Hawthorne Experiments: by Elton Mayo

Hawthorne Experiments
by Elton Mayo
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.
• 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.
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

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.
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.
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.
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

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Hawthorne Experiments

• Result – Each change (including decreases) resulted in higher

• Concept of “Hawthorne Effect” was created

• Western Electric wanted more information

• Management Visits / Special Attention

• Measured output changes with pay incentive changes

• Any increases in output would be included in departmental pay incentives

• Result – No appreciable changes in output

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