Elton Mayo Contribution to Management and Hr in Particular.

Additionally, laboratory experiments in social research can cause the Hawthorne effect which can reduce the validity of the research and also make them seem undesirable. The Hawthorne effect is when the presence of a researcher changes the behaviour of the group that is being studied. The participants are not showing their true behaviour and one reason why they may be altering their behaviour when in the presence of a researcher is because they think that they have guessed what the researcher is studying and therefore wants to help them with their research by acting in the way that they think the researcher wants to see. Their assumptions though are not always correct.

Mayo Clinic has a reputation of providing excellent healthcare. As a result, other healthcare provider will refer their patients to come there for treatment. Medicare reimbursements are low; however, from an insurance provider prospective if they are a Medicare provider they will carry other business lines to offset the cost.

The preview of the experiment was deemed effective that the vice president of the human resource immediately introduced it to the control plant at the end of the experiment. As opposed to Buono & Bowditch’s worry that employees will be unable to cope with the change and thus resign, only two employees resigned from both plants, out of the 126 employees employed in the experimental plant and 146 employees in the control plant.

Employees are the most important asset of an organization and organization has the responsibility to keep happy, motivated and satisfied so that their interest does not diminish in work. Moreover, when employees are kept happy and satisfied then their productivity rises as they feel that the company has given them the importance.

An employee’s morale is tied to their work, the more stressed and dissatisfied the employees are the more their work will suffer. A happy employee means more work will be done, working in a happy and safe and secure work environment will make the workers more willing to work harder.

Need to bond with our fellow humans… establish room for socialization and a strong culture. There is an enormous boost in motivation when employees feel proud of belonging to the organization and feel that they have a ‘work family’.

It also helps each induvial to show dignity and respect not only to employees, but to each

Amazingly, productivity rapidly raised in the first 24 hours. The study concluded that for maximum productivity, the best worker had to be chosen to perform that task and had to be provided with training for efficient work. Every worker and his output had to be closely monitored and he had to be rewarded for greater productivity. Taylor also wanted to reduce conflicts between managers and workers by convincing them that they would benefit mutually from a rise in productivity, as this would favour society and the organisation as a whole.

Morale: With employees, more engaged in their work and more pleased with the corporate culture, their morale will naturally be higher. This leads to less time and productivity lost to illness, tardiness, or extended breaks and lunches.

Workers, who took part in the experiment were divided into two groups – test and control. The test group experienced to work in 3 different levels of the light intensively while the condition of the control group was not different from usual. Surprisingly production increased in both – test and control - groups. In other experiments, the light was decreased or left the same while participants believed that there was a change. This empirical studies resulted in an increase of productivity.

Armstrong, M. 2003, A Handbook of Human Resources Management Practice, 9th Edition, London, Kogan Page

Currie, D (2010). Introduction to Human Resource Management. 2nd ed. London: Chartered Institute of Personnel Development. 293

Managers throughout history have been interested in studying ways to increase productivity. For example, Frederick Taylor began the movement of scientific management in the 1880’s. Scientific management looked to improve productivity through means of scientific analysis of worker’s tasks and work processes rather than the old “rule of thumb” (Taylor, 1914). Taylor believed that he could maximize worker efficiency and productivity through focusing on workers specific hand motions and patterns. After this period, beginning in about the 1930’s, managers looked to take productivity to yet another level by studying worker physiology and motivation. This new movement came to be known as the human relations movement.

     Work change is further complicated by the fact that is does not produce a direct adjustment as in case of air molecules. Instead, it operates trough each employee’s attitudes to produce a response that is conditioned by feelings toward the change. This relationship was illustrated in a series of classic experiments by Roethlisberger and his associates. In one instance lighting was improved regularly according to the theory that better lighting would lead to greater productivity. As was expected, productivity did increase. The lighting was decreased to illustrate the reverse effect-reduced productivity. Instead, productivity increased further! Lighting was again decreased. The result was still greater productivity! Finally, lighting was decreased to 0.06 of a footcandle, which is approximately equivalent to moonlight. According to Roethlisberger, “Not until

Although production needs are being met, improvements in productivity are always at the forefront of management’s thoughts. Doing more with less is a constant effort for middle management and hourly laborers. Over all the