ESCUELA de las RELACIONES HUMANAS de ELTON MAYO y su EXPERIMENTO de HAWTHORNE ✅ | Economía 143#

Summary

This video on home economics introduces the theory of human relations, developed by Elton Mayo, emphasizing the importance of the human element in organizations. Originating in the 1920s as a reaction to classical management theories, it highlights the psychological and social factors influencing worker productivity. The Hawthorne Experiment, a key study in this theory, demonstrated that social integration and informal group dynamics significantly impact performance. The video also discusses the contributions of Mary Parker Follett and Kurt Lewin, stressing the need for democratic leadership and the importance of addressing workers' emotional needs. Criticisms of the theory are also briefly reviewed.

Takeaways

• 📚 The theory of human relations emphasizes the importance of the human element in organizations, emerging as a counterbalance to classical management theories focused on scientific and precise methods.
• 💡 The development of human sciences, especially psychology and sociology, highlighted the inadequacy of classical management principles and contributed to the rise of the human relations movement.
• 🏭 The Hawthorne Experiments, conducted by Elton Mayo, revealed that workers' productivity was influenced more by psychological factors and social interactions than by physical working conditions.
• 🔍 The experiment showed that changes in workers' perception of their environment, such as lighting and breaks, affected their productivity, regardless of the actual physical conditions.
• 🤝 The social dynamics within the workplace, such as camaraderie and group leadership, played a significant role in enhancing job satisfaction and productivity.
• 👥 The existence of informal groups within the workplace was identified as a key factor in shaping workers' attitudes and behaviors, often in opposition to formal organizational structures.
• 🛠 The Hawthorne Experiments led to the understanding that worker productivity is not solely determined by physical capacity but is heavily influenced by social norms and expectations.
• 🌟 Recognition and social approval were found to be more significant motivators for workers than economic incentives, challenging the classical view of 'economic man'.
• 🔄 The school of human relations advocated for a shift in management style, promoting participatory and democratic approaches to enhance communication and productivity.
• 👩‍🏫 Key figures like Elton Mayo, Kurt Lewin, and Mary Parker Follet contributed foundational principles to the human relations movement, emphasizing the psychological and social aspects of work.
• 🚫 Critics of the human relations school argue that its methods lack scientific rigor, narrowly focus on job satisfaction, and may be used as a tool for increasing productivity without genuine concern for worker welfare.

Q & A

What is the theory of human relations in the context of business economics?

The theory of human relations is a concept developed by Elton Mayo, emphasizing that the human element is the most crucial part of an organization. It emerged as a response to classical management theories, aiming to humanize and democratize administration by focusing on the psychological and social aspects of workers.

What were the two main causes that led to the development of the human relations movement?

The two main causes were the development of human sciences, particularly psychology and sociology, and their increasing influence on understanding worker behavior, and the Hawthorne Experiment, which significantly influenced the theory by demonstrating the impact of psychological factors on worker productivity.

What was the objective of the Hawthorne Experiment conducted by Elton Mayo?

The objective of the Hawthorne Experiment was to determine the relationship between the intensity of lighting and the efficiency of workers in production. It aimed to understand how changes in physical working conditions affected productivity.

How did the Hawthorne Experiment challenge the principles of classical management theory?

The Hawthorne Experiment revealed that worker productivity was influenced more by psychological factors, such as the perception of being observed and the social dynamics within the workplace, rather than just the physical conditions or scientific management principles.

What were the key findings from the different phases of the Hawthorne Experiment?

The key findings included the discovery of a psychological factor in worker productivity, the importance of social integration and group dynamics, the influence of non-economic rewards and sanctions on motivation, and the existence of informal organizations within the workplace that significantly affect worker behavior.

How did the Hawthorne Experiment influence the understanding of informal groups within an organization?

The experiment showed that informal groups play a significant role in shaping worker attitudes and behaviors, often more so than formal organizational structures. These groups establish their own norms and standards that can either support or conflict with the organization's objectives.

Outlines

00:00

📖 Introduction to Human Relations Theory

This paragraph introduces the theory of human relations developed by Elton Mayo, emphasizing its importance in organizations. It emerged in the 1920s as a reaction to the classical management theories of Taylor and Fayol, highlighting the need to humanize and democratize administration. The development of human sciences and the Hawthorne Experiment were pivotal in shaping this theory.

