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    Hawthorne Experiments

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    ruby_evangelin
    The Hawthorne Experiments consisted of four parts conducted between 1924-1932 at Western Electric Works in the US. The first part found that productivity increased even when lighting levels decreased, showing factors other than physical conditions impacted productivity. The second part found that social relationships and participation increased productivity more than working conditions alone. Interviews in the third part revealed productivity increased when workers could freely discuss important matters. The fourth part showed groups set their own output standards and used social pressure to meet them. The experiments concluded that social/psychological factors, not just physical conditions, impact productivity and satisfaction.

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    Hawthorne Experiments

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    ruby_evangelin
    20 views11 pages
    The Hawthorne Experiments consisted of four parts conducted between 1924-1932 at Western Electric Works in the US. The first part found that productivity increased even when lighting levels decreased, showing factors other than physical conditions impacted productivity. The second part found that social relationships and participation increased productivity more than working conditions alone. Interviews in the third part revealed productivity increased when workers could freely discuss important matters. The fourth part showed groups set their own output standards and used social pressure to meet them. The experiments concluded that social/psychological factors, not just physical conditions, impact productivity and satisfaction.

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    MANAGEMENT PRINCIPLES

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    The Hawthorne Experiments consisted of four parts conducted between 1924-1932 at Western Electric Works in the US. The first part found that productivity increased even when lighting levels decreased, showing factors other than physical conditions impacted productivity. The second part found that social relationships and participation increased productivity more than working conditions alone. Interviews in the third part revealed productivity increased when workers could freely discuss important matters. The fourth part showed groups set their own output standards and used social pressure to meet them. The experiments concluded that social/psychological factors, not just physical conditions, impact productivity and satisfaction.

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    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    20 views11 pages

    Hawthorne Experiments

    Uploaded by

    ruby_evangelin
    The Hawthorne Experiments consisted of four parts conducted between 1924-1932 at Western Electric Works in the US. The first part found that productivity increased even when lighting levels decreased, showing factors other than physical conditions impacted productivity. The second part found that social relationships and participation increased productivity more than working conditions alone. Interviews in the third part revealed productivity increased when workers could freely discuss important matters. The fourth part showed groups set their own output standards and used social pressure to meet them. The experiments concluded that social/psychological factors, not just physical conditions, impact productivity and satisfaction.

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    Hawthorne Experiments

    • The Human Relations Movement began with


    the Hawthorne Experiments.
    • They were conducted at Western Electrical
    Works in USA, b/w 1924-1932.
    • It was initially designed by Western Electric
    Industrial engineers
    Four Parts of Hawthorne Studies /
    Experiments
    • Part I - Illumination Experiments (1924-27)
    • Part II - Relay Assembly Test Room Study
    (1927-1929)
    • Part III - Mass Interviewing Programme (1928-
    1930)
    • Part IV - Bank Wiring Observation Room
    Experiment (1932)
    Part I - Illumination Experiments
    (1924-27)
    • These experiments were performed to find out
    the effect of different levels of illumination
    (lighting) on productivity of labour.
    • The brightness of the light was increased and
    decreased to find out the effect on the
    productivity of the test group. Surprisingly, the
    productivity increased even when the level of
    illumination was decreased.
    • It was concluded that factors other than light
    were also important.
    Part II - Relay Assembly Test Room
    Study (1927-1929)
    • Under these test two small groups of six female
    telephone relay assemblers were selected. Each
    group was kept in separate rooms. From time to
    time, changes were made in working hours, rest
    periods, lunch breaks, etc. They were allowed to
    choose their own rest periods and to give
    suggestions. Output increased in both the control
    rooms. It was concluded that social relationship
    among workers, participation in decision-making,
    etc. had a greater effect on productivity than
    working conditions.
    Part III - Mass Interviewing
    Programme (1928-1930)
    • 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.
    Part IV - Bank Wiring Observation
    Room Experiment (1932)
    • 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.
    Conclusions of Hawthorne Studies /
    Experiments
    The conclusions derived from the Hawthorne
    Studies were as follows :-
    1. The social and psychological factors are responsible for
    workers' productivity and job satisfaction. Only good physical
    working conditions are not enough to increase productivity.
    2. The informal relations among workers influence the workers'
    behaviour and performance more than the formal relations
    in the organisation.
    3. Employees will perform better if they are allowed to
    participate in decision-making affecting their interests.
    Conclusions of Hawthorne Studies /
    Experiments
    4. Employees will also work more efficiently,
    when they believe that the management is
    interested in their welfare.
    5. When employees are treated with respect
    and dignity, their performance will improve.
    6. Financial incentives alone cannot increase
    the performance. Social and Psychological
    needs must also be satisfied in order to
    increase productivity.
    Conclusions of Hawthorne Studies /
    Experiments
    9. Good communication between the superiors
    and subordinates can improve the relations
    and the productivity of the subordinates.
    10. Special attention and freedom to express
    their views will improve the performance of
    the workers.
    Criticism of Hawthorne Studies /
    Experiments
    The Hawthorne Experiments are mainly
    criticised on the following grounds :-
    1. Lacks Validity
    2. More Importance to Human Aspects
    3. More Emphasis on Group Decision-making
    4. Over Importance to Freedom of Workers

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