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THE HAWTHORNE STUDIES

(Principles of Management Assignment # 1)


Submitted by. Rehan Abdul Hameed Balghari
(01-114192-022)
Submitted to. Dr. Sana Aroos
Introduction

The Hawthorne Studies were a series of experiments that were conducted, in the 1920s, at
Hawthorne Works in Cicero, Illinois. The factory complex operated from 1905 till 1983.

The Hawthorne Studies were Industries’ first inquiry into employee attitude. It was the first
time that the industry “Discovered Man”.

Prior to the studies the employee was thought of as mere extension of machine. He held less
importance when compared to the output he produced. Work conditions were difficult.
Supervision was autocratic and less attention was paid to the workers conditions.

Another important point is that this study was the first to focus on the human aspect of
organizational activity. Hitherto man was studied as an economic machine motivated only by
monetary incentives. The social groups and conditions of the workers were not any attention.

The Experiments

The experiments started in 1924. It was performed in four stages. The four Stages were:

(1) The Illumination Experiment.


(2) The Relay Assembly Experiment.
(3) Mass Interviews.
(4) The Banking Wire Experiments.

1. The Illumination Experiment


This experiment was sponsored by the National academy of sciences. It started in
1924 and ended in 1927.
Objective
The experiment was designed to study the effect of physical conditions,
specifically illumination, on workers’ productivity.

Assumption
The assumption made prior to the experiment was that with increase in
illumination the workers’ productivity will increase

The Two Groups


Two groups were made:
a) The Experimental Group: This group was subjected to illumination
variations over the course of the experiments. Illumination was increased and
decreased and the effect it had on productivity was studied.

b) The Control Group: This group was also under observation but they were
not subjected to any changes in illumination.

The Result

For the experimental group:


 When illumination was steadily increased over time an
increase in worker productivity was observed. This was in
line with the initial assumption of direct proportionality
between the two variables.
 However, afterwards when illumination was reduced,
productivity instead of decreasing continued to increase until
the lights were so dim that it was not possible to work in.
This was contrary to the initial assumption.

For the control group:


 Despite the fact that the control group was only observed
and were not subject to variation in illumination they showed
increase in productivity.
Conclusion

The results were inconclusive. The experiments showed that physical


conditions had no effect on productivity. Perhaps it was something else
responsible for the increase in productivity. Something more human than
they thought.

2. The Relay Assembly Room Experiment

 It was during this phase that Elton Mayo, also known as the “Father of the
human relations approach” joined the experiments.
 This phase was a reaction, a probe in the inconclusive results that the
previous experiment produced.
 The experiments took started in 1927 and lasted till after 1930.

Objective
This time the objective was to study the effects of job conditions on group
productivity.

Assumption
This time the researchers assumed that if the workers were to be given
desirable working conditions, their productivity would increase. And
afterwards if the conditions would be reverted back their productivity would
decrease.

Procedure
 Two female workers were chosen for the experiment. They were told to recruit
4 more workers, making a total of six workers.
 The workers were put in a separate room where they were supposed to
assemble a telephone part called the “Relay”.
 They were subjected to different job conditions.
 Before making any change they were consulted with.
 They were accompanied by an observer in the relay assembly room.
 Their working speed and continuity were observed.
 The changes they were subjected to included:
a) Wages.
b) Rest period variations.
c) Working hour reduction.
d) Certain other privileges.

Result

 With increase in wages and incentives the productivity went up.


 Increasing the length of breaks also increased productivity
 Increased frequency of breaks reduced productivity. This was because the
breaks interrupted the work flow and rhythm. The workers also didn’t think it
was suitable.
 Reducing working hours also increased productivity
 Until now all the results were in line with the original assumption. However,
when the incentives and privileges were taken away and the job conditions
were reverted to how they were before, productivity instead of decreasing
increased even further.

Conclusion
 This experiment, like the previous one, also showed that there was something
else that affected the workers. Something other than job conditions and
incentives.
 When the workers were later questioned it showed that the workers felt a
sense of belonging and importance when the management started paying
attention to them. This would explain why productivity increased when job
conditions were favorable but what about when the conditions were reverted?
The answer was that since the management and company was paying them
attention they felt good and worked harder. When they took away the
privileges and incentives the workers assumed that the company must be in a
pinch and decided to work harder to help out in what way they could i.e.
increasing productivity.
 The conclusion was that better working conditions resulted in increased
productivity
 Another conclusion derived was what was later called The Hawthorne Effect
which states that test subjects may show increased productivity just because
they are being paid attention to.

