Critique of the Hawthorne Experiments

Written by Fritz J. Roethlisberger (1898 1974), The Hawthorne Experiments, explores the look intos, results and conclusions of studies performed at the Hawthorne Plant of the western galvanic Company. The Hawthorne Effect is the theory that resulted from the studies. Roethlisberger, a key member of the ag gathering, joined the team in 1927 and actively participated in the research until 1936, first as Elton mayonnaises assistant and later as his collaborator (Roethlisberger, 2007).Roethlisberger earned a BA in engineering from Columbia University, a BS in engineering administration from the Massachu make upts Institute of Technology, and a MA in philosophy from Harvard University (Roethlisberger, 2007). When Roethlisberger became Elton Mayos assistant and a member of the Harvard handicraft School Department of Industrial Research, his studies towards a PhD in philosophy were halted (Roethlisberger, 2007).Roethlisberger held ternary positions while at Harvard University includi ng Instructor of Industrial Research (1927-1930), Assistant prof of Industrial Research (1930-1938), Associate prof of Industrial Research (1938-1946) and Wallace Brett Donham Professor of Human Relations (1950-1974) (Roethlisberger, 2007). Roethlisberger in like manner served as a consultant to the development within Industry Program of the U. S. Governments Office of Production Management from 1941 to 1942 (Roethlisberger, 2007). Roethlisberger is similarly responsible for multiple other essays and books including, Man-in-Organization Essays of F. J. Roethlisberger (1968), Counseling in an Organization A Sequel to the Hawthorne Researches (1966), and Management and Morale (1941) (Biography Fritz, 2010). Critique The article uses the experiments performed at the Hawthorne botany of the Western Electric Company as illustration to prove Roethlisbergers theory. He wrote It is my simple thesis that a tender-hearted difficulty requires a human organisms answer. First, we pay o ff to learn to do a human problem when we see angiotensin-converting enzyme and second, upon recognizing it, we have to learn to deal with it as such(prenominal) and not as if it were something else.Too often at the verbal direct we talk glibly about the importance of the human factor and excessively seldom at the concrete level of behavior do we recognize a human problem for what it is and deal with it as such (Natemeyer & McMahon, 2001, p. 30). Roethlisberger similarly said, A human problem to be brought to a human solution requires human data and human tools (Natemeyer & McMahon, 2001, p. 30). again the results from these experiments reiterated Roethlisbergers theory of treating human problems with human solutions.There were multiple experiments performed at the Hawthorne plant. In the illumination experimentswe have a classic example of trying to deal with a human situation in nonhuman terms (Natemeyer & McMahon, 2001, p. 31). The illumination studies were performed from 1 924 until 1927 and were to study the set up of lighting changes on employee productivity (Kirchner, 1992). Within this experiment, various degrees of illumination were experimented on a test stem and well-nigh of the experiments performed on the group showed an adjoin of productivity. fit in to Roethlisberger, in still another experiment, the inclineers were allowed to believe that the illumination was being increased, although, in fact, no change in intensity was make (Natemeyer & McMahon, 2001, p. 31). Again the researchers saw an increase in productivity. Some of the researchers were beginning to develop their underlying ideas and assumptions with regard to human motivation (Natemeyer & McMahon, 2001, p. 31). In the next set of experiments, also known as the communicate Assembly Test Room Experiments, Western Electric Company drew support from Harvard researchers.The experiments (with five young women from the Relay Assembly room of the plant) involved manipulated a numbe r of factors including, pay incentives, aloofness of workday and work week, and the use of rest period (Natemeyer & McMahon, 2001, p 32). slice researchers kept tons of data regarding this experiment, including the temperature and humidity of the room and the amount of slept for each one women had the night prior, the physical changes had little change on the productivity (Natemeyer & McMahon, 2001, pp. 32 34).The experiments at the Hawthorne Plant continued with interviewing the actual employees. These interviews began in 1928 and were the first certain attempt to assume human data and to forge human tools to get them (Natemeyer & McMahon, 2001, p. 35). In the beginning of the interviewing process, the interviewers found it difficult to not input their fingerings, advice, etc into the interviews (Natemeyer & McMahon, 2001, p. 35). everyplace time and with practice They discovered that sooner or later a person tends to talk about what is uppermost in his mind to a sympatheti c and skillful listener.And they become more proficient in reading what a person is say or trying to say (Natemeyer & McMahon, 2001, p 35). It was the data from these experiments that supported the research of the Harvard team and tip them to conclude that productivity increase when management/supervisors began to pay attention to their employees. In the final set of experiments at the Hawthorne Plant, also described as the Bank Wiring ceremonial Group (1931-1932), researchers observed a group of employees that represented three occupational groups wiremen, soldermen, and inspectors (Natemeyer & McMahon, 2001, p. 8).All of the work done in this room was piece work and what the researchers discovered while observing was To be an accepted member of the group a man had to act in accordance with these the social standards. single man in this group exceeded the group standard of what constituted a fair days work. Social pressure was put on him to conform, but without avail, since he enjoyed doing things the other disliked. The best-liked person in the group was the one who kept his output exactly where the group agreed it should be (Natemeyer & McMahon, 2001, p. 8) It was these observations that lead the researchers to the conclusion informal groups operate in the work environment. According to Roethlisberger, most of us want the satisfaction that comes from being accepted and recognized as people of worth by friends and works associated. Money is only a small part of this social recognition (Natemeyer & McMahon, 2001, p. 39) Despite the modern upbraiding the Hawthorne research receives, the studies changed the landscape permanently.These experiments help disprove, Frederick Winslow Taylors theory of scientific management. According to his theory, management should scientifically design the job, scientifically select and train the compensate worker, reward for performance (Dessler & Phillips, 2008, p. 12). The study at the Hawthorne plant shows that manageme nt offer not be a separate identity in the workplace but admits to be actively involved and available to employees. turn the findings of the Hawthorne Experiments disproved Taylors theory they do support Abraham Maslows theories.In Maslows Hierarchy of Needs, he points out there is more to motivation and an enjoyable workplace, then a paycheck. According to his theory, an employee has numerous needs including physiological needs (food, water, etc), safety and security needs, social needs, self esteem, and self actualization (Dessler and Phillips, 2008, p. 12). In these experiments, the employees include in the group received more attention and were included into special social groups. Todays Workplace Fritz J. Roethlisbergers conclusions from the Hawthorne Experiments ar still relevant in todays workplace. Employees need to feel as though they are a member of a group and their thoughts and opinions matter to the company they work for. While some researchers criticize the Hawt horne Experiments, the experiments, flawed or not, point to a key point the employees in the Hawthorne experiment were pleased and thrived when receiving attention from the researchers. As Roethlisberger, pointed out one can not solve human problems or concerns without a human solution and he is correct.Social needs, self esteem needs, and self actualization needs, as define by Maslow, are all human needs and can not be completed or satisfied with changed lighting, rest periods, increased pay, etc they need human interaction and human solutions. These needs are even more important in our society and many companies do recognize these. numerous companies now offer mentoring programs, employee groups (including health committee, activity committees, etc), rewards, and acknowledgement programs. When employees are made to feel special their physical and intellectual performance improves and thus a company will experience success.