ELTON MAYO:FOCUSING ON HUMAN

RELATIONS
Behavioural Science Approach

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  Professor Elton Mayo began his experiments (the
Hawthorne Studies), to prove the importance of people for
productivity - not machines.
 The human relations management theory is a researched
belief that people desire to be part of a supportive team that
facilitates development and growth. Therefore, if employees
receive special attention and are encouraged to participate,
they perceive their work has significance, and they are
motivated to be more productive, resulting in high quality
work.

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 ELTON MAYO:FOCUSING ON HUMAN
RELATIONS
 Father of Human Relations Approach
 The experiments were conducted in four phase:

1. Illumination experiments

2. Relay assembly test room experiments

3. Interview phase

4. Bank wiring observation room experiments

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 1.Illumination experiments
 The first, a sequence of illumination tests from 1924 to 1927,
set out to determine the effects of lighting on worker
efficiency in three separate manufacturing departments.
 Accounts of the study revealed no significant correlation
between productivity and light levels.
 The results prompted researchers to investigate other factors
affecting worker output.

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  In the first series two groups were made.
 One group was exposed to varying intensities of
illumination.
 Since this group was subjected to experimental changes, it
was termed as experimental group.
 Another group was called control group, continued to work
under constant intensities of illumination.

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  The researchers found that as they increased the illumination
in the experimental group, both groups increased
production.
 When the intensity is decreased, the production continued to
increase in both the groups.
 The production decreased when the illumination was below
the level of moon light.
Therefore, it was concluded that there is no
consistent relationship between output of workers
and illumination in the factory. There must be some
other factor which affected productivity.
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 2.The Relay Assembly Room
 This phase aimed at knowing not only the impact of
illumination on production but also other factors like length
of the working day, rest hours, and other physical conditions

 In this experiment, a small homogeneous work-group

of six girls was constituted. These girls were friendly to
each other and were asked to work in a very informal
atmosphere under the supervision of a researcher.

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  The incentive scheme was changed so that each girl extra pay
was based on the other five rather than output of larger
group, say 100 workers or so. The productivity increased as
compared to before.

 Two five minutes rests- one in morning session and other in

evening session-were introduced which were increased to 10
minutes.The productivity increased

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  The rest period was reduced to 5 minutes but frequency was
increased. The productivity decreased slightly and the girls
complained that frequent rest intervals affected the rhythm
of the work.

 The number of rest was reduced to two of 10 minutes each,

but in the morning, coffee or soup was served along with
sandwich and in the evening, snacks was provided. The
productivity increased.

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  Changes in the working hours and workdays were introduced
such as cutting an hour off the end of the day and eliminating
Saturday work.

 the girls were allowed to leave at 4.30 pm instead of usual

5.00 pm and later at 4.00pm. Productivity increased.

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 Conclusion of experiment
 As each change was introduced, absenteeism decreased,
morale increased and less supervision was required.
 Sense of belongingness ,self- discipline, sincerity increases.
 The researchers concluded that socio-psychological factors
such as feeling of being important, recognition, attention,
participation, cohesive work-group, and non-directive
supervision held the key for higher productivity.

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 3. INTERVIEW PHASE
 21000 people were interviewed between 1928-1930

 To determine employee attitude towards the company and

their jobs.

 21,000 employees were interviewed over a period of three

years to find out reasons for increased productivity. It was
concluded that productivity can be increased if workers are
allowed to talk freely about matters that are important to
them

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  Initially, a direct approach was used whereby interviews
asked questions considered important by managers and
researchers.
 The researchers observed that the replies of the workmen
were guarded.
 Therefore, this approach was replaced by an indirect
technique, where the interviewer simply listened to what the
workmen had to say.
 The findings confirmed the importance of social factors at
work in the total work environment.

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 4. Bank Wiring Test Room Experiment:
 Conducted during 1931- 1932
 It was undertaken by researchers to test some of the ideas they had
gathered during the interviews.
 A group of 14 male workers in the bank wiring room were placed
under observation for six months.
 A worker's pay depended on the performance of the group as a
whole. The researchers thought that the efficient workers would
put pressure on the less efficient workers to complete the work.
 However, it was found that the group established its own standards
of output, and social pressure was used to achieve the standards of
output.

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  The hypothesis was that in order to earn more workers
would produce more and in order to take advantages of
group bonus, they would help each other to produce more.

 But this reason failed as workers decided the target for

themselves which was lower than the companies target.

 Ex- group target for a day was connecting 6600 terminals

against 7300 terminals set by the company. The worker gave
following reasons for the restricted output.

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  Fear of unemployment: the basic reasoning of workers was that if there
would be more production per head, some if the workers would be put out
of employment .
 Fear of raising the standards: most workers were convinced that once
they had reached the standard rate of production, management would raise
the standard of production reasoning that it must be easy to attain.
 Protection of slower workers: The workers were friendly on the job as
well as off the job. They appreciated the fact that they had family
responsibility that required them to remain in the job.
 Since slower workers were likely to be retrenched, the faster workers
protected them by not overproducing.
 Satisfaction on the part of management: According to workers,
management seemed to accept the lower production rate as no one was
being fired or even reprimanded for restricted output.
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 Features

Human Relations Theory has three elements or features. They

are, the Individual, the Informal Organization, and Participative
Management
 The Individual
The Theory recognizes the importance of emotions and perceptions
of individuals. It holds the view that the level of workers’
production and organizational output is determined
by the human relations at work and not so much by the
physical and economic conditions of work.

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  Informal Organizations
The Human Relations Theory emphasizes the informal
organizations. According to Hicks and Gullet, “ The informal
shadow organization that exists within the structure of the formal
organization is emphasized. Attention is focused on the social
aspects of man whose overriding need is seen as a desire to belong,
to be accepted by and stand well in his work group.”

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  Participative Management
Human Relations Theory advocates the style of participative
management. In other words, the manager should consult the
work groups and their informal leaders before introducing a
change of programme.
This participative management is meritorious because it permits
the workers to influence the decisions that affect them, develops a
sense of participation in the group, makes the working
environment more pleasant, prevents the alienation of workers
from the management, facilitates the acceptance of organizational
goals by the workers, and above all, results in higher productivity.

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 Contributions of the Hawthorne
Experiment to Management
 A business organisation is basically a social system. It is not just a
techno-economic system.
 The employee can be motivated by psychological and social wants
because his behavior is also influenced by feelings, emotions and
attitudes. Thus economic incentives are not the only method to
motivate people.
 Management must learn to develop co-operative attitudes and not
rely merely on command.
 Participation becomes an important instrument in human
relations movement. In order to achieve participation, effective
two-way communication network is essential.
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  Productivity is linked with employee satisfaction in any business
organization. Therefore management must take greater interest in
employee satisfaction.
 Group psychology plays an important role in any business
organization. We must therefore rely more on informal group
effort.
 The key to higher productivity lies in high morale. High morale
results in higher output.

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 Final conclusions:

 Individual employees must be seen as members of a group;

 Salary and good working conditions are less important for
employees and a sense of belonging to a group;
 Informal groups in the workplace have a strong influence on
the behaviour of employees in said group;
 Managers must take social needs, such as belonging to an
(informal) group, seriously.

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