Organizational Behavior – Analysis of the Hawthorne Studies

Published December 24, 2012 by Mayrbear's Lair

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The Hawthorne Studies were developed as a human relations movement in organizational management to identify strengths and competencies in workers and to better manage, measure, develop, and improve worker capabilities (Baack, 2012). The primary focus of the Hawthorne Study was centered on an individual in the work place, not the individual’s rate of productivity, like that of the Scientific Management approach, which was based on punishment and fear. The scientific method created stressful conditions. The employee’s occupation was determined solely on productivity results. Workers were considered expendable with motives based primarily on financial gain.

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The Hawthorne Study focused on the alteration of employee conditions. It concluded subjects were more productive when experiencing enjoyable conditions and positive interactions. Employees that had fun at work and were not called out for poor for performance had less stress and were inclined to form cohesive groups that remained loyal to the firm. Unlike the Scientific Management approach that dehumanized employees by focusing on productivity alone, the Hawthorne approach concluded that workers are motivated by more than money (Baack 2012).

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Components of this study have can have great impact on individuals not motivated by money or power who build trust based on professionalism and performance. These individuals thrive in an environment that reflects a positive and enthusiastic attitude. They are more productive in an atmosphere where people express gratitude and appreciation to co-workers and employers equally. They are happy to work where they are valued, respected, the leader displays ethical behavior and cares deeply about the institution, staff members and the environment. These are the mechanisms that impact our lives and create long term relationships personally and professionally within and outside of the organizations we are affiliated with. The interpersonal relationships and ethical competence of a company and its leaders is the pretext to why people offer loyalty and experience endurance with an organization.

Baack, D. (2012). Organizational Behavior. San Diego: Bridgepoint Education, Inc.

7 comments on “Organizational Behavior – Analysis of the Hawthorne Studies

  • You really make it seem so easy with your presentation but I in finding this matter to be really one thing that I believe I might never understand.

    It sort of feels too complex and very broad for me. I’m having a look ahead
    to your subsequent post, I’ll attempt to get the hold of it!

    Like

    • Hi Trever, Thanks for reaching out with your question. The Hawthorne Study served as guidance to help analysts better comprehend the components that shape organizational behavior and the effects of it on achieving organizational goals. I hope that helps answer your question!

      Like

  • Thank you so much! I’ve been looking everywhere for articles about the Hawthorne Studies which didn’t use too much jargon and could make a layman understand it without much difficulty. More power to your blog!

    Like

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