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George Elton Mayo
12/26/1880 – 9/7/1949
Psychologist and sociologist
Active Australian Psychologist
Moved to the United States to participate in the Philadelphia post opportunity.
Adelaide University
University of Queensland
Pennsylvania University
Harvard Business School
Retirement
British Government Advisor
Human Relations Movement
The Social Problems of an Industrial Civilization (1933)
Training Within Industry Supervisor Training
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
Result :• Higher productivity and greater employee satisfaction
Conclusions: • Light intensity has no conclusive effect on output• Productivity has a psychological component
Concept of “Hawthorne Effect” was created
1927-1929
Manipulated factors of production to measure effect on output:• Pay Incentives• Length of Work Day & Work Week• Use of Rest Periods• Company Sponsored Meals
Results:• Higher output and greater employee satisfaction
Conclusions: • 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
1928-1929
Measured effect on output with compensation rates• Special observation room• 1st Session- Relay Assemblers changed from departmental incentive to small group incentive• 2nd Session - Adjusted back to large group incentive
Results:• Small group incentives resulted in new sustained level of
production – 112% over standard output base• Output dropped to 96.2% of base in 2nd session
Conclusion: • Pay relevant to output but not the only factor
1928-1931
Measured output with changes to 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
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
Conclusions: • New Supervisory Style improved worker morale
1931-1932
Limited changes to work conditions• Segregated work area• No Management Visits• Supervision would remain the same• Observer would record data only – no interaction with workers
Small group pay incentive
Result:• No appreciable changes in output
Conclusions: • Preexisting performance norms• Group dictated production standards - Systemic Soldiering• Work Group protection from management changes.
Group was not selected objectively
Two women were replaced since they were chatting during their work.
One Italian member was working harder and above average to care for her family.
“Hawthorne effect is simply the result of ‘capitalist bias’ among modern industrial psychologists.”
-American Psychologist Magazine
“Woman liked attention and interpreted experimenter as the ‘boss’”
- Jonathan Freedman
“A distinguished industrial psychologist”- H. Mcllvaine Parson
Improved management
“…But Professor Mayo’s work also helped establish field based empirical research as the primary research Methodology at HBS.”
- Mary Lee Kennedy
These studies changed the landscape of management• Taylor's engineering approach improved into a social science
approach.
Mayo applied Taylor’s time and motion studies.
The Human Factor - relationships between workers and managers.
Recognized that special incentives were required to motivate laborers
Failed to consider motivational factors
Taylor noted while at the Simmonds Rolling Machine
Company that productivity increased when:
• “Each ball bearing checking girl was made to feel that she was
the object of special care and interest”.
However, Taylor has never conducted any detailed studies
to investigate this phenomena.
Viewed organizations as cooperative systems.
Focused on individuals and their interactions with other humans in social relationships.
Promoting communication
Relates to Mayo’s “Relay Room” which every move was reported.
The Group Principle
The potentials of the individual remain potentials until they are released by group life.
Focused on:• Negotiation• Power• Employee Participation
Wren, Daniel A., and Arthur G. Bedeian. The Evolution of Management Thought. 6th ed. Hoboken, NJ: John Wiley & Sons, Inc., 2009. Print.
"History of Management." ManagementGuru supports management studies and is maintained by Dr.Makamson. Web. 16 Nov. 2009. <http://www.mgmtguru.com/mgt301/301_Lecture1Page10.htm>.
"Baker Library Chronicles Human Relations Movement." Harvard Business School. Web. 16 Nov. 2009. <http://www.hbs.edu/news/releases/092407_hawthorne.html>.
"ProvenModels hawthorne effect - Elton Mayo." ProvenModels - Management Models | Management Theory | Business Models | Michael Porter | Henry Mintzberg | Management Model | Business School. Web. 15 Nov. 2009. <http://www.provenmodels.com/6/hawthorne-effect/elton-mayo>.
http://www.thefreelibrary.com/Elton+Mayo:+the+Hawthorne+experiments.-a0151189059
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