human relationship approach
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its a ppt oh human relationship approach also called Hawthorne experiment or HRA it is a topic of organisational behaviour in MBA 1 YEAR
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Haw thorne study
The Hawthorne studies conducted in the 1920s and 1930s at Western Electric's Hawthorne plant studied the impact of various working conditions on productivity. The studies found that changes in lighting, rest breaks, and other job factors initially increased productivity not because of the changes themselves but because of the social dynamics of the workers being studied and interviewed. The researchers concluded that human social factors within organizations are important for understanding worker behavior and motivation.
Early Advocates of Organisational Behaviour and hawthorne studies.pptx
The document summarizes key aspects of the early Hawthorne studies conducted in the 1920s-1930s. The studies explored how various job factors like lighting and break times impacted productivity. However, researchers found productivity increased not due to these factors but due to improved worker attitudes from feeling valued. Later studies examined group dynamics and found individual behavior was influenced by their work groups. The studies helped establish organizational behavior as a field and that understanding human social factors is important for management.
Presentation on the hawthorne
The Hawthorne experiments conducted between 1924-1932 at Western Electric's factory in Chicago examined how workplace conditions affected productivity. The experiments found that productivity increased even when lighting levels were reduced, showing no relationship between lighting and output. Subsequent studies found that allowing workers more flexibility and participation in decision-making, as well as greater attention from managers, led to higher morale and productivity among employees. The experiments concluded that socio-psychological factors have a greater influence on worker performance and satisfaction than mere physical conditions alone.
Behavioural Theories of an Organisationa
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.
Hawthrone experiment
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.
Hawthrone studies
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.
Hawthorne experiments
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
lecture hawthorne experiments
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.
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Haw thorne study
The Hawthorne studies conducted in the 1920s and 1930s at Western Electric's Hawthorne plant studied the impact of various working conditions on productivity. The studies found that changes in lighting, rest breaks, and other job factors initially increased productivity not because of the changes themselves but because of the social dynamics of the workers being studied and interviewed. The researchers concluded that human social factors within organizations are important for understanding worker behavior and motivation.
Early Advocates of Organisational Behaviour and hawthorne studies.pptx
The document summarizes key aspects of the early Hawthorne studies conducted in the 1920s-1930s. The studies explored how various job factors like lighting and break times impacted productivity. However, researchers found productivity increased not due to these factors but due to improved worker attitudes from feeling valued. Later studies examined group dynamics and found individual behavior was influenced by their work groups. The studies helped establish organizational behavior as a field and that understanding human social factors is important for management.
Presentation on the hawthorne
The Hawthorne experiments conducted between 1924-1932 at Western Electric's factory in Chicago examined how workplace conditions affected productivity. The experiments found that productivity increased even when lighting levels were reduced, showing no relationship between lighting and output. Subsequent studies found that allowing workers more flexibility and participation in decision-making, as well as greater attention from managers, led to higher morale and productivity among employees. The experiments concluded that socio-psychological factors have a greater influence on worker performance and satisfaction than mere physical conditions alone.
Behavioural Theories of an Organisationa
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.
Hawthrone experiment
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.
Hawthrone studies
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.
Hawthorne experiments
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
lecture hawthorne experiments
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.
lecture-hawthorne-experiments_POM.ppt
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.
Hawthorne experiments
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.
Hawthrone experiment
The Hawthorne experiments from 1924-1932 studied how worker productivity was affected by changes in physical work conditions like lighting and break times. Researchers found that productivity increased regardless of the changes, due to the psychological effect of workers feeling valued by being observed. The experiments highlighted the importance of social and emotional factors in the workplace over physical ones alone, and helped establish the field of human relations in management.
Learning- Organisational Behavior
This document discusses learning theories and principles of learning. It defines learning as a relatively permanent change in behavior resulting from experience. Theories of learning discussed include classical conditioning by Ivan Pavlov, operant conditioning by B.F. Skinner, cognitive learning by Edward Tolman, and social learning. Principles of learning include positive reinforcement, negative reinforcement, punishment, and extinction. Schedules of reinforcement like continuous and intermittent are also covered. Specific organizational applications like using lotteries to reduce absenteeism are provided. Barriers to learning at the individual, team, and organizational levels are also outlined.
hawthorneexperiments.ppt
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.
Elton mayo hawthorne experiment
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.