Mass Interviews
 This was the third stage of the studies. It was conducted while the relay
assembly experiments were underway.
 The researchers conducted more than twenty thousand interviews over a period
of three years starting in 1928

Objective
The objective was to figure out the reasons for human behavior at work.

Procedure
 The employees were asked questions about working conditions, supervision,
insurance plans, promotion system and other company and work related
questions.
 In addition to direct questioning indirect observations were also made.

Results
 Complaints made are not always due to the working conditions, it may be
due to personal disturbances which may be caused by problems much more
deep-seated.
 An employee’s personal situation and how he perceives objects, people and
events determine how these things affect relate to his satisfaction or
dissatisfaction.
 A worker assigns meaning to objects, events and his environment such as
wage, work hours according to his position in the company
 Employees derive satisfaction on otherwise according to his perception of
his social status and the expected social rewards.
 The social demands of an employee are affected both his social network
inside and outside the company.
CONCLUSION

Group behavior has crucial effect on work behavior of individuals

3. Bank Wiring Experiment


This phase started in 1931 and was the last stage of the Hawthorne Studies.

Objective

This experiment was designed to study the effect of group behavior on individual
behavior of the group members.

Assumption

The researchers assumed that if the group was given incentives to raise production,
productivity would increase too.

Procedure

 A group of fourteen workers were tasked to assemble telephone wiring to


produce terminal banks.
 No change in working conditions was made.
 Instead of the individual incentives , like in previous studies, this time a
group incentive plan was given which means that group performance
determined whether they would get the benefits or not.
Results
 The assumption was that productivity would increase after all man was
supposed to react to monetary incentives. He was supposed to fit the
“Economic man model” but things went the opposite way.
 Contrary to the expected increase in productivity, productivity remained
almost constant if not decreased
 Following were the reasons:
a) The Informal Group
-The 14 members were a formal group but also an informal one.
They had set rules and norms for themselves. They decided that they
would not increase or decrease productivity and would stay within a
certain range which they agreed upon. Following were some
reasons:

I. Fear of Unemployment
The workers thought that if one of them were to outperform
the others then the underperforming individuals could be
laid off.
II. Increasing Targets
Another concern of the group was that if they would
increase productivity, the company would raise targets
accordingly and work would get more difficult.
III. Protecting Others
The workers knew that among them were people that were
less capable and slow. They considered themselves
responsible for protecting them by not increasing
productivity which could result in those workers getting
fired or overburdened.
Conclusion
 Incentives don’t always result in increase in productivity
 The informal group has considerable influence on work patterns and
productivity.

IMPLICATIONS
The following are some implications of the Hawthorne Studies:
 Social and psychological factors also play a major role in worker
productivity in addition to physical working conditions.
 Informal relations have more influence than formal relations.
 Allowing employees to participate in decision making leads to better
performances in the workplace. A good communication between the
supervisor and subordinate is crucial for productivity.
 If employees feel like management actually cares about them, if they are
treated with dignity and are respected, they will perform better.
 Recognition for their work and performance motivates workers to perform
better.
 Financial incentives can only influence productivity to a certain extent.

Criticisms
Like every model or study in management the Hawthorne Studies also have
limitations and criticisms. Following are some of the criticisms regarding the
Hawthorne Studies:
 The Issue of Validity
The experiments were conducted in controlled environments. The results
they produced may or may not be applicable in an actual work place.
Normal working conditions are not controlled and have countless variables
and hence the Hawthorne Studies lack validity.
 Aware Test Subjects
The test subjects of all the experiments knew that they were test subjects
which reduce credibility of the experiments. If the subject is aware of his
position as a subject then he could change how he acts resulting in biased
and inaccurate observations and results.
 Emphasis on Group Decision Making
The experiments were all group experiments. The incentives were also
group oriented when in companies most decisions workers make are
individual
 Excessive Focus On Workers
The studies focused on workers and their freedom while completely ignoring
the supervisors and management. The management activities and supervisor
behavior also affect productivity however they were completely ignored.

Conclusion
The Hawthorne Studies made significant contribution to the evolution of
management theory. It is what the Human Relations Movement is based upon.
It showed that man is more than just an extension of machines. Man is not the
“Economic Man” he was believed to be. Monetary incentives aren’t the only thing
that influences man. Social influence and psychological conditions also play and
equal role if not a greater one.

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