and output. The studies concluded that workers are social beings influenced by group dynamics and that recognizing workers as individuals within a team leads to success.
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.
The document summarizes the findings of the Hawthorne studies conducted in the 1920s. The studies originally aimed to examine how environmental factors like lighting impacted productivity. However, researchers found that both the test and control groups improved productivity regardless of changes, likely due to the attention from the studies. This led to insights about social and psychological factors being important motivators beyond just economic incentives. The Hawthorne studies helped establish social psychology and human relations aspects in organizational management.
The document discusses two behavioral theories: human relation theory and human behavior theory. It summarizes the key phases and findings of the Hawthorne experiments, which helped establish human relation theory. The experiments found that social and psychological factors, not just physical working conditions, influenced productivity. Human behavior theory is based on concepts from psychology and emphasizes that people have different needs and behaviors based on individual factors. Both theories view employees as social beings influenced by groups rather than just responding to financial incentives.
The Hawthorne Studies conducted in the 1920s and 1930s explored the impact of various working conditions on productivity. The illumination studies found that changes in lighting had little effect, while the relay assembly studies discovered that productivity consistently increased regardless of whether conditions improved or worsened. This highlighted the importance of social and human factors in influencing worker behavior and performance. The Hawthorne Effect was observed, where participants performed better simply from being observed. The studies challenged assumptions of scientific management and were influential in establishing the human relations school of management.
The Hawthorne Studies conducted in the 1920s and 1930s explored the impact of various working conditions on productivity. The illumination studies found that changes in lighting had little effect, while the relay assembly studies discovered that productivity consistently increased regardless of whether conditions improved or worsened. This highlighted the importance of social and human factors in influencing worker behavior and performance. The Hawthorne Effect was observed, where participants performed better simply from being observed. The studies challenged assumptions of scientific management and were influential in establishing the human relations school of management.
The Hawthorne experiments conducted between 1924-1932 at the Western Electric Company in Chicago consisted of several studies to determine the impact of various workplace factors on worker productivity. The initial illumination experiments found no correlation between lighting levels and output. Subsequent relay assembly room tests manipulated incentives, hours, breaks and found productivity increased with attention alone. Interviews of over 20,000 workers revealed the importance of social dynamics, status and group pressures in influencing individual performance. The experiments marked a shift toward understanding human behavior in organizations.
This document provides an overview of organizational behaviour. It defines organizational behaviour as the study of human behavior in organizations. The document outlines several key aspects of organizational behaviour including its nature and scope as an interdisciplinary field, various approaches to studying it, and importance. It also summarizes findings from seminal studies on organizational behaviour like the Hawthorne studies from the 1920s-1930s which explored how variables like lighting, work hours, and breaks impacted productivity. The document is intended as a teaching aid to introduce students to the topic of organizational behaviour.
1. ELTON MAYO
AND
HAWTHORNE EXPERIMENTS
Prepared by: Joby Jose P.
2. HAWTHORNE EXPERIMENTS
The Master Brains…
ELTON MAYO
WHITE HEAD
FRITZ ROTHISBERGER
WILLIAM DICKSON
Known as Management guru
Founder of human relations movement.
Author of the book “human problems of
an industrial civilization (1933)
Fritz Roethlisberger
*He was a Social Scientist and
Management Theorist
*He was also the Professor of
Harvard Business School
8 November 2012 Hawthorne Experiments
3. Hawthorne Experiments 8 November 2012
“THE HAWTHORNE STUDIES”
• Illumination Study (November 1924)
– Designed to test the effect of lighting intensity on worker productivity
– influence of human relations on work behavior
• Relay Assembly Test Room Study (1927-1932)
– To determine the effect of changes in various job conditions on group
activity.
• Interviewing Program (1928-1930)
– Investigate connection between supervisory practices and employee
morale
– Employees expressed their attitudes towards company, supervision,
insurance plans, promotion and wages (e.g., likes and dislikes)
• Bank Wiring Room Observation Study (November 1931 - May 1932)
– Social groups can influence production and individual work behavior
– How is social control manifested on the shop floor?
4. Hawthorne Experiments 8 November 2012
Why Human Relations and the Hawthorne
Study ?
The Hawthorne plant of General Electric Company, Chicago,
was manufacturing telephone system bell. It employed about 30,000
employees at the time of experiments.
In respect of material benefits to workers, this was the most progressive
company with pension and sickness benefits and other recreational
facilities, there was great deal of dissatisfaction among the workers and
productivity was not up to the mark.
Many findings of earlier writers, particularly of scientific
management, which focused attention on the mechanical and
physiological variables. All these variables were tested in the field to
increase the efficiency of the organizations.
5. Hawthorne Experiments 8 November 2012
The positive aspects of these variables could not evoke positive
response work behavior at work. They discovered the real cause of the
behavior was something more than these variables. Such findings generated
a new phenomenon about human behavior and focused attention on the
human behaving in the organizations. As such, this new approach has been
called ‘human relations approach of management.
After the utter failure of an investigation conducted by efficiency experts, in
1924, the company asked for the assistance form the national academy of
sciences to investigate the problems of low productivity.
6. Airplane View of Hawthorne Works
Hawthorne Experiments 8 November 2012
9. Illumination Studies
• 1924-1927
• Funded by General Electric
• Conducted by The National Research Council (NRC) of the National
Academy of Sciences with engineers from MIT
Purpose of the study: TO STUDY THE EFFECT OF VARIOUS LIGHTING CONDITIONS ON THE
WORKERS PRODUCTIVITY. DIVIDED THE WORKERS INTO TWO GROUPS
The hypothesis was that with higher illumination, productivity would increase.
