In this presentation, you will be able to find details of Hawthorne Studies including the side effects of the study that you will not find anywhere else. A table has been presented which clarified the concept like nowhere else.

1. Nitesh Khatiwada
Masters of Business
Management
Nepal Commerce
Campus
The
Behavioural
Management

3. The Hawthorne Studies
Coined in 1950 by Henry A.
Landsberger when analyzing
earlier experiments from 1924–32
at the Hawthorne Works
First Phase:
Sequence of illumination tests
from 1924 to 1927
Second Phase:
Experiments beginning in 1927
focused on the relay assembly
department
Further Study:
Interview with the employees
Simultaneous Study:
Bank wiring test room
Source: Management and The Worker: 1939

4. Illumination Tests
1
Source: Management and The Worker: 1939

5. Employees taking part in Illumination Studies: 1930

6. Illuminatin Studies
￭ Set out to determine the effects of lighting on
worker efficiency
￭ Accounts of the study revealed no significant
correlation between productivity and light levels
￭ The results prompted researchers to investigate
other factors affecting worker output

7. Relay Assembly Room
2
Source: Management and The Worker: 1939

8. Relay Assembly Room
 Researchers were unsure if productivity increased in
this experiment because of
 the introduction of rest periods
 shorter working hours
 wage incentives
 the dynamics of a smaller group
 or the special attention the women received
 Introduction of Elton Mayo and Fritz Roethlisberger
- 1928
Source: Management and The Worker: 1939

9. Bank Wiring Test Room
3
Source: Management and The Worker: 1939

10. Bank Wiring Test Room
￭ To identify the effect of wage incentives
￭ The study of fourteen men
￭ Conditions were unaltered – no change in productivity
occurred
￭ An implicit understanding among the workers not to
exceed what they considered a fair quota
Source: Management and The Worker: 1939

11. Interview Process
4
Source: Management and The Worker: 1939

12. Interview Process
￭ Employees didn’t respond well to scheduled questions
￭ Employees were allowed to have free talks
Source: Management and The Worker: 1939

13. Variables Discussed
￭ Independent: Confounding:
Dependent:
Light
Illumination
Duration of
work days
Food Humidity Temperature
Ventilation Rest Brakes
Wages Supervision
Attention
Participant
Reactivity
Social
Norms
Participants
Expectations
Work Group
Performance
Feedback
Productivity Attendance Morale

14. Finding
￭ Mental attitudes, proper supervision, informal social
relationships experienced in a group were key to
productivity and job satisfaction
￭ Employees often did all sorts of non-logical things in
order to belong in the group
￭ Employees believed in a sense of common purpose
and value of their work
Source: Management and The Worker: 1939

15. ￭ Informal organization constituted by the activities,
sentiments, interactions, norms, and personal and
professional connections of individuals and groups
that had developed over extended periods of time
makes organization stronger
￭ The social system, which defined a worker’s relation
to her work and to her companions, was not the
product of rational engineering but of actual, deep-
rooted human associations and sentiments.
Finding
Source: Management and The Worker: 1939

16. Contribution
Source: Management and The Worker: 1939

18. Contribution
￭ Brought to light ideas concerning
￭ Motivational influences
￭ Job satisfaction
￭ Resistance to change
￭ Group norms
￭ Worker participation
Source: Management and The Worker: 1939

19. ￭ From the leadership point of view organizations that
do not pay
￭ Sufficient attention to ‘people’ and ‘cultural’ are consistently
less successful than those that do
￭ Sufficient attention to people and the deep sentiments and
relationships connecting them are consistently less
successful than those that do.
￭ “The change which you and your associates are working to
effect will not be mechanical but humane.”
Conclusion
Source: : http://www.library.hbs.edu/hc/hawthorne/
Source: Management and The Worker: 1939

20. Thanks!