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History[ edit ] Aerial view of the Hawthorne Works, ca. Landsberger  when he was analyzing earlier experiments from —32 at the Hawthorne Works a Western Electric factory outside Chicago. The Hawthorne Works had commissioned a study to see if its workers would become more productive in higher or lower levels of light.
The workers' productivity seemed to improve when changes were made, and slumped when the study ended. It was suggested that the productivity gain occurred as a result of the motivational effect on the workers of the interest being shown in them.
This effect was observed for minute increases in illumination. In these lighting studies, light intensity was altered to examine its effect on worker productivity. Thus the term is used to identify any type of short-lived increase in productivity. Together the women worked in a separate room over the course of five years — assembling telephone relays.
Output was measured mechanically by counting how many finished relays each worker dropped down a chute. This measuring began in secret two weeks before moving the women to an experiment room and continued throughout the study.
In the experiment room they had a supervisor who discussed changes with their productivity. Some of the variables were: Giving two 5-minute breaks after a discussion with them on the best length of timeand then changing to two minute breaks not their preference.
Productivity increased, but when they received six 5-minute rests, they disliked it and reduced output. Providing food during the breaks. Shortening the day by 30 minutes output went up ; shortening it more output per hour went up, but overall output decreased ; returning to the first condition where output peaked.
Changing a variable usually increased productivity, even if the variable was just a change back to the original condition. However it is said that this is the natural process of the human being adapting to the environment, without knowing the objective of the experiment occurring.
Researchers concluded that the workers worked harder because they thought that they were being monitored individually. Researchers hypothesized that choosing one's own coworkers, working as a group, being treated as special as evidenced by working in a separate roomand having a sympathetic supervisor were the real reasons for the productivity increase.
One interpretation, mainly due to Elton Mayo was that "the six individuals became a team and the team gave itself wholeheartedly and spontaneously to cooperation in the experiment. Bank wiring room experiments[ edit ] The purpose of the next study was to find out how payment incentives would affect productivity.
The surprising result was that productivity actually decreased. Workers apparently had become suspicious that their productivity may have been boosted to justify firing some of the workers later on.This article provides an overview on Elton Mayo’s Human Relations Approach to Management.
Subject Matter of Elton Mayo’s Human Relations Approach: According to Human Relations Approach, management is the Study of behaviour of people at work. This approach had its origin in a series of.
HUMAN RELATIONS THEORY (ELTON MAYO) His two among many important researches were: I. Research in textile mill near Philadelphia, II. Research in Western electricity company, Chicago (Hawthorne studies) Mayo’s studies at the Western Electricity Company.
Western Electric undertook a large study of worker productivity between and at its Hawthorne, Illinois, Electrical Works, initially in partnership with the National Research Council, and later the Harvard Business School. The original research at the Hawthorne Works in Cicero, Illinois, on lighting changes and work structure changes such as working hours and break times was originally interpreted by Elton Mayo and others to mean that paying attention to overall worker needs would improve productivity.
Later interpretations such as that done by Landsberger suggested that the novelty of being research subjects and the increased . In , Elton Mayo and a group of Harvard University researchers met in Cicero, Illinois, at Western Electric Company's Hawthorne, New Jersey plant to begin a study on the relationship between changes in physical working conditions and employee productivity.
Professor George Elton Mayo () has secured fame as the leader in a series of experiments which became one of the great turning-points in management thinking. At the Hawthorne plant of Western Electric, he discovered that job satisfaction increased through employee participation in decisions Gender: Male.