Hawthorne
The Hawthorne Studies examined how changes in working conditions affected productivity. Elton Mayo conducted an experiment at Western Electric, varying factors like lighting and breaks. Productivity increased regardless of changes, likely due to the social effects of working in groups. The findings emphasized the importance of motivation, cooperation, and treating workers well for optimal productivity.
Hawthorne (1)
The Hawthorne Studies examined how changes in working conditions affected productivity. Elton Mayo conducted an experiment at Western Electric, varying factors like lighting and breaks. Productivity increased with piece-work pay and longer breaks, but returned to normal without changes. The studies concluded that social and psychological factors in the workplace strongly influence productivity, and that management should involve workers to increase motivation.
Elton mayo
George Elton Mayo was a pioneering Australian psychologist and sociologist who conducted the famous Hawthorne Studies between 1924-1932. The studies sought to understand the impact of workplace conditions like lighting and breaks on productivity. However, Mayo discovered that social factors had a greater influence on workers than physical conditions alone. He found that informal work groups formed and greatly impacted motivation and output. Mayo concluded that managers must understand and address employees' social and psychological needs to optimize productivity. His research revolutionized understandings of human motivation and management practices. However, Mayo was also criticized for potentially overgeneralizing findings from small, isolated study groups.
Learning-Organisational Behavior
Classical and operant conditioning are two theories of learning proposed by Ivan Pavlov and B.F. Skinner respectively. Pavlov showed that behaviors can be learned through associating an unconditioned stimulus like food with a neutral stimulus like a bell. Skinner's operant conditioning demonstrated that voluntary behaviors are strengthened through positive reinforcement or weakened through punishment and extinction. Cognitive learning theories proposed by psychologists like Edward Tolman emphasized how mental representations and problem-solving allow for more complex learning than conditioning alone.
Elton mayo ppt
Human Relations Movement, Westren Electrical Company, Bell Tele phone , Chicago, Harward University, Business
Hawthorne experiment
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.
Hawthrone studies explained
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.
Principle of Management _Hawthorne-Experiments.pptx
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.
Human Relation Theory: The Hawthorne Experiment
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.
HOWTHORNE Studies.ppt
The Hawthorne Studies conducted in the 1920s and 1930s investigated how various factors like lighting, breaks, and incentives impacted worker productivity. In the first experiment, changes to lighting levels did not correlate with productivity. Subsequent experiments found that small, close-knit work groups were more productive when given informal treatment, breaks for food, and flexible hours. Interviews revealed workers valued social factors and felt pressure to conform to group norms. A bank wiring experiment showed groups set their own production targets below company levels to protect members from unemployment fears and raising standards. The studies highlighted the importance of human relationships in the workplace.
Elton mayo’s hawthorne experiment and it’s contributions to
Elton Mayo conducted the Hawthorne Experiments from 1924-1927 to study the impact of workplace factors like illumination on employee productivity. The experiments found that productivity increased even when illumination decreased, showing other social and psychological factors were more important. The experiments consisted of four parts: an illumination study, a relay assembly test, employee interviews, and a bank wiring test. Overall, the experiments demonstrated that factors like feeling valued, participation, and good social relations significantly increased employee motivation and productivity more than logical or economic factors alone.
Hawthrone studies explained
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.
POM (HUMAN RELATIONSHIP MANAGEMENT)
The document summarizes the Hawthorne experiments which studied the impact of various working conditions on productivity. The experiments found that informal social groups among workers had a significant influence on attitudes and behavior, rather than physical conditions like illumination levels. Interviews with over 20,000 workers also revealed that informal groups established social norms within the workplace that influenced members' productivity.
Hawthorne studies
The Hawthorne Studies consisted of 5 experiments conducted between 1924-1932 at the Hawthorne Works of Western Electric Company in Chicago. The studies aimed to understand the impact of various working conditions on employee productivity. The illumination experiment found that productivity increased regardless of light intensity, suggesting psychological factors. Subsequent relay assembly room experiments similarly found that changes to work conditions like breaks and meals led to higher productivity, demonstrating the importance of social and psychological factors over physical incentives alone. The studies highlighted the significance of social dynamics, recognition, and attention in influencing worker motivation and output.
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A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
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lecture-hawthorne-experiments_POM.ppt
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.
Hawthorne experiments
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.
Hawthrone experiment
The Hawthorne experiments from 1924-1932 studied how worker productivity was affected by changes in physical work conditions like lighting and break times. Researchers found that productivity increased regardless of the changes, due to the psychological effect of workers feeling valued by being observed. The experiments highlighted the importance of social and emotional factors in the workplace over physical ones alone, and helped establish the field of human relations in management.
