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.
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.
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.
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.
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 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.
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.
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 consisted of four phases of experiments conducted between 1924-1927. The studies found that increased productivity resulted from workers receiving consideration and attention from managers, rather than just changes to physical work conditions like lighting. Later phases found productivity increased further when workers were allowed more freedom and input, and that group dynamics had a strong influence on individual worker productivity. The implications were that psychological and social factors in the workplace are important for motivation, and that managers should recognize informal work groups and treat employees well to improve productivity.
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.
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.
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.
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 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.
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.
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 consisted of four phases of experiments conducted between 1924-1927. The studies found that increased productivity resulted from workers receiving consideration and attention from managers, rather than just changes to physical work conditions like lighting. Later phases found productivity increased further when workers were allowed more freedom and input, and that group dynamics had a strong influence on individual worker productivity. The implications were that psychological and social factors in the workplace are important for motivation, and that managers should recognize informal work groups and treat employees well to improve productivity.
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 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 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 key aspects of organizational behaviour including:
1) Organizational behaviour is concerned with studying human behaviour in organizations. It examines individuals and groups in organizations.
2) The Hawthorne studies from 1924-1932 explored how variables like lighting, work hours, breaks and food impacted productivity of workers at the Hawthorne plant. They found that workers responded positively simply from the attention of being studied.
3) The relay assembly experiments and bank wiring room experiments further explored how social and group dynamics within organizations influenced worker behaviour and productivity more than financial incentives alone. Informal groups formed among workers that impacted their responses.
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.
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.
Human Relation Theory: The Hawthorne ExperimentMd Perwez
The Hawthorne experiments conducted between 1924-1932 studied the impact of workplace conditions on worker productivity. The experiments occurred in four phases where test groups had variations in illumination, work hours, supervision, and payment incentives compared to control groups. The researchers found that increased productivity could not be solely attributed to better conditions, as social factors also influenced workers. The experiments concluded that employees are social beings affected by group dynamics, supervision styles, and morale more than technical or economic reasons.
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 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.
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 key findings and theories from the Hawthorne studies conducted in the 1920s-1930s. The studies found that productivity increased among workers not because of changes in physical work conditions but because workers received attention from researchers and felt like important members of a group. This challenged existing views of workers as purely rational and motivated only by financial incentives, and highlighted the importance of social and psychological factors in influencing worker behavior. The studies helped establish human relations theory, which focused on satisfying workers' social and psychological needs through participative leadership.
Principles of Management presnentation 1.pptxuetian12
The document summarizes the Hawthorne studies experiments conducted between 1927-1932. The Relay Assembly Test Room experiment manipulated factors like pay incentives, work hours, rest periods and work environment to measure their effects on worker output. Test Room 1 saw improved worker performance and productivity due to increased privileges and a sense of recognition. However, Test Room 2 saw limited productivity gains as workers felt a lack of recognition and job insecurity. The studies highlighted the importance of social and psychological factors in impacting worker productivity over just physical work conditions alone.
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.
The document provides a timeline of management thought from classical to humanistic theories. It discusses key contributors and findings. Classical theories like Taylor's scientific management and Fayol's administrative theory focused on tasks and control. The Hawthorne Studies in the 1920s-30s found that social relationships and worker satisfaction impacted productivity more than physical conditions. This led to human relations theory emphasizing the individual and two-way communication over production. Thinkers like Follett, Mayo, and Barnard incorporated social and psychological factors into management.
The document discusses several classical management thinkers and concepts, including:
- Frederick Taylor's scientific management which aimed to increase efficiency through job analysis and worker training.
- Max Weber's bureaucracy which defined organizational structures with clear divisions of labor, authority, and standardized processes.
- Henri Fayol and Mary Parker Follett who analyzed managerial practices and advocated for considering workers' needs.
It then covers findings from the Hawthorne Studies which revealed the importance of social and psychological factors in work productivity. The studies showed output increased when workers felt recognized and part of a team.
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 Experiments consisted of four parts conducted between 1924-1932 at Western Electric in the US. The experiments found that productivity increased even when lighting levels were changed, showing that social factors beyond physical conditions impacted work. Subsequent studies found that allowing worker participation, informal social relationships, and respect from management improved productivity more than incentives alone. The experiments concluded that psychological and social factors are key to worker satisfaction and output.
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 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 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 key aspects of organizational behaviour including:
1) Organizational behaviour is concerned with studying human behaviour in organizations. It examines individuals and groups in organizations.
