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- 2.17.1 The Hawthorne Experiments (Elton Mayo, 1880 – 1949).
| 2.17 Human Relations Theory The human relations movement drew heavily on a series of famous experiments called the Hawthorne studies which were conducted from 1924 to 1933 at the Hawthorne plant of the Western Electric Company in Cicero, Illinois. The neglect of the human aspect and overemphasis on machines, materials and abstract functions led to the development of this approach. Prof. Elton Mayo led the team which conducted the experiments that resulted in the human relations and behavioural science approach to management. The human relations approach emphasizes the individual and focuses on interpersonal approach. It studies the individual, his needs and behaviour. Its main concepts are motivation and job satisfaction. 2.17.1 The Hawthorne Experiments (Elton Mayo, 1880 – 1949). Elton Mayo and his Harvard associates conducted the famous studies of human behaviour in work situations at the Hawthorne plant to Western Electric from 1927 – 1932. Mayo was called in by Western Electric when other researchers, who had been experimenting with work-area lighting, reported some rather peculiar results They had divided the employees into a test group whose illumination was varied throughout the experiment and the control group, whose lighting remain constant throughout the experiment. When the test groups lighting conditions improved, productivity increased, just as expected. But what mystified the researchers was a similar rise in productivity when illumination was reduced. To compound the mystery, the control group’s output kept rising with each alteration in the test groups lighting condition, even though the control group experienced no such changes. In his attempt to solve this puzzle, Mayo ushered in the new era of human relations. Ina new experiment, Mayo and his Harvard coworkers placed two groups of six women each in separate rooms. In one room the conditions were varied and in the other they were not. A number of variables were tried Salaries were increased Coffee breaks of varying lengths were introduced the workday and workweek were shortened the researchers, who now acted as supervisors allowed the groups to choose their own rest periods and to have a say in other suggested changes. 88 Once again, output went up in both test and control rooms. The researchers felt that they could rule out financial incentives as a cause, since the control group was kept on the same payment schedule. Mayo concluded that a complex emotional chain reaction had touched off the productivity increases. Because the test and control groups had been singled out for special attention, the workers developed group pride that motivated them to improve their work performance. The sympathetic supervision they received had further reinforced their increased motivation. The result of this experiment gave Mayo his first important discovery When special attention is given to workers by management, productivity is likely to increase regardless of actual changes in working conditions. This phenomenon became known as the Hawthorne effect. One question, however, remained unanswered. Why should special attention plus the formation of group bond elicit such strong reactions To find the answer, Mayo launched a massive interview programme, which led to his most significant findings that informal work groups – the social environment of employees – have a great influence on productivity. Many of the employees found their lives inside and outside the factory dull and meaningless. But their workplace associations, based on mutual antagonism toward the bosses imparted some meaning to their work lives. For this reason, group pressure, rather than management demands, has the strongest influence on how productive they would be. To maximize output, Mayo and his associates concluded that management must note the employees needs for recognition and social satisfaction. It had to turn the informal group into a positive, productive force by providing employees with anew sense of dignity and a sense of being appreciated. To Mayo, then, the concept of the social man-motivated by social needs, wanting on- the- job relationships, and more responsive to work group pressure than to management control-had to replace the old concept of rational man motivated by personal economic needs. Download 3.37 Mb. Share with your friends:
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