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George Elton MayoPsychologist and
sociologistActive Australian
Psychology readerMoved to the United
States to participatein the Philadelphiapost opportunity.
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Adelaide UniversityUniversity of QueenslandPennsylvania UniversityHarvard Business SchoolRetirementBritish government advisor
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Human Relations MovementAuthored The human problems of an
Industrial Civilization ( 1933)WWII contributed to the Training Within
Industry program for training supervisors
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Mayo wanted to find out what effect fatigue andmonotony had on job productivity and how tocontrol them through various variables such as
Rest breaks Work hours Temperatures Humidity
He found a principle of human motivation thatwould help to revolutionize the theory andpractice of management.
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Funded by General Electric
Conducted by The National Research Council (NRC) of the NationalAcademy of Sciences with engineers from MIT
Measured Light Intensity vs. Worker Output
Result
Each change (including decreases) resulted in higheroutput and reported greater employee satisfaction
Conclusions: Light intensity has no conclusive effect on output Productivity has a psychological component Researchers
interaction with the workers influenced higher performance
Concept of Hawthorne Effect was created
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Western Electric wanted more information
Harvard researchers brought in to analyze the results Elton Mayo & Fritz Roethlisberger
Group of 6 Women (5) Assemblers and (1) Layout Operator
One Observer Explained every incremental change and recorded results
Manipulated factors of production to measure effect on output:
Pay Incentives Length of Work Day & Work Week
Use of Rest Periods
Company Sponsored Meals
Management Visits / Special Attention
Result Most changes resulted in higher output and reported greater employee
satisfaction
Conclusions: Experiments yielded positive effects.The change in the supervisiory arrangement
was the major reason for increase in productivity. Strong social bonds were created within the test group. Workers are influenced
by need for recognition, security and sense of belonging
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14 Male Workers Few Special Conditions
Segregated work area No Management Visits
Supervision would remain the same Observer would record data only no interaction with workers
New incentive pay rate was established for the small group
Any increases in output would be included in departmental pay incentives
Result No appreciable changes in output
Conclusions: Well established performance norms existed in the group Informal Social Organization dictated little deviation from established
production standards Systemic Soldiering Informal Social Organizations protect workers from managers who Raise production standards
Cut pay rates
Challenge workplace norms
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The Hawthorne experiment laid thefoundation for understanding peoples
social and psychological behavior at theworkplace
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Project byName Roll No
Ruchita bhaiya 09Geetanjali johar 38Anamika modi 43