The Hawthorne ExperimentsThe Hawthorne Experiments

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HUMAN RELATIONS APPROACHHUMAN RELATIONS APPROACH

During the 1920s, attention began to focus on social During the 1920s, attention began to focus on social factors at work, groups, leadership, the informal factors at work, groups, leadership, the informal organisation and behaviour of people.organisation and behaviour of people.

‘‘Behavioural’ and ‘informal’ are alternative headings Behavioural’ and ‘informal’ are alternative headings sometimes given to this approach.sometimes given to this approach.

Turning point came with the famous Hawthorne Turning point came with the famous Hawthorne experiments at the Western Electric Company in experiments at the Western Electric Company in America (1924-32)America (1924-32)

One of the researchers (leader) was ELTON MAYO One of the researchers (leader) was ELTON MAYO (1880-1949)(1880-1949)

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Human Relations MovementHuman Relations Movement(Hawthorne Studies)(Hawthorne Studies)

1. Illumination Experiments (1924-27): To find out the effect of illumination on worker productivity;

2. Relay Assembly Test Room Experiments (1927-28): To find out the effects of changes in working hours and other working conditions on productivity;

3. Mass Interviewing Programme (1928-30): To find out the worker attitudes and sentiments;

4. Bank Wiring Observation Room Experiments (1931-32): To find out social aspect of work organization;

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OVERVIEW of ExperimentsOVERVIEW of Experiments

Illumination StudyIllumination Study (November 1924) (November 1924)– Designed to test the effect of lighting intensity on worker productivityDesigned to test the effect of lighting intensity on worker productivity– Heuristic value: influence of human relations on work behaviorHeuristic value: influence of human relations on work behavior

Relay Assembly Test Room StudyRelay Assembly Test Room Study (1927-1932) (1927-1932)– Assembly of telephone relays (35 parts - 4 machine screws) Assembly of telephone relays (35 parts - 4 machine screws) – Production and satisfaction increased regardless of IV manipulationProduction and satisfaction increased regardless of IV manipulation– Workers’ increased production and satisfaction related to supervisory practicesWorkers’ increased production and satisfaction related to supervisory practices– Human interrelationships are important contributing factors to worker productivityHuman interrelationships are important contributing factors to worker productivity– Bottom Line: Supervisory practices increase employee morale AND productivityBottom Line: Supervisory practices increase employee morale AND productivity

Interviewing ProgramInterviewing Program (1928-1930) (1928-1930)– Investigate connection between supervisory practices and employee moraleInvestigate connection between supervisory practices and employee morale– Employees expressed their ideas and feelings (e.g., likes and dislikes)Employees expressed their ideas and feelings (e.g., likes and dislikes)– Process more important than actual resultsProcess more important than actual results

Bank Wiring Room Observation StudyBank Wiring Room Observation Study (November 1931 - May 1932) (November 1931 - May 1932)– Social groups can influence production and individual work behaviorSocial groups can influence production and individual work behavior– RQ: How is social control manifested on the shop floor?RQ: How is social control manifested on the shop floor?– Informal organization constrains employee behavior within formal organizational Informal organization constrains employee behavior within formal organizational

structurestructure– Taken together, these studies helped to document the powerful nature of social relations Taken together, these studies helped to document the powerful nature of social relations

in the workplace and moved managers more toward the interpersonal aspects of in the workplace and moved managers more toward the interpersonal aspects of organizing.organizing.

