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    Experiment General Motors

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    Aakansh Shrivastava
    The Hawthorne experiments conducted from 1924-1932 at Western Electric's factory in Chicago sought to determine the impact of human relations on productivity. A series of experiments varied factors like illumination levels, work hours and breaks, and introduced observer supervision and incentive programs. Productivity initially increased across experiments, showing that social and psychological factors beyond physical working conditions influenced output. Interviews also found informal group behaviors shaped individual worker attitudes.

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    Experiment General Motors

    Uploaded by

    Aakansh Shrivastava
    47 views15 pages
    The Hawthorne experiments conducted from 1924-1932 at Western Electric's factory in Chicago sought to determine the impact of human relations on productivity. A series of experiments varied factors like illumination levels, work hours and breaks, and introduced observer supervision and incentive programs. Productivity initially increased across experiments, showing that social and psychological factors beyond physical working conditions influenced output. Interviews also found informal group behaviors shaped individual worker attitudes.

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    The Hawthorne experiments conducted from 1924-1932 at Western Electric's factory in Chicago sought to determine the impact of human relations on productivity. A series of experiments varied factors like illumination levels, work hours and breaks, and introduced observer supervision and incentive programs. Productivity initially increased across experiments, showing that social and psychological factors beyond physical working conditions influenced output. Interviews also found informal group behaviors shaped individual worker attitudes.

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    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    47 views15 pages

    Experiment General Motors

    Uploaded by

    Aakansh Shrivastava
    The Hawthorne experiments conducted from 1924-1932 at Western Electric's factory in Chicago sought to determine the impact of human relations on productivity. A series of experiments varied factors like illumination levels, work hours and breaks, and introduced observer supervision and incentive programs. Productivity initially increased across experiments, showing that social and psychological factors beyond physical working conditions influenced output. Interviews also found informal group behaviors shaped individual worker attitudes.

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    of 15

    Principles of Management

    R Rajesh
    ABV-IIITM Gwalior
    Hawthorne experiments (Elton Mayo)
    • Find out the effect of human relations in
    organizations.
    (i) Organizational situation should be viewed in
    social terms, apart from economic and
    technical terms.
    (ii) Social process of group behavior can be
    understood in terms of clinical method
    analogous to doctor’s diagnosis.
    • General Electric Company manufactures
    telephones based in Chicago conducted
    experiments from 1924-1932.
    • Even though the company was the most
    progressive company in terms of worker
    benefits and pensions, the productivity was
    not upto the mark.
    Experiments conducted
    • Experiments to determine the effect of changes
    in illumination on productivity: illumination
    experiments.
    • Experiments to determine the effects of changes
    in hours and working conditions on productivity:
    relay assembly test room.
    • Plant wide interviews to study the worker
    attitude: mass interviewing programme.
    • Determination of social organization at work:
    bank wiring experiments.
    Illumination experiments
    • Varying levels of illumination on production.
    • Hypothesis was higher illumination leads
    higher production.
    • Two groups were selected: the control group
    and experimental group.
    • Intensity of light increased for the
    experimental group, production for both the
    groups increased.
    • The same happened while decreasing the
    intensities, until the moonlight intensity was
    reached.
    • Illumination does not have serious effects on
    productivity.
    • Some of the other psychological factors have
    contributed towards productivity.
    Relay assembly test room experiments
    • Study the effect of various job conditions on
    productivity.
    • Experiment started with the speed and
    continuity of work of girls.
    • An observer was introduced to supervise the
    jobs done by the two team of girls.
    • Girls were given the freedom to express their
    viewpoints
    • The incentive system was introduced for girls for
    extra work: productivity increased.
    • Five minutes of rest periods were increased to
    ten minutes in morning and evening: productivity
    increased.
    • Rest periods were reduced to 5 minutes and the
    frequency of rest periods increased: productivity
    decreased. (rhythm of work)
    • Number of rest periods were reduced to 10
    minutes in morning and evening, coffee and
    snacks were provided: productivity increased.
    • Changes in the working hours was introduced,
    girls were allowed to leave at 4. 30 pm instead of
    5 pm, and later by 4 pm: Productivity increased.
    • Absenteeism decreased and morality increased.
    • The experimental group was removed and
    reverted back to original work environments:
    productivity increased.
    • Change in the attitude towards work and feeling
    of stability and belongingness.
    • Mass interviewing programme
    • Conducted between 1928 and 1930 (20000
    interviews conducted).
    • Formal interviews were conducted initially.
    • Changed to non-directive interviewing,
    through way of listening.
    • Workers behavior was influenced by a group
    behavior (informal).
    Bank wiring observation room experiments
    Analyze the functioning of small groups and its
    impact on individual behavior.
    Group of male workers were selected in wiring.
    Hourly wage rates were fixed based on output of
    the worker, but the bonus was determined
    based on group output.
    Target achieved was less than the number set by
    the company.
    • Following reasons were given by workers
    • Fear of unemployment: If there is more
    production per head, some of the workers
    would be put out of employment.
    • Fear of raising standards: Most workers were
    convinced that if they reach the standard rate
    of production, management thinks that it
    would be easy to attain and raise standards.
    • Protection of slower workers: workers were
    friendly on the job and off the job. Concern
    for fellow workers.
    • Satisfaction at the part of management:
    Management seemed to have accepted the
    lower production rates, as no one is fired or
    pointed for restricted output.
    Implications
    • Social factors in output
    • Group influence
    • Conflicts (of groups)
    • Leadership (informal leaders not supervisors)
    • Supervision (friendly, attentive, and concerned)
    • Communication (participation in decision-
    making)

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