hawthorne studies nitesh
TRANSCRIPT
Nitesh KhatiwadaMasters of Business ManagementNepal CommerceCampus
The Behavioural Management
The Hawthorne Studies
■ Coined in 1950 by Henry A. Landsberger when
analyzing earlier experiments from 1924–32 at the Hawthorne Works
First Phase:Sequence of illumination tests from 1924 to 1927
Second Phase:Experiments beginning in 1927 focused on the relay assembly
department
Further Study:Interview with the employees
Simultaneous Study:Bank wiring test room
Source: Management and The Worker: 1939
Illumination Tests
1Source: Management and The Worker: 1939
Employees taking part in Illumination Studies: 1930
Illuminatin Studies
■ Set out to determine the effects of lighting on worker efficiency
■ Accounts of the study revealed no significant correlation between productivity and light levels
■ The results prompted researchers to investigate other factors affecting worker output
Relay Assembly Room
2Source: Management and The Worker: 1939
Relay Assembly Room
Researchers were unsure if productivity increased in this experiment because of the introduction of rest periods shorter working hours wage incentives the dynamics of a smaller group or the special attention the women received
Introduction of Elton Mayo and Fritz Roethlisberger - 1928
Source: Management and The Worker: 1939
Bank Wiring Test Room
3Source: Management and The Worker: 1939
Bank Wiring Test Room
■ To identify the effect of wage incentives■ The study of fourteen men■ Conditions were unaltered – no change in
productivity occurred■ An implicit understanding among the workers
not to exceed what they considered a fair quota
Source: Management and The Worker: 1939
Interview Process
4Source: Management and The Worker: 1939
Interview Process
■ Employees didn’t respond well to scheduled questions
■ Employees were allowed to have free talks
Source: Management and The Worker: 1939
Variables Discussed
■ Independent: Confounding:
Dependent:
Light Illumination
Duration of work days
Food HumidityTemperature
VentilationRest Brakes
WagesSupervision
AttentionParticipant Reactivity
Social Norms
Participants Expectations
Work Group
Performance Feedback
Productivity Attendance Morale
Finding
■ Mental attitudes, proper supervision, informal social relationships experienced in a group were key to productivity and job satisfaction
■ Employees often did all sorts of non-logical things in order to belong in the group
■ Employees believed in a sense of common purpose and value of their work
Source: Management and The Worker: 1939
■ Informal organization constituted by the activities, sentiments, interactions, norms, and personal and professional connections of individuals and groups that had developed over extended periods of time makes organization stronger
■ The social system, which defined a worker’s relation to her work and to her companions, was not the product of rational engineering but of actual, deep-rooted human associations and sentiments.
Finding
Source: Management and The Worker: 1939
Contribution
Source: Management and The Worker: 1939
Contribution
■ Brought to light ideas concerning
■ Motivational influences
■ Job satisfaction
■ Resistance to change
■ Group norms
■ Worker participation
Source: Management and The Worker: 1939
■ From the leadership point of view organizations that do not pay■ Sufficient attention to ‘people’ and ‘cultural’ are
consistently less successful than those that do■ Sufficient attention to people and the deep
sentiments and relationships connecting them are consistently less successful than those that do.
■ “The change which you and your associates are working to effect will not be mechanical but humane.”
Conclusion
Source: : http://www.library.hbs.edu/hc/hawthorne/
Source: Management and The Worker: 1939
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