2) The Hawthorne studies from 1924-1932 explored how variables like lighting, work hours, breaks and food impacted productivity of workers at the Hawthorne plant. They found that workers responded positively simply from the attention of being studied.
3) The relay assembly experiments and bank wiring room experiments further explored how social and group dynamics within organizations influenced worker behaviour and productivity more than financial incentives alone. Informal groups formed among workers that impacted their responses.
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.
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.
Human Relation Theory: The Hawthorne ExperimentMd Perwez
The Hawthorne experiments conducted between 1924-1932 studied the impact of workplace conditions on worker productivity. The experiments occurred in four phases where test groups had variations in illumination, work hours, supervision, and payment incentives compared to control groups. The researchers found that increased productivity could not be solely attributed to better conditions, as social factors also influenced workers. The experiments concluded that employees are social beings affected by group dynamics, supervision styles, and morale more than technical or economic reasons.
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 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.
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 key findings and theories from the Hawthorne studies conducted in the 1920s-1930s. The studies found that productivity increased among workers not because of changes in physical work conditions but because workers received attention from researchers and felt like important members of a group. This challenged existing views of workers as purely rational and motivated only by financial incentives, and highlighted the importance of social and psychological factors in influencing worker behavior. The studies helped establish human relations theory, which focused on satisfying workers' social and psychological needs through participative leadership.
Principles of Management presnentation 1.pptxuetian12
The document summarizes the Hawthorne studies experiments conducted between 1927-1932. The Relay Assembly Test Room experiment manipulated factors like pay incentives, work hours, rest periods and work environment to measure their effects on worker output. Test Room 1 saw improved worker performance and productivity due to increased privileges and a sense of recognition. However, Test Room 2 saw limited productivity gains as workers felt a lack of recognition and job insecurity. The studies highlighted the importance of social and psychological factors in impacting worker productivity over just physical work conditions alone.
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.
The document provides a timeline of management thought from classical to humanistic theories. It discusses key contributors and findings. Classical theories like Taylor's scientific management and Fayol's administrative theory focused on tasks and control. The Hawthorne Studies in the 1920s-30s found that social relationships and worker satisfaction impacted productivity more than physical conditions. This led to human relations theory emphasizing the individual and two-way communication over production. Thinkers like Follett, Mayo, and Barnard incorporated social and psychological factors into management.
The document discusses several classical management thinkers and concepts, including:
- Frederick Taylor's scientific management which aimed to increase efficiency through job analysis and worker training.
- Max Weber's bureaucracy which defined organizational structures with clear divisions of labor, authority, and standardized processes.
- Henri Fayol and Mary Parker Follett who analyzed managerial practices and advocated for considering workers' needs.
It then covers findings from the Hawthorne Studies which revealed the importance of social and psychological factors in work productivity. The studies showed output increased when workers felt recognized and part of a team.
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 Experiments consisted of four parts conducted between 1924-1932 at Western Electric in the US. The experiments found that productivity increased even when lighting levels were changed, showing that social factors beyond physical conditions impacted work. Subsequent studies found that allowing worker participation, informal social relationships, and respect from management improved productivity more than incentives alone. The experiments concluded that psychological and social factors are key to worker satisfaction and output.
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2. HAWTHORNE EXPERIMENTS
ELTON MAYO
WHITE HEAD
FRITZ ROTHISBERGER
WILLIAM DICKSON
The Master Brains…
Fritz Roethlisberger
*He was a Social Scientist and
Management Theorist
*He was also the Professor of
Harvard Business School
18 October 2012 Hawthorne Experiments
Known as Management guru
Founder of human relations movement.
Author of the book “human problems of
an industrial civilization (1933)
3. “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?
18 October 2012
Hawthorne Experiments
4. 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.
18 October 2012
Hawthorne Experiments
5. 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.
18 October 2012
Hawthorne Experiments
6. Airplane View of Hawthorne Works
18 October 2012
Hawthorne Experiments
9. Illumination Studies
• 1924-1927
• Funded by General Electric
• Conducted byThe 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
18 October 2012
Hawthorne Experiments
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 ofWork
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
18 October 2012
Hawthorne Experiments
12. WOMEN IN THE RELAY TEST ASSEMBLY ROOM
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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.
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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.
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16. 4. Bank Wiring Room Experiment – 1931-1932
Few Special Conditions
Segregated work area
No ManagementVisits
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.
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
The reasons for this output:
Fear of unemployment
Fear of raising the standards
Protection of slower workers
Satisfaction on the part of management
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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.
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18. 18 October 2012 Hawthorne Experiments
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.
HIGH LIGHTS CONTINUED……
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.
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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).
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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)
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