Hawthorne
Experiments and Human Relations
Ø Reasons for human behavior at work
Ø Real cause of human behavior
Ø Human relation approach of management
Ø Hawthorne plant of Western Electric Company,
outside Chicago, manufacturing of telephone bell, 30000 employees (thirty
thousand)
Ø Problems related to pensions, workers benefits,
sickness benefits
Ø Productivity was low
Ø 1924 : National academy of science to
investigate problems (low productivity)
Ø Elton Mayo
(psychologist), whitehead and Roethis Berger(sociologist) and William Dickson
(company representative)
Ø Study the relationship
between productivity and physical working conditions
Ø Four phases: each phase attempting to answer
the question raised at the previous phase
Ø Four phases of Hawthorne Experiment:
o
Illumination Experiment (1924-27): experiment to determine the effect
of change in illumination on productivity.
o
Relay assembly test room experiment
(1927-28): experiment
to determine the effects of changes in hours and other working conditions on
productivity.
o
Mass interviewing Program(1928-1930): Conducting plant-wide interviews to
determine worker attitude and sentiments.
o
Bank wiring observation room
experiment(1931-32):
determination and analysis of social organization at work.
Ø Illumination
experiments:
o
Levels of
illumination (light at work place, physical factors) affected the productivity
o
Hypothesis:
higher illumination- higher productivity
o
Group of
workers
§ Two separate groups
§ Experiment
group: higher light illumination
§ Control
group: continue constant illumination
intensity
o
Increase
illumination in experimental group, both group increased productivity.
o
Decreased
intensity: No impact of deceased intensity on experimental group, decreased
intensity at moon light level only
o
No impact of
light intensity on productivity
Ø Relay
Assembly Test Room Experiment:
o
Effect of
changes in various job condition on group productivity.
o
Relay
assembly test room, two girls were chosen. They were asked to choose four more
girls as coworkers (2+4=6).
o
Observer,
girls were consulted before any changes
o
Changes and
their result:
§ Incentive scheme: extra pay on the productivity of small
group (other 5 girls output)
·
The
productivity increased as compared to before
§ Two five
minutes rests: morning
and evening
·
Increased to
10 minutes
·
Productivity
increased
§ Rest period
was reduced to 5 Minutes but frequency was increased
·
Productivity
decreased, affected the rhythm of work
§ Two rest of
10 minutes:
·
Morning:
coffee or soup
·
Evening:
Snacks
·
Productivity
increased
·
Changes in
working hours and work days
o
Girls were
allowed to go home early
o
Productivity
increased
§ Absenteeism decreased, morale increased, less
supervision required
§ Revert back to original position,
productivity increased
§ Development of attitude towards work, feeling
of stability , sense of belongingness , freedom, responsibility and self-discipline
Ø Mass
Interview Program:
o
20,000
interviews were conducted
o
Employee
attitude towards supervision, company, insurance plans, promotion and wages.
o
Complaints
are symptoms of personal disturbance.
Ø Bank wiring
observation room experiment:
o
14 male
workers, functioning of small group and its impact on individual behavior
o
9-wireman,
3-solderman, 2-inspector
o
Average
wages on the basis of group output (Bonus)
o
Hypothesis :
workers would produce more and in order to the advantage of group bonus (Earn
more)
o
Workers
decided target for them, less than company’s target
o
4 reasons:
§ Fear of unemployment: more production/ head,
some workers would be put out of employment
§ Fear of raising standard
§ Protection of slow workers
§ Satisfaction on the part of management
·
Accepted
lower production
·
No one was
fired/retrenched
Ø Implications
of Hawthorne Experiments:
o
Group set
certain norms, including personal conduct, employees create groups which may be
different form of their official group
o
Social
organization at work.
o
Organization
is basically influenced by social factors
o
Elton Mayo “
A social system”
o
Conflict
between organization and group created
o
Leadership:
important for directing group behavior
o
Formally
appointed leader: supervisor
o
Informal
leaders plays important role in directing group behavior
o
Supervision:
§ friendly supervisionà increased productivity
§ Maintaining orders, controlled atmosphere
:low productivity
o
Communication:
§ Important aspect of organization
§ Workers can be explained
§ Participation of workers in decision making
and problem solving