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Illumination StudyIllumination Study

Research began with a study conducted by Hawthorne at Western Electric Research began with a study conducted by Hawthorne at Western Electric Company in collaboration the National Research Council to determine the Company in collaboration the National Research Council to determine the relationship intensity of illumination and efficiency of workers measured in relationship intensity of illumination and efficiency of workers measured in outputoutput

Two groups doing similar work under similar conditions-Test group and Two groups doing similar work under similar conditions-Test group and Control groupControl group

The intensity of light for one group was variedThe intensity of light for one group was varied

The intensity of light for the other group was held constantThe intensity of light for the other group was held constant

Experiment failed to show relationship between illumination and worker Experiment failed to show relationship between illumination and worker outputoutput

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Interpretations Interpretations

– Changes in worker output were psychological not Changes in worker output were psychological not physiologicalphysiological

Bulbs were changed and workers were allowed to believe Bulbs were changed and workers were allowed to believe that the lighting was increasedthat the lighting was increased

Worker output increased when workers thought the lighting Worker output increased when workers thought the lighting was increasedwas increased

– Too many uncontrolled variable not taken in accountToo many uncontrolled variable not taken in account– Take human notion in account Take human notion in account

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Relay Assembly Test RoomRelay Assembly Test RoomBackgroundBackground: To find out what effect fatigue and monotony : To find out what effect fatigue and monotony had on job productivity and how to control them through had on job productivity and how to control them through variables such as Rest breaks, Work hours, variables such as Rest breaks, Work hours, Temperatures ,Humidity Temperatures ,Humidity

5 girls from an assembly line5 girls from an assembly line

Segregated them from the rest of the factorySegregated them from the rest of the factory

Put them under the eye of a supervisor (a friendly observer)Put them under the eye of a supervisor (a friendly observer)

Made frequent changes to their working conditionsMade frequent changes to their working conditions

Always discussed and explained the changes in advanceAlways discussed and explained the changes in advance

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Relay Assembly Test RoomRelay Assembly Test Room

Several changes were made to the working Several changes were made to the working conditionsconditions

Rest periods of varying lengthsRest periods of varying lengthsSnacksSnacksShortening the work dayShortening the work dayShortening the work weekShortening the work weekIncreased and decreased the number of work breaks and the Increased and decreased the number of work breaks and the time of the lunch hourtime of the lunch hourOccasionally he would return the women to their original, Occasionally he would return the women to their original, harder working conditionsharder working conditions

12 positive, progressive changes to working 12 positive, progressive changes to working conditions sequentially introducedconditions sequentially introduced13th change saw the operatives revert to the 13th change saw the operatives revert to the original conditionsoriginal conditions

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Interpretations Interpretations

Factors that Factors that diddid have an impact on output have an impact on outputWomen were allowed to talk moreWomen were allowed to talk more

Absence of supervisory controlAbsence of supervisory control

Knowing that their participation in the experiment Knowing that their participation in the experiment would improve working conditions for fellow would improve working conditions for fellow employeesemployees

Increase in output had nothing to do with Increase in output had nothing to do with changes in physical conditionschanges in physical conditions

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QUESTIONNAIRE SURVEYQUESTIONNAIRE SURVEY

interviews were conducted with the 6 interviews were conducted with the 6 operatives and also with the entire operatives and also with the entire workforce (2000+)workforce (2000+)output had increased because the operatives output had increased because the operatives had experienced a great increase in job had experienced a great increase in job satisfaction through being consulted with, being satisfaction through being consulted with, being given some control over what was happening, given some control over what was happening, enjoying good relations with supervisors (the enjoying good relations with supervisors (the researchers), being made to feel important, and researchers), being made to feel important, and being given a chance to satisfy social needs at being given a chance to satisfy social needs at workwork

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Bank Wiring Observation RoomBank Wiring Observation Room

ParticipantsParticipantsNine wiremenNine wiremen

Three solder menThree solder men

Two inspectorsTwo inspectors

Men formed two clear social groups based Men formed two clear social groups based ononMutual exclusion Mutual exclusion

Differences in games played in off hours and other Differences in games played in off hours and other factorsfactors

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Bank Wiring Observation RoomBank Wiring Observation Room

Bank Wiring Observation Room con’tBank Wiring Observation Room con’t– CommonalitiesCommonalities

A person could not submit too much work – “rate-A person could not submit too much work – “rate-buster”buster”

A person could not submit too little work – “chisler” A person could not submit too little work – “chisler” – getting paid for work he did not do– getting paid for work he did not do

A person should not say anything that would injure A person should not say anything that would injure another person – “squealer”another person – “squealer”

