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Mental revolution
Taylor held that the technique of determining work
standards, delimiting wasteful operations and differential
piece rate system of wage payment should benefit the worker
in form of higher wage payment and the employer in form of
higher production and this would result to a “mental
revolution” between ,management and workers
They would develop a cooperative rather than antagonistic
attitude towards each other
Saw man as an economic being - man is only
motivated by money
Saw that man can be programmed as a
machine – in the development of standards of
performance
The Hawthorne Experiments
The experiments were carried out between
1927 and 1933 at the Chicago Hawthorne
plant of the Western Electric Company.
Four studies were carried out namely:
◦ The illumination studies
◦ The Relay Assembly Test Room Studies
◦ The interviewing Program
◦ The Bank Wiring Room studies
These studies were expected to determine
the relationship between the level of
illumination and worker’s productivity.
It was expected that worker’s productivity
would increase with increasing levels of
illumination.
The studies failed to prove any relationship
between worker’s productivity and level of
illumination
These studies were carried out to determine the
relationship between worker’s productivity and
improved benefits and working conditions.
Manipulated factors of production to measure
effect on output:
◦ Pay Incentives
◦ Length of Work Day & Work Week
◦ Use of Rest Periods
◦ Company Sponsored Meals
The studies found out that there was no cause –
and – effect relationship between working
conditions and output.
Rather, there were other factors that affected
worker’s output such as his/her attitudes and
supervisor behavior
A group of employees were interviewed to learn
more about their opinions with respect to their
work, working conditions and supervision. The
workers suggested that:
Psychological factors help determine whether a
worker is satisfied or dissatisfied in any particular
work situation
The person’s need for self-actualization
determines his/her satisfaction in the work.
A person’s work group and his relationship to it,
also determines his/her productivity.
Behavior of managers and workers in the work
setting is as important in explaining the level of
performance as the technical aspects of the task
This study was expected to study the effect of group
influence on workers productivity.
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
The researchers found out that an informal grouping and
relationship was a critical factor in the workers’
productivity.
The informal group determined the group’s productivity,
and functioned as a protective mechanism (served both for
internal and external purposes).
An industrial organization is a socio technical
system. The socio part is the human aspects that
need to be taken care of in order to increase
workers’ productivity and the technical system is
the physical aspects that also need to be
improved.
Employee attitudes and morale are also
important as determinants of productivity.
Other factors include worker’s personality and
supervisor’s behavior, leadership style also
affect worker’s altitude and morale.
A worker’s social group has a prevailing effect on
his or her altitude and productivity
The Hawthorne Studies have however made
the following contribution OB.
◦ Their finding on the importance of informal groups
is also a key to organization theory.
◦ Contribution on course effect of job satisfaction
◦ Contribution in the role of leadership and style of
leadership
◦ Their emphasis on employee altitude towards work
as an additional to other factors was a
breakthrough in OB.
Following World War II, a new approach on
organizational behaviour began to develop
Called the contingency approach, it acknowledged
the difficulty of offering simple general principles
to explain or predict behaviour in organizational
setting
The approach sought to specify the conditions
under which we can expect to find certain
relationships.
As such it represented a search for the factors that
would aid in predicting and explaining behaviour
Organizational behaviour researchers who subscribe t the
contingency approach believe that employee behaviour is too
complex to be explained by only a few simple and straight
forward principles. Instead, they seek to identify the factors
that are jointly necessary for a given principle to hold
•Cultivating
relationship with
diverse range of
people
category description Competencies
Social skills Handling emotions Influence
in respect to other
people Leadership
Behavior