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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
(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).
Mayo¶s Journey
˜ Adelaide University
˜ University of Queensland
˜ Pennsylvania University
˜ Harvard Business School
˜ Retirement
˜ British government advisor
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 Experiments
by Elton Mayo
Illumination Studies ± 1924
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 ³Hawthorne Effect´ was created

 Relay Assembly Test Experiments 1927-
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
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
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-
Piece-rate compensation

˜ Result - Productivity increased by 15% over standard output

base
˜ Conclusions:
˜ Productivity is affected by non-
non-pay considerations
˜ Social dynamics are a basis of worker performance
 Bank Wiring Observation Group ± 1931
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
1925--1932
They conducted 20000 interviews
˜ 1925
1925--1927 ± Objective Questions
˜ Work Conditions
˜ Work Relationships
˜ Yes/No Answers
˜ 1928--1932 ± Conversational / Non
1928 Non--directive
˜ Attentive Sympathetic Listening
˜ Concern for personal needs
˜ Increased in time from 30-
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