PRESENTED BY:-MUKESH KUMAR JHA

MBA ,1ST SEM

GAT

ELTON MAYO

SIR GEORGE ELTON MAYO 26 December 1880 - 7

September 1949) was an Australian

psychologist, sociologist and organization theorist

lectured at the University of Queensland from 1911 to 1923

spent most of his career at Harvard Business School (1926 - 1947), where he was professor of industrial research.

About mayo (contd)……..

Mayo is known as the founder of the Human Relations Movement

is known for his research including the Hawthorne Studies and his book The Human Problems of an Industrialized Civilization (1933).

Adelaide University University of Queensland Pennsylvania University Harvard Business School Retirement British government advisor

Mayo’s Journey

Thanks to Mayo…

Human Relations Movement Authored The social problems of an

Industrial Civilization ( 1933) contributed to the Training Within

Industry program for training supervisors

Human Relations Movement

Emphasized

satisfaction of

employees’ basic

needs as the key to

increased worker

productivity

Hawthorne Studies Ten year study Four experimental & three control groups Five different tests Test pointed to factors other than

illumination for productivity 1st Relay Assembly Test Room experiment,

was controversial, test lasted 6 years Interpretation, money not cause of

increased output Factor that increased output, Human

Relations

Hawthorne Experimentsby Elton Mayo

Illumination Studies – 1924-1927

Funded by General Electric

Conducted by The National Research Council (NRC) of the National Academy of Sciences with engineers from MIT

Measured Light Intensity vs. Worker Output METHODOLOGY: Two groups of employees were established One group worked under constant light and the other group worked under variable

light. Result – Each change (including decreases) resulted in higher output and reported

greater employee satisfaction

Conclusions: Light intensity has no conclusive effect on output Productivity has a psychological component – Researchers interaction with the workers

influenced higher performance

Concept of “Hawthorne Effect” was created

Relay Assembly Test Experiments

1927-1929 Western Electric wanted more information

Harvard researchers brought in to analyze the results – Elton Mayo & Fritz Roethlisberger

Group of 6 Women – (5) Assemblers and (1) Layout Operator

One Observer – Explained every incremental change and recorded results

Manipulated factors of production to measure effect on output: Pay Incentives Length of Work Day & Work Week Use of Rest Periods Company Sponsored Meals

Management Visits / Special Attention

Result – Most changes resulted in higher output and reported greater employee satisfaction

Conclusions: Experiments yielded positive effects even with negative influences – workers’ output will increase

as a response to attention Strong social bonds were created within the test group. Workers are influenced by need for

recognition, security and sense of belonging

Relay Assembly Room #2 - 1928-1929

Measured output changes with pay incentive changes Special observation room Relay Assemblers changed from Departmental Incentive to

Small group – 1st Session Adjusted back to Large Group Incentive – 2nd Session

Results Small Group Incentive resulted in new Highest sustained level

of production – 112% over standard output base Output dropped to 96.2% of base with return to large group

incentive Conclusion: Pay incentives were a relevant factor in

output increases but not the only factor.

Mica Splitting Test Group - 1928-1931

Measured output changes with changes in work conditions only: Special Observation Room Length of Work Day Use of Rest Periods Workers stayed on established Piece-rate compensation

Result - Productivity increased by 15% over standard output base

Conclusions: Productivity is affected by non-pay considerations Social dynamics are a basis of worker performance

Bank Wiring Observation Group – 1931-1932

14 Male Workers

Few Special Conditions Segregated work area No Management Visits Supervision would remain the same Observer would record data only – no interaction with workers

New incentive pay rate was established for the small group

Any increases in output would be included in departmental pay incentives

Result – No appreciable changes in output

Conclusions: Well established performance norms existed in the group Informal Social Organization dictated little deviation from established production standards –

Systemic Soldiering Informal Social Organizations protect workers from managers who

Raise production standards Cut pay rates Challenge workplace norms

Plant Interview Program – 1925-1932They conducted 20000 interviews 1925-1927 – Objective Questions

Work Conditions Work Relationships Yes/No Answers

1928-1932 – Conversational / Non-directive Attentive Sympathetic Listening Concern for personal needs Increased in time from 30-90 minutes

Result – Remarkable positive employee perceptions: Working Condition Improved (no real changes) Better Wages (no real changes)

Conclusions: New Supervisory Style improved worker morale Complaints reflected personal and/or social barriers that needed attention in order

to raise productivity

IMPLICATIONS

Social factors in output Group influence Conflicts Leadership Supervision communication

CRITICISMS

Was widely criticized by some behavioral scientist because of lack of scientific objectivity

Some critics felt there was a bias

The Hawthorne plant was not typical plant therefore results were not valid

THANK YOU…….