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    The Hawthorne Studies conducted at Western Electric's Hawthorne Works in the 1920s and 1930s studied the impact of workplace conditions like lighting on worker productivity. A series of experiments found that increased productivity was not due to changes in lighting but to other human factors. The studies established that informal work groups influence individual behavior and productivity, and that workers' social and psychological experiences on the job are important. The Hawthorne Studies helped launch the field of organizational behavior and the human relations movement in management.

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    Hawthorne Studies

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    The Hawthorne Studies conducted at Western Electric's Hawthorne Works in the 1920s and 1930s studied the impact of workplace conditions like lighting on worker productivity. A series of experiments found that increased productivity was not due to changes in lighting but to other human factors. The studies established that informal work groups influence individual behavior and productivity, and that workers' social and psychological experiences on the job are important. The Hawthorne Studies helped launch the field of organizational behavior and the human relations movement in management.

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    12 views12 pages

    The Hawthorne Studies and the Rise of Human Relations Movement

    Uploaded by

    Pujitha
    The Hawthorne Studies conducted at Western Electric's Hawthorne Works in the 1920s and 1930s studied the impact of workplace conditions like lighting on worker productivity. A series of experiments found that increased productivity was not due to changes in lighting but to other human factors. The studies established that informal work groups influence individual behavior and productivity, and that workers' social and psychological experiences on the job are important. The Hawthorne Studies helped launch the field of organizational behavior and the human relations movement in management.

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    of 12

    THE HAWTHORNE STUDIES

    WORK-WORKER-SCIENTIFIC MANAGEMENT-
    F.W.TAYLOR
     Selection of right people for right jobs
     Training them adequately

     Placing them in jobs for which they are best


    suited
     Remunerating them handsomely

     Criticism: Over emphasis on task


    accomplishment-Monetary incentives at the
    cost of respect for human beings
    THE HUMAN RELATIONS MOVEMENT

     Emphasis on employee cooperation and morale


     People treated as human beings not as
    machines
     Three Factors:
     The Great depression
     The Labour movement

     The results of Hawthorne Studies


    THE GREAT DEPRESSION

     The stock exchange crash of America in 1929


     Widespread unemployment

     Decline of purchasing power

     Collapse of markets

     Lowering of standard of living of people

     Result: Shift from production to human


    relations
    LABOUR MOVEMENT

     Exploitation-Formation of trade unions

     Management-Primary emphasis on employee


    relations-Secondary emphasis on wages, hours
    of work, and conditions of employment
    HAWTHORNE STUDIES
     Academic status to the study of organizational
    behaviour
     Western Electric Company’s Hawthorne works
    in Cicero-Chicago-Elton Mayo
     Aim-Greater efficiency by improving the tools
    and methods of work in the case of lighting
     Study – Relationship between lighting and
    productivity
    HAWTHORNE STUDIES

     Illumination Studies

     The Relay Assembly Room Study

     The Bank Wiring Room Study


    ILLUMINATION STUDIES (1924-27)

    EXPERIMENTAL GROUP AND CONTROL GROUP

    Lighting was decreased constantly for experimental group

     Constant for control group

    Findings: Productivity increased at the same rate for both the


    groups

    Conclusion: Not lighting but human variable caused increase in


    productivity
    THE RELAY ASSEMBLY ROOM STUDY 1927-32

     Effect of thirteen variables on productivity of


    employees
     Five women who assembled electrical relays separate
    from other workers
     Researcher could alter work conditions and evaluate
    the results
     Productivity increased irrespective of the alterations
     Conclusion: Change in supervisory arrangement
    resulted in increase in productivity-ANOTHER
    VARIABLE
    THE BANK WIRING ROOM STUDY 1931-32
     Observational analysis of the informal work
    groups
     14 men who wired telephone banks
     Natural and relaxed behavior after 3 weeks
    free from constant supervision
     Irrespective of the pay the workers established
    a daily output as a norm
     Conclusion: Behavioral norms set by work
    group greatly influenced the productivity levels
    THE BANK WIRING ROOM STUDY
     The higher the norms the higher the
    productivity
     The lower the norms the lower the productivity
     The power of the peer group
     Importance of group influence on individual
    behavior and productivity
     Conclusion: Foundation for understanding the
    people’s social and psychological behavior in
    the work place
    WHAT DID THE WORKERS SAY?

     (Except Bank wiring Room) Reasons for higher


    productivity
     Size of the group

     Personal attention during the experiment

     Novel experience and

     Desire to participate

     Conclusion-Individual-Group-Participation-
    Organizational Behavior-Foundation by HS

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