Unformatted text preview: Study (November 1924) Relay Assembly Test Room Study (1927-1932) Assembly of telephone relays (35 parts - 4 machine screws)
Production and satisfaction increased regardless of IV manipulation
Workers’ increased production and satisfaction related to supervisory practices
Human interrelationships are important contributing factors to worker productivity
Bottom Line: Supervisory practices increase employee morale AND productivity Interviewing Program (1928-1930) Designed to test the effect of lighting intensity on worker productivity
Heuristic value: influence of human relations on work behavior Investigate connection between supervisory practices and employee morale
Employees expressed their ideas and feelings (e.g., likes and dislikes)
Process more important than actual results Bank Wiring Room Observation Study (November 1931 - May 1932) Social groups can influence production and individual work behavior
RQ: How is social control manifested on the shop floor?
Informal organization constrains employee behavior within formal organizational
structure Hawthorne Studies - Implications
Hawthorne Illumination Study (November 1924) Relay Assembly Test Room Study (1927-1932) Demonstrated powerful influence of upward communication
Workers were asked for opinions, told they mattered, and positive attitudes
toward company increased
toward Bank Wiring Room Observation Study (November 1931 - May 1932) Relationships between workers and their supervisors are powerful
Human interrelationships increase the amount and quality of worker participation
in decision making
in Interviewing Program (1928-1930) The mere practice of observing people’s behavior tends to alter their behavior
(Hawthorne Led future theorists to account for the existence of informal communication Taken together, these studies helped to document the powerful nature
of social relations in the workplace and moved managers more toward
the interpersonal aspects of organizing.
the Hawthorne Studies - Criticisms
Hawthorne Not conducted with the appropriate scientific rigor necessary
Too few subjects (N=5)
No control groups
Subjects replaced with more “cooperative” participants
INCOMPETENCE The Emergence of Communication
The Chester Barnard Considered a bridge between classical and human relations theories The Functions of the Executive (1938) Argues for . . .
• strict lines of communic...
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- Winter '14
- Management, Human Relations Theory