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PRESENTED BY:-MUKESH KUMAR JHA
MBA ,1ST SEM
GAT
ELTON MAYO
SIR GEORGE ELTON MAYO 26 December 1880 - 7
September 1949) was an Australian
psychologist, sociologist and organization theorist
lectured at the University of Queensland from 1911 to 1923
spent most of his career at Harvard Business School (1926 - 1947), where he was professor of industrial research.
About mayo (contd)……..
Mayo is known as the founder of the Human Relations Movement
is known for his research including the Hawthorne Studies and his book The Human Problems of an Industrialized Civilization (1933).
Adelaide University University of Queensland Pennsylvania University Harvard Business School Retirement British government advisor
Mayo’s Journey
Thanks to Mayo…
Human Relations Movement Authored The social problems of an
Industrial Civilization ( 1933) contributed to the Training Within
Industry program for training supervisors
Human Relations Movement
Emphasized
satisfaction of
employees’ basic
needs as the key to
increased worker
productivity
Hawthorne Studies Ten year study Four experimental & three control groups Five different tests Test pointed to factors other than
illumination for productivity 1st Relay Assembly Test Room experiment,
was controversial, test lasted 6 years Interpretation, money not cause of
increased output Factor that increased output, Human
Relations
Hawthorne Experimentsby Elton Mayo
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 METHODOLOGY: Two groups of employees were established One group worked under constant light and the other group worked under variable
light. 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
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
Plant Interview Program – 1925-1932They conducted 20000 interviews 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
IMPLICATIONS
Social factors in output Group influence Conflicts Leadership Supervision communication
CRITICISMS
Was widely criticized by some behavioral scientist because of lack of scientific objectivity
Some critics felt there was a bias
The Hawthorne plant was not typical plant therefore results were not valid
THANK YOU…….