JOHN ELTON MAYO’S 5

EXPERIMENTS

ABHISHEK MUKHERJEE

ROLL NO. M6-02

THE HAWTHORNE STUDIES: NEW DIRECTION

The “Hawthorne Experiments” were a series of studies into

worker productivity performed at the Cicero plant beginning

in 1924 and ceasing in 1932, initially conducted by the

National Research Council and later by Western Electric and

Harvard University

Illumination Studies, 1924 -1927: Does Use of Electric Lights

Increase Productivity?

Hypothesis: Increased illumination is correlated with higher

productivity.

Finding: No relationship

“Hawthorne effect” or "halo effect“ – Researcher affects

outcome (bias)

2N D HAWTHORNE EXPERIMENT

Relay Assembly Test Room Experiments, 1927-1929 Harvard

research team set up experiment with 5 females from Relay

Assembly area to test impact of incentives and work conditions

on worker fatigue.

There is no conclusive evidence

that these affected fatigue or productivity.

Productivity and worker

satisfaction increase when

conditions are improved

and made worse.

3R D HAWTHORNE EXPERIMENT

Mica-Splitting Test group, 1928 – 1930 Relationship

between work conditions and productivity, by maintaining

a piece-rate incentive system and varying work conditions

Productivity increased by about 15% and researchers

concluded that productivity was affected by non-pay

considerations

Conclusion: social dynamics were the basis of

worker performance.

HAWTHORNE INTERVIEWS

Plant-wide Interview program, 1928-1931

1. Western Electric implemented a plant-wide

survey of employees to record their concerns and grievances.

From 1928 to 1930, 21,000 employees were interviewed.

2. Data supported the research conclusion that work improved

when supervisors began to pay attention to employees, that work

takes place in a social context in which work and non-work

considerations are important, norms and groups matter to workers.

HAWTHORNE : F INAL EXPERIMENT

Bank Wiring Observation group, 1931-1932 The final test studying 14 male workers in the Bank Wiring

factory to study the dynamics of the group when incentive pay was introduced.

There was no effect. Why?Work group established a work “norm” – a sharedexpectation about how much work should beperformed in a day and stuck to it, regardless ofpay.

The conclusion: informal groups operate in the work

environment to manage behavior.

HAWTHORNE EXPERIMENTS -

IMPORTANCE

Changed perspective in management from Taylor’s engineering approach to a

social sciences approach, leading to "Human Relations" approach and, later,

"Organization Behavior" approach:

Engineering approach subordinated to social sciences

Managers = leaders, motivators, communicators

At one time major contributors to Management theory worked on Hawthorne

experiments.

Elton Mayo - “Human Relations”

approach (to 1950’s). Mayo’s views

lead to the construction of manager

as a leader.