No member of the group should act “officiously”No member of the group should act “officiously”

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Bank Wiring Observation RoomBank Wiring Observation Room

Bank Wiring Observation Room con’tBank Wiring Observation Room con’t– Overall output was satisfactory to the Overall output was satisfactory to the

companycompany– Industrial worker develops own ways of doing Industrial worker develops own ways of doing

his job own traditions of skill, own his job own traditions of skill, own satisfactions in living up to his standardssatisfactions in living up to his standards

– Groups are continually formed among Groups are continually formed among workers and the groups develop codes and workers and the groups develop codes and loyalties which govern the relations of the loyalties which govern the relations of the members to anothermembers to another

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Western Electric CompanyWestern Electric Company

Comparison and contrastComparison and contrast– Relay Assembly Test roomRelay Assembly Test room

Workers felt no pressure from supervisionWorkers felt no pressure from supervision

Had periodic conferences with the superintendent Had periodic conferences with the superintendent and were allowed to veto proposed changesand were allowed to veto proposed changes

Felt important being part of an experimentFelt important being part of an experiment

Developed informal social organizationsDeveloped informal social organizations

Organized in co-operation in managementOrganized in co-operation in management

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Western Electric CompanyWestern Electric Company

Comparison and contrast con’tComparison and contrast con’t– Bank Wiring Observation RoomBank Wiring Observation Room

Men were afraid of supervisionMen were afraid of supervision

Had to respond to technical changes which they Had to respond to technical changes which they did not originatedid not originate

Organized in opposition to managementOrganized in opposition to management

Chapter 2: PowerPoint 2.21Chapter 2: PowerPoint 2.21

Employees are motivated by social

needs and association with others

Employees’ performance is more a result of peer

pressure than management’s incentives

and rules

Managers need to involve subordinates in coordinating their

work to improve efficiency

Employees want to participate in decisions

that affect them

Lessons from the Hawthrone Studies Lessons from the Hawthrone Studies Behavioral ViewpointBehavioral Viewpoint

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GENERAL CONCLUSIONS FROM THE GENERAL CONCLUSIONS FROM THE HAWTHORNE STUDIES:HAWTHORNE STUDIES:the amount of work a person does depends not so the amount of work a person does depends not so much on physical strength or dexterity, or even on much on physical strength or dexterity, or even on the physical conditions of work - it depends on the the physical conditions of work - it depends on the social conditions surrounding the worksocial conditions surrounding the work

non economic rewards can motivate to a greater non economic rewards can motivate to a greater extent than high wagesextent than high wages

specialisation and the division of labour might not be specialisation and the division of labour might not be efficient - variety and the use of initiative can efficient - variety and the use of initiative can stimulate creativity and interest to the extent that stimulate creativity and interest to the extent that output is increasedoutput is increased

individuals perceive themselves to be members of individuals perceive themselves to be members of groups, and standards of behaviour often arise from groups, and standards of behaviour often arise from these and not from managementthese and not from management

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SUMMARYSUMMARY

Four Main Phases to the Hawthorne ExperimentsFour Main Phases to the Hawthorne ExperimentsThe Illumination Experiments - The Illumination Experiments - level of production was level of production was influenced by factors other than changes in physical influenced by factors other than changes in physical conditions of work.conditions of work.The Relay Assembly Test Room - The Relay Assembly Test Room - attention and attention and interest by management reason for higher productivity.interest by management reason for higher productivity. The Interviewing Programme -The Interviewing Programme -20,000 interviews. 20,000 interviews. Gave impetus to present-day personnel management Gave impetus to present-day personnel management and use of counselling interviews. Highlighted the need and use of counselling interviews. Highlighted the need for management to listen to workers.for management to listen to workers.The Bank Wiring Observation Room - The Bank Wiring Observation Room - Piecework Piecework Incentive Scheme. Group pressures stronger than Incentive Scheme. Group pressures stronger than financial incentives offered by management.financial incentives offered by management.

1919

The EndThe End