Learning- Organisational Behavior
This document discusses learning theories and principles of learning. It defines learning as a relatively permanent change in behavior resulting from experience. Theories of learning discussed include classical conditioning by Ivan Pavlov, operant conditioning by B.F. Skinner, cognitive learning by Edward Tolman, and social learning. Principles of learning include positive reinforcement, negative reinforcement, punishment, and extinction. Schedules of reinforcement like continuous and intermittent are also covered. Specific organizational applications like using lotteries to reduce absenteeism are provided. Barriers to learning at the individual, team, and organizational levels are also outlined.
hawthorneexperiments.ppt
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.
Elton mayo hawthorne experiment
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.
Hawthorne
The Hawthorne Studies examined how changes in working conditions affected productivity. Elton Mayo conducted an experiment at Western Electric, varying factors like lighting and breaks. Productivity increased regardless of changes, likely due to the social effects of working in groups. The findings emphasized the importance of motivation, cooperation, and treating workers well for optimal productivity.
Hawthorne (1)
The Hawthorne Studies examined how changes in working conditions affected productivity. Elton Mayo conducted an experiment at Western Electric, varying factors like lighting and breaks. Productivity increased with piece-work pay and longer breaks, but returned to normal without changes. The studies concluded that social and psychological factors in the workplace strongly influence productivity, and that management should involve workers to increase motivation.
Elton mayo
George Elton Mayo was a pioneering Australian psychologist and sociologist who conducted the famous Hawthorne Studies between 1924-1932. The studies sought to understand the impact of workplace conditions like lighting and breaks on productivity. However, Mayo discovered that social factors had a greater influence on workers than physical conditions alone. He found that informal work groups formed and greatly impacted motivation and output. Mayo concluded that managers must understand and address employees' social and psychological needs to optimize productivity. His research revolutionized understandings of human motivation and management practices. However, Mayo was also criticized for potentially overgeneralizing findings from small, isolated study groups.
Learning-Organisational Behavior
Classical and operant conditioning are two theories of learning proposed by Ivan Pavlov and B.F. Skinner respectively. Pavlov showed that behaviors can be learned through associating an unconditioned stimulus like food with a neutral stimulus like a bell. Skinner's operant conditioning demonstrated that voluntary behaviors are strengthened through positive reinforcement or weakened through punishment and extinction. Cognitive learning theories proposed by psychologists like Edward Tolman emphasized how mental representations and problem-solving allow for more complex learning than conditioning alone.
Elton mayo ppt
Human Relations Movement, Westren Electrical Company, Bell Tele phone , Chicago, Harward University, Business
Hawthorne experiment
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.
Hawthrone studies explained
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.
Principle of Management _Hawthorne-Experiments.pptx
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.
Human Relation Theory: The Hawthorne Experiment
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.
HOWTHORNE Studies.ppt
The Hawthorne Studies conducted in the 1920s and 1930s investigated how various factors like lighting, breaks, and incentives impacted worker productivity. In the first experiment, changes to lighting levels did not correlate with productivity. Subsequent experiments found that small, close-knit work groups were more productive when given informal treatment, breaks for food, and flexible hours. Interviews revealed workers valued social factors and felt pressure to conform to group norms. A bank wiring experiment showed groups set their own production targets below company levels to protect members from unemployment fears and raising standards. The studies highlighted the importance of human relationships in the workplace.
Elton mayo’s hawthorne experiment and it’s contributions to
Elton Mayo conducted the Hawthorne Experiments from 1924-1927 to study the impact of workplace factors like illumination on employee productivity. The experiments found that productivity increased even when illumination decreased, showing other social and psychological factors were more important. The experiments consisted of four parts: an illumination study, a relay assembly test, employee interviews, and a bank wiring test. Overall, the experiments demonstrated that factors like feeling valued, participation, and good social relations significantly increased employee motivation and productivity more than logical or economic factors alone.
Hawthrone studies explained
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.
POM (HUMAN RELATIONSHIP MANAGEMENT)
The document summarizes the Hawthorne experiments which studied the impact of various working conditions on productivity. The experiments found that informal social groups among workers had a significant influence on attitudes and behavior, rather than physical conditions like illumination levels. Interviews with over 20,000 workers also revealed that informal groups established social norms within the workplace that influenced members' productivity.