GROUP -1 :- LIGHTING CONDITION IMPROVED AND THE PRODUCTIVITY WENT UP .
GROUP-2 :- LIGHTING CONDITION REMAINED CONSTANT AND THE PRODUCTIVITY INCREASED.
• Measured Light Intensity vs. Worker Output
• Result :
– Rejected the hypothesis
– Higher worker productivity and satisfaction at all light levels
– Worker productivity was stopped with the light levels reached moonlight
intensity.
• Conclusions:
– Light intensity has no conclusive effect on output
– Productivity has a psychological component
_ Concept of “Hawthorne Effect” was created
Hawthorne Experiments 8 November 2012
11. 2. Relay Assembly Test Experiments
1927-1929
Experiments were conducted by Elton Mayo
Manipulated factors of production to measure effect on output ( Pay Incentives, Length of Work
Day & Work Week , Use of Rest Periods, Company Sponsored Meals )
· under normal conditions, with a 48-hour week, including Saturdays, and no breaks,
the girls produced 2,400 relays a week each.
· they were then put on piece-work for 8 weeks. Output went up.
· two 5-minute rest pauses, morning and afternoon, were introduced for a period of 5
weeks. Output went up once more.
· the rest pauses were lengthened to 10 minutes each. Output went up sharply.
· six 5-minute pauses were introduced, and the girls complained that their work
rhythm was broken by the frequent pauses. Output fell slightly.
· the 2 rest pauses were re-instated, the first with a hot meal supplied by the Company
free of charge. Output went up.
· the girls finished at 4.30 pm instead of 5.00 pm. Output went up.
· the girls finished at 4.00 pm. Output remained the same.
· finally, all the improvements were taken away, and the girls went back to the same
conditions that they had at the beginning of the experiment: work on Saturday, 48-
hour week, no rest pauses, no piece work and no free meal. These conditions lasted
for a period of 12 weeks. Output was the highest ever recorded with the girls
averaging 3000 relays a week each.
Results:
Higher output and greater employee satisfaction
Conclusions:
Workers’ output increased as a response to attention, feeling of being important,
attention, cohesive group work, and non-directive supervision.
Strong social bonds were created within the test group. Workers are influenced by
need for recognition, security and sense of belonging
Hawthorne Experiments 8 November 2012
12. WOMEN IN THE RELAY TEST ASSEMBLY ROOM
Hawthorne Experiments 8 November 2012
13. 3. MASS INTERVIEWING PROGRAMME
• Conducted 21,000
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.
Hawthorne Experiments 8 November 2012
14. Mass Interview Program
• Results
- Merely 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 social organization of the company represents a system of values
from which the worker derives satisfaction or dissatisfaction.
- The social demands of the worker are influenced by social experience in
groups both inside and outside the work plant.
Hawthorne Experiments 8 November 2012
16. 4. Bank Wiring Room Experiment – 1931-1932
Few Special 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
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 8 November 2012
17. 1. There is no direct relationship between worker productivity
and physical factors.
2. The employer can be motivated by psychological and social
wants because his behavior is also influenced by feelings,
emotions and attitudes. Thus economic incentives are not the
only method to motivate people.
3. Work is considered as a group activity and not as an operation
performed by an individual worker.
4. The human social and social factors result in the overall growth
and development of the human resource.
5. Group Influence: Workers being social beings, they create groups
which may be different from their official group. In fact, groups are
formed to overcome the shortcomings of formal relationships. The
group determines the norm of behavior of members.
8 November 2012 Hawthorne Experiments
18. HIGH LIGHTS CONTINUED……
6. Conflicts: The informal relations of workers create groups and there may be conflict
between organization and groups so created. The conflict may be because of the
incompatible objectives between the two.
7. Leadership: Leadership cannot come only from formally-appointed superior as held
by earlier thinkers. There may be informal leaders as shown by the bank writing
experiments.
8. Supervision: Friendly to the workers, attentive, genuinely concerned supervision
affects the productivity favorably.
9. Communication: Through communication, workers can be explained the rationality of
a particular action, participation of workers can be sought in decision-making concerning
the matter of their importance, problems faced by them can be identified and attempts can
be made to remove these.
8 November 2012 Hawthorne Experiments
19. CRITICISMS OF HAWTHORNE EXPERIMENTS:
1. It lacks validity.
2. More importance to human aspects
3. More emphasis on group decision-making
4. Mayo overstressed experimentation and drew
conclusions from the strength of observations about
a small sample of size.
5. The experiment lacked scientific basis.
6. The Hawthorne plant was not a typical plant because it
was a thoroughly unpleasant place to work. Therefore, the
results could not be valid for others.
Hawthorne Experiments 8 November 2012
20. CONCLUSION
•The Hawthorne studies have had a remarkable impact on
management in organizations and how workers react to various
situations.
•Stimulated interest on human behaviour in organizations.
•A lot of literature came out analysing the human behaviour in
organizations.
• in spite of the short comings of Hawthorne experiments, initiated
a new approach to management (Human Relations Approach).
Hawthorne Experiments 8 November 2012
21. Sources of Information
Andrew Dubrin, Management: Concepts ana 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, 2002
L. 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+exp
eriments.-a0151189059 (accessed on 28 Sept 2012)
Hawthorne Experiments 8 November 2012