George Elton
Mayo (1880-1949)
George Elton
Mayo was an Australian psychologist who is known as the founder of the Human
Relations movement. Mayo is also well known for his contribution to the
Hawthorne experiments carried out in Western Electric’s Hawthorne Plant.
Born
on December 26th 1880, Mayo studied at the University of Adelaide before
loosing interest in medicine and teaching English at a working men's college. Mayo
returned to Adelaide to a partnership in the company J.H. Sherring & Co,
and started university again 2 years later, studying psychology and
philosophy. In 1911 he became foundation lecturer in mental and
moral philosophy at the new University of Queensland and held the first chair
of philosophy there form 1919 for four years. Mayo Spent the majority
of his career at Harvard Business School where he was professor of
industrial research.
The
Hawthorne experiments took place at Western Electric's huge Hawthorne plant just
outside Chicago and lasted for 9 years. The first experiment was a
sequence of 'illumination tests' from 1924 to 1927. Illumination tests were set
out to discover the effects lighting has on worker efficiency. The study found no
correlation between productivity and lighting.
The
second experiment was based in the relay production department, the company
manufactured over 7 million relays per year so downtime, work hours and rest
periods were very important to overall productivity. The six operators
studied in a separate test room were single women in their teens and early
twenties, all of which supported their families. The women noted that the
test room gave them a sense of freedom unlike on the shop floor. They also
realised that the group became close and friendships had emerged. Throughout
the period, productivity rose significantly. Mayo said that “the six
individuals became a team and the team gave itself wholeheartedly and
spontaneously to co-operation in an experiment.” These views
contributed to Mayo's conclusion that attitudes, proper supervision, and
social communication in a workplace were important to improving
productivity and job satisfaction.
Other
Hawthorne experiments included the effect of wage incentives in the 'mica
splitting' department. the study of fourteen men showed that no change in
productivity occurred when all other conditions were kept identical.
Mayo
also held interviews with employees to find aspects that might dictate
employees’ attitudes towards work and relationships with supervisors. During
the interviews it was discovered that more information was found by
'non-direct' interviewing that allowed workers to openly talk and express
issues they had rather than answering 'yes/no' questions.
From the
studies at the plant, Mayo cited of 'The Hawthorne Effect' where attitudes
to work and productivity of workers was likely to change if they
were to be monitored in any kind of study.
In the early
1930's Mayo said that motivation was promoted by:
- Greater communication
- Good teamwork
- Showing interest in others
- Involving people in decisions
- Ensuring well-being
- Ensuring work is interesting and non-repetitive
And not just
money...
In the early
part of the 1900's Unions and journalists brought to light the poor working
conditions of production workers, this among other reasons inspired many
companies to generate better environments for their employees to work in. By
doing this many companies realised that generally people were happier, more
devoted to the company, more likely to help the company and that staff turnover
was reduced also. Companies also started offering sick pay and other incentives
for employees to take advantage of and once again increase motivation and
attitude. Many of this was attributed to the experiments and interviews that took place at the Hawthorne Plant.
"One friend, one person who is truly understanding who takes the time to listen to us as we consider our problems, can change our whole outlook on the work."
George Elton Mayo
Mayo's
stated that boredom led to reduced motivation and that motivation was achieved
by by making people feel important and 'free'.
My Opinion
of Mayo's theory is that, whilst allowing employees to communicate on a
non-professional level is definitely a plausible way to improve motivation,
extended interaction with colleges is also sure to hinder productivity if not
controlled. Also managers are left open to criticism for being 'too soft' with
employees, letting them make their own rules if they are given too much
responsibility. I do believe though that employees are more likely to work
harder for a company that cares for them as an individual rather than seeing
them as a machine.
In the next post of my blog I will be looking at Abraham Maslow, his motivational theory and the hierarchy of needs.
Part 4 -
http://christopherharrisengineer.blogspot.co.uk/2014/04/business-philosophy-motivational_29.html
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