Hawthorne studies
The Hawthorne Studies consisted of 5 experiments conducted between 1924-1932 at the Hawthorne Works of Western Electric Company in Chicago. The studies aimed to understand the impact of various working conditions on employee productivity. The illumination experiment found that productivity increased regardless of light intensity, suggesting psychological factors. Subsequent relay assembly room experiments similarly found that changes to work conditions like breaks and meals led to higher productivity, demonstrating the importance of social and psychological factors over physical incentives alone. The studies highlighted the significance of social dynamics, recognition, and attention in influencing worker motivation and output.
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human relationship approach
- 1. HUMAN RELATION APPROACH BY ELTON MAYO MBA -1 YEAR SUBMITTED TO, SUBMITTED BY, MR. K.N. CHAUBE AQEEBA HUSAIN
- 2. INTRODUCTION • RESEARCH BACKGROUND • HAWTHORNE’S EXPERIMENT Illuminated Intensity variation Relay Assembly Test Room Mass Interviewing Programme Bank Wiring Observation Room • CONCLUSION
- 3. HAWTHORNE EXPERIMENT • THE EXPERIMENT WAS CONDUCTED BY ELTON MAYO AND HIS TEAM IN 1927 • THE EXPERIMENT ALSO KNOWN AS ‘HAWTHORNE EXPERIMENT’ • ELTON MAYO FAMOUSLY KNOWN AS THE FATHER OF “HUMAN RELATION SCHOOL” • THIS EXPERIMENT WERE CONDUCTED AT THE HAWTHORNE PLANT OF THE Western Electric Co. Cicero, Illinois, (USA)
- 5. ILLUMINATION EXPERIMENT • AIM- Illumination experiments were undertaken to find out how varying levels of illumination (amount of light at the workplace, a physical factor) affected the productivity. • EXPERIMENT- Two Groups Were Made as ‘experimental group and control group ‘ Changes were made in experimental group to test the productivity speed But control group remains constant • RESULT- It was concluded that illumination did not have any effect on productivity until it was decreased to the level of moon light . But it was something else which interfering with the productivity • THUS ANOTHER EXPERIMENT WAS UNDERTAKEN
- 6. RELAY ASSEMBLY TEST ROOM STUDIES • AIM- TO DETERMINE THE EFFECT ON VARIOUS JOB CONDITION IN GROUP ACTIVITY • EXPERIMENT- Two girls were chosen and asked to chose more girls as a co-worker . • One supervisor associate to explain every incremental changes and record results. • Four types of changes were made: 1. Pay incentives 2. Length of day work & day week 3. Use of rest period 4. Company sponsored meals • Management visit/ special attention • RESULT: Most changes resulted in higher output and reported greater employee satisfaction • CONCLUSION- Experiments yielded positive effects even with negative influences - workers’ output will increase as a response to attention Strong social bonds were created within the test group. Workers are influenced by need for recognition, security and sense of belonging
- 7. MASS INTERVIEWING PROGRAME • AIM- TO STUDY THE HUMAN BEHAVIOUR OF A COMPANY • EXPERIMENT- No. of interviews conducted with about 20000 employees • This experiment was to determine the employees attitude towards the companies , supervision insurance plan , wages and promotion • This interview Is based on ‘direct questioning’ but later it was change to ‘indirect type’ . Just to know what workers had to say regarding the companies matters • RESULT- During the course of interviews, it was discovered that workers’ behaviour was being influenced by group behaviour. However, this conclusion was not very satisfactory and , therefore, researches decided to conduct another series of experiments. As such, the detailed study of a shop situation was started to find out the behaviour of workers in small groups
- 9. BANK WIRING OBSERVATION ROOM • AIM- TO DETERMINE AND ANALYSIS OF SOCIAL ORGANIZATION AT WORK • EXPERIMENT- In this workers, a group of 14 male were formed into a small work group. The men were engaged in the assembly of terminal banks for the use in telephone exchanges experiment. • Affect of payment incentives on productivity • FEW SPECIAL CONDITION 1.Segragated worker area 2. No management visit 3. Supervision remains the same 4. Observer would record data – no interaction with workers • RESULT- Output was lower than what company has determined . • REASONS; 1. Fear of unemployment 2.Fear of raising the standards 3. protection if slower workers 4. satisfaction on the part of management
- 10. CONCLUSION
- 11. THANKYOU