05:04

💡 The Hawthorne Experiment Phases and Findings

This paragraph details the various phases of the Hawthorne Experiment conducted at the Western Electric Company. It explains the changes in working conditions and their impacts on worker productivity. The experiment revealed the significance of psychological factors over physical conditions in influencing worker efficiency and satisfaction.

10:07

👥 Informal Organizations and Worker Dynamics

This paragraph discusses the discovery of informal organizations among workers during the Hawthorne Experiment. These informal groups set their own production standards and applied social rewards and punishments. The researchers noted the dual loyalty of workers to both their groups and the company, leading to potential conflicts.

15:11

🛠 Evolution of Management Understanding

This paragraph outlines the shift from classical management theories to a focus on human relations. It emphasizes the importance of social integration, informal groups, and respectful supervision. The work of Elton Mayo, Kurt Lewin, and Mary Parker Follett is highlighted for their contributions to understanding the psychological and social aspects of management.

20:12

📈 Contributions and Criticisms of Human Relations Theory

This paragraph summarizes the main contributions of the Human Relations School to administrative management, such as the focus on psychological and social factors, the importance of managerial style, and the need for job satisfaction. It also addresses the criticisms of the theory, including questions about its scientific validity, narrow focus on worker happiness, and potential ulterior motives.

Keywords

💡Human Relations Theory

Human Relations Theory is a management approach developed by Elton Mayo that emphasizes the importance of human factors in an organization. It emerged in the 1920s as a reaction to the classical management theories of Taylor and Fayol, aiming to humanize and democratize the administration. The theory suggests that the social and psychological aspects of work are crucial for productivity and worker satisfaction.

💡Elton Mayo

Elton Mayo was a key figure in the development of Human Relations Theory. His work, particularly the Hawthorne experiments, demonstrated the significance of psychological and social factors in the workplace. Mayo's studies highlighted the need for better communication and the importance of informal groups within organizations.

💡Hawthorne Experiment

The Hawthorne Experiment was a series of studies conducted at the Western Electric Company in Chicago during the late 1920s. These experiments aimed to investigate the effects of physical working conditions on worker productivity. However, the findings revealed that social and psychological factors, such as workers' perceptions and group dynamics, played a more significant role in influencing productivity.

💡Informal Organization

An informal organization refers to the social structures and networks that exist within a company but are not formally recognized by the management. These groups influence worker behavior, productivity, and satisfaction. The Human Relations Theory emphasizes the importance of understanding and integrating these informal networks with the formal organizational structure.

💡Social Integration

Social integration is the process of incorporating individuals into a cohesive social group. In the context of the Human Relations Theory, it is crucial for ensuring high levels of productivity and job satisfaction. The theory posits that a worker's efficiency is influenced more by their social environment and relationships than by physical working conditions.

💡Psychological Factor

Psychological factors refer to the mental and emotional elements that affect workers' behavior and productivity. The Hawthorne experiments revealed that workers' perceptions and attitudes significantly impact their performance, highlighting the need for managers to consider these factors in their approach to leadership and organization.

💡Supervision Style

Supervision style is the approach managers use to oversee and guide their employees. The Human Relations Theory found that a less rigid and more collaborative supervision style leads to higher worker satisfaction and productivity. Effective supervisors should communicate respectfully and foster a positive work environment.

💡Motivation

Motivation in the Human Relations Theory context refers to the factors that drive workers to perform well. Unlike the classical theory, which emphasizes economic incentives, this theory highlights the importance of social and psychological rewards, such as recognition, belonging, and job satisfaction, in motivating employees.

💡Group Dynamics

Group dynamics refer to the interactions and relationships between members of a social group. The Hawthorne experiments showed that these dynamics significantly impact worker productivity and morale. Understanding and managing group dynamics is essential for creating a harmonious and efficient work environment.

💡Administrative Management

Administrative management involves planning, organizing, and overseeing business operations. The Human Relations Theory contributed to this field by emphasizing the importance of social and psychological factors, communication, and informal groups, shifting the focus from purely technical skills to also include interpersonal and managerial skills.

