Hawthorne studies

The Hawthorne Studies, conducted at Western Electric's Hawthorne plant outside Chicago, starting in 1924 and running through 1936, were intended to bring about a greater understanding of the effects of working conditions on worker productivity. The results of the experiments were contrary to the management theory of the time (see Scientific Management), and were key in bringing about an understanding of motivation factors in employment.

The studies have had a profound effect on the field of Organizational development.

Table of contents

1 The Hawthorne Effect
2 The Experiments

2.1 Prelude: Lighting Conditions
2.2 The Relay Assembly Group
2.3 Interviews
2.4 Bank Wiring Observation Room
2.5 Personnel Counselling
2.6 Conclusions

3 See Also

The Hawthorne Effect

Researchers, including Professor Elton Mayo, studied the effect of workplace innovations on worker productivity.

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The Hawthorne Studies are credited with helping to start the Human Relations Movement in management and organizational thinking.

The Experiments

Prelude: Lighting Conditions

(1924-1927)

The studies began prior to Mayo's involvement, with an experiment at the Hawthorne Works to discover the effect of different intensities of lighting on the production line had on the productivity of it's staff. A control group of staff with constant lighting and an experimental group with various forms of lighting were studied closely. The findings were that the productivity of both groups increased.

This result led the researchers to question what effects other changes in working conditions would have on output.

The Relay Assembly Group

(1927-1929)

A small group of staff were taken to work in a relay assembly room, and various conditions such as break length, working hours, type of work and so on. The changes were always discussed with the staff in question beforehand.

The result of this phase was that, in general, regardless of the nature and amplitude of the change in working conditions, the productivity of the small group increased. This became known as the "Hawthorne Effect".

Interviews

(1928-1930)

Interviews were conducted with the staff of the Hawthorne Works, in order to establish the staff's attitude towards their job. Relationships with supervisors and co-workers were revealed to be highly important.

Bank Wiring Observation Room

(1932)

This phase of the experiments was conducted without alteration in working conditions by the researchers. A group of 14 staff were taken from the production line and set to work, to be observer over 6 months.

In that time, the group developed it's own procedures to protect it's interests. Productivity remained constant, and was unaffected by pay incentives.

Personnel Counselling

(1936)

Sessions with a personnel counsellor were scheduled for the staff, where problems with the job were discussed.

Conclusions

Employees must be considered as part of a group as well as individuals.
Status within a group often means more to an employee than pay and favourable working conditions.
Informal groups have a strong effect on behaviour.