UNIVERSITY OF EDUCATION, WINNEBA

HRM 722:
HUMAN RESOURCE MANAGEMENT U.E.W
ELTON MAYO’S WORK PROPELLED FURTHER
DEVELOPMENT IN HUMAN RESOURCE
MANAGEMENT

JEWEL ASSEMANI &

ISAAC AMOANING OFOSU
U.E.W

HISTORY
Elton Mayor was an Australian born psychologist and organizational theorist that
spearheaded a behaviorist approach study to the levels of productivity and its
maintenance in the working environment. The studies were conducted in the
Hawthorne Works and Electric Company in Illinois, USA. He is seen as a pioneer to the
Human Relations Movement.
H.R.M Background
• Craft Stage - Working relationship

• Industrial Revolution Stage – Execution of work and tasks in a formal structure

• Paternisation Stage – Laws and regulations governing work

• Personnel Management – Scientific Approach to work

• Human Relations Movement - ?

 Scientific Management that marked Personnel Management theory dictated that the highest productivity

was found in ‘the one best way.’

 It was indifferent to the feelings, perception and thoughts of the employee.

 It downplayed the effects of social pressure on human interactions

 It was too mechanical.

H.S
HAWTHORNE STUDIES
The purpose was to initially determine the effect of the physical environment on employees output but later
focused on the social environment of employees.

Illumination Experiment (1924-1927):

Focus – Productivity levels in a higher or lower illuminated working environment.

Findings :
i. Productivity improved when the studies were conducted and declined after the study.
ii. Lack of consistent correlation between lighting levels and product output.

Conclusion :
a) Illumination was one factor in determining productivity levels but not the most important.
b) The increase in productivity was attributed to motivation by the interest shown to workers.
c) Communication of intended change in working environment plays a major role in productivity.
d) Employees are a social construct with their perception influencing how their surroundings affect
performance.
U.E.W
Relay Assembly Test Room (1927-1933):
Modus – Two female workers were chosen as test subjects with each female worker choosing four
other workers to join the test group. In all, two groups were formed.

Focus – Team work and Productivity

Research Criteria –
 Varied work day
 Introduction of varied rest pauses
 Introduction of hot refreshments

Findings:
 Higher output and greater employee satisfaction especially when the employee had an input into
the determination of the task and duration of the execution of the task.
 Strong social bonds were created within the test group influenced by the need for security and sense
of belonging.
U.E.W Relay Assembly Test Room (cont’d)
Conclusion –
 Output and productivity increased when employees are monitored.
 Mental attitude, proper supervision and informal social relationships experienced in a group play a major role
in productivity and job satisfaction.

Bank Wiring Observation Group (1931-1932):

A group of 14 male workers in a bank wiring room were placed under observation for six months. A worker’s pay
depended on the performance of the group as a whole.

Focus – relationship between payment incentives and productivity

Findings:
1) Output was surprisingly lower than was expected due to:
2) Fear of unemployment
3) Fear of an increased criteria for productivity
4) Protection of slower workers.
 Bank Wiring Observation Group (Cont’d)
U.E.W Conclusion –
 Payment of incentives does not directly lead to an increase in productivity.

 Employee is motivated by more than the satisfaction of economic needs.

 Employees subconsciously form informal groups that act as a control and social pressure group in response to
interventions made by management.

 Employee response to incentives and other stimulators of productivity is influenced by the informal group they
find themselves in.

Mass Interviewing Program (1928 – 1930):

20,000 interviews were conducted to determine employees’ attitudes towards the organization, supervision,
insurance plans, promotion and wages.

Focus –
 Employee perception of the organization and function of management.
 The ‘yes’ or ‘no’ responses could not get to the root of the problem.
H.R.M Mass Interviewing Program (Cont’d)
Findings:
• A complaint is a symptom of personal deep seated disturbance.

• Employee satisfaction or dissatisfaction is constructed from the employee’s subjective experience and
group influence (both internal and external)

Conclusion –
o The position or status of an employee in an organization is a reference from which the employee assigns
meaning and value to events, objects and features of the working environment.

o The social organization of the organization represents a system of values from which the employee derives
satisfaction or dissatisfaction is based on the personal biasness of the employee per his social status and
the expected social rewards.

o The social demands of an employee are influenced by the subjective social experience in groups both
outside and inside the organization.
H.R.M General Conclusion
1) The in-depth experiments carried out by Elton Mayo in the Hawthorne Works and Electric Company
propelled the study of Human Resource Management in the following regards:

2) The employee as a major living component of production can not be relegated to an abstract notion.

3) Work satisfaction and performance is basically not economic but relies more on working conditions,
attitudes, communication, positive management response and encouragement in the working environment.

4) The study of the Human Resource Management of an organization can not be complete without the study of
the social context of the employee, the group dynamics and social makeup of an organization which lends a
crucial force either for or against higher productivity.