Highlights

Elton Mayo developed the theory of human relations emphasizing the importance of the human element in organizations.

The theory emerged as a reaction to classical management theories, aiming to humanize administration.

The development of human sciences like psychology and sociology contributed to the inadequacy of classical theory principles.

The Hawthorne Experiment significantly influenced the theory of human relations, investigating worker efficiency and lighting conditions.

Western Electric's human resources policy focused on worker well-being, impacting the Hawthorne Experiment's outcomes.

The first phase of the experiment showed a psychological factor affecting worker production, independent of lighting conditions.

In the second phase, isolation and observer influence were tested, revealing the importance of group dynamics and collaboration.

The experiment's third phase demonstrated that changes in rest intervals and work hours influenced production rates.

The fourth phase analyzed the informal organization of workers and its impact on production and group solidarity.

The experiment concluded that physical conditions were less important than psychological factors and social integration for worker productivity.

The school of human relations highlighted the role of social groups and informal organization within companies.

Elton Mayo

Transcripts

Welcome once again to home economics, today we will continue with

the free course on business economics. In this chapter we will talk about

the theory of human relationships. The theory of human relations

is a theory developed by Elton Mayo that indicates that the human part

is the most important part in an organization. It emerged in the 1920s, and developed as

a reaction movement to the classical management theories of Taylor and Fayol. That is to say, it

arose from the need to humanize and democratize the administration, freeing it from the

rigorous, scientific and precise methods to which the workers had to submit themselves.

Possibly this movement of reaction to the classical theories would not have occurred

if it were not for two causes: The first of them was the development

of the so-called human sciences, especially psychology and sociology,

as well as their growing intellectual and social influence. his first attempts at application to

industrial organization . The human sciences came to demonstrate, gradually over time, the

inadequacy of the principles of classical theory. The second cause was the Hawthorne Experiment,

clearly this was the one that most influenced the theory of human relations.

This experiment carried out in 1927 in a factory of the Western Electric Company located in Chicago,

in the Hawthorne neighborhood, had the objective of determining the relationship

between the intensity of the lighting and the efficiency of the workers in production.

It was commissioned by the National Research Council and coordinated by Elton Mayo.

Western Electric, was a telephone equipment and components manufacturing company

that developed at the time a human resources policy directed towards the

well-being of workers, which paid satisfactory wages and good working conditions

were provided . At his Chicago factory, young female employees worked who performed

simple and repetitive tasks that demanded great speed. The assembly of relays was carried out efficiently,

since an employee could assemble up to five relays every six minutes. Therefore, at the beginning,

the company was not interested in increasing production, but in getting to know its employees better.

First phase of the Hawthorne experiment. During the first phase, two groups of workers

were selected that performed the same operation under identical conditions,

except that the first observation group worked under variable intensity of light

and the second control group worked under constant intensity. In this way, it

was intended to find out what effect lighting had on the performance of workers.

At the end of the study, it was discovered that the intensity of production increased if the

workers thought there was more lighting and, on the contrary, it decreased when they thought there was

less lighting. However, it was shown that there was no direct relationship between lighting

and productivity since for a certain time the intensity of the light remained constant,

making the workers believe that it was variable. Therefore they realized the existence of

a psychological factor in the production of the workers. Recognizing this psychological factor,

in the second phase the researchers tried to isolate it or eliminate it from the

experiment as inappropriate. Second phase of the Hawthorne experiment.

For this second phase, 6 mid-level workers (neither experts, nor novices)

were chosen, and they were informed that they were part of an experiment. Five of them

assembled the relays and the sixth supplied the necessary parts for a

smooth and uninterrupted workflow . These workers worked in a room separate from the rest

of the department. In this room they had an observer whose objective was to ensure

the collaborative spirit of the participants. In order to determine which were the

most satisfactory performance conditions , it was decided to divide this second phase into twelve periods.

In the first period: the production of each worker was recorded before carrying out the experiment,

and their productive capacity was established under normal working conditions, which was

2400 weekly units per worker In the second period: the experimental group was isolated in the testing room.

Previous