Hawthorne Experiments

by Elton Mayo
Pooja narayan

Who is Elton Mayo?

George Elton Mayo Psychologist and sociologist Active Australian Psychology reader Moved to the United States to participate in the Philadelphia post opportunity.

Mayos Journey
Adelaide University University of Wueensland Pensylvannia University Harvard Business School Retirement British government advisor

Thanks to Mayo
Hhuman Relations Movement Authored The social problems of an Industrial Civilization ( 1933) WWII contributed to the Training Within Industry program for training supervisors

Illumination Studies 1924-1927

Funded by General Electric Conducted by The National Research Council (NRC) of the National Academy of Sciences with engineers from MIT Measured Light Intensity vs. Worker Output Result Each change (including decreases) resulted in higher output 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

Relay Assembly Test Experiments 1927-1929

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 even with negative influences workers output will increase as a response to attention Strong social bonds were created within the test group. Workers are influenced by need for recognition, security and sense of belonging

Relay Assembly Room #2 - 1928-1929

Measured output changes with pay incentive changes
Special observation room Relay Assemblers changed from Departmental Incentive to Small group 1st Session Adjusted back to Large Group Incentive 2nd Session

Results
Small Group Incentive resulted in new Highest sustained level of production 112% over standard output base Output dropped to 96.2% of base with return to large group incentive

Conclusion: Pay incentives were a relevant factor in output increases but not the only factor.

Mica Splitting Test Group - 1928-1931

Measured output changes with changes in work conditions only:
Special Observation Room Length of Work Day Use of Rest Periods Workers stayed on established Piece-rate compensation

Result - Productivity increased by 15% over standard output base Conclusions:

Productivity is affected by non-pay considerations Social dynamics are a basis of worker performance

Plant Interview Program 1925-1932

1925-1927 Objective Questions
Work Conditions Work Relationships Yes/No Answers

1928-1932 Conversational / Non-directive

Attentive Sympathetic Listening Concern for personal needs Increased in time from 30-90 minutes

Result Remarkable positive employee perceptions:

Working Condition Improved (no real changes) Better Wages (no real changes)

Conclusions:
New Supervisory Style improved worker morale Complaints reflected personal and/or social barriers that needed attention in order to raise productivity

Bank Wiring Observation Group 1931-1932

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

The Hawthorne Studies

Demonstrated the importance of understanding how the feelings, thoughts, and behavior of work-group members and managers affect performance

The Hawthorne Studies

Studies of how characteristics of the work setting affected worker fatigue and performance at the Hawthorne Works of the Western Electric Company from 19241932.

The Hawthorne Studies

Worker productivity was measured at various levels of light illumination. Researchers found that regardless of whether the light levels were raised or lowered, worker productivity increased.

The Hawthorne Studies

Human relations movement advocates that supervisors be behaviorally trained to manage subordinates in ways that elicit their cooperation and increase their productivity

The Hawthorne Studies

Implications Behavior of managers and workers in the work setting is as important in explaining the level of performance as the technical aspects of the task

The Hawthorne Studies

Demonstrated the importance of understanding how the feelings, thoughts, and behavior of work-group members and managers affect performance