Hawthorne Studies Compiled

The Hawthorne studies comprise a long series of investigations into the importance for work behavior and attitudes of a variety of physical, economic, and social variables. The researchers emphasize, these studies were never meant to prove any hypotheses but rather explore more hypotheses.

The distinctive conclusion reached by Hawthorne researchers was that economic incentives are of relatively little importance for workers’ motivation & productivity compared with attention to their social needs. Worker discontent, the researchers concluded, is often emotionally irrationally based. Mangements should therefore guard & develop the social sentiments of workers (whiteheard 1937a). If management gives greater attention to the social & emotional needs of the wokrer the reward, in terms of increased output & increased loyalty to the firm, will be great. Can be achieved by training supervisors to exercise authority in a paternalistic, HR style and foster satisfying social relations within work groups & provide a quasi clinical counseling service for workers to let dissipate their dissatisfaction. Mayo and the Hawthorne researchers had been paternalised

The effect, “somebody upstairs cares’ syndrome, results in an increase in worker productivity produced by the psychological of being singled out and made to feel important. The major finding of the study was that almost regardless of the experimental manipulation employed, the production of the workers seemed to improve. One reasonable conclusion is that the workers were pleased to receive attention from the researchers who expressed an interest in them.

The aptitudes of individuals are imperfect predictors of job performance. Although they give some indication of the physical and mental potential of the individual, the amount produced is strongly influenced by social factors.

Informal organization affects productivity. The Hawthorne researchers discovered a group life among the workers. The studies also showed that the relations that supervisors develop with workers tend to influence the manner in which the workers carry out directives.

Work-group norms affect productivity.

The workplace is a social system. The Hawthorne researchers came to view the workplace as a social system made up of interdependent parts.

Social relations were every bit as monetary incentives and good physical working conditions, demonstrated the powerful influence of groups in determining behavior at work. Though the studies were relatively unsophisticated, they represented a major step in the study of work organisations, they did much to further the humanisation by their model of ‘social man’

If we also consider the discovery that people change their behavior when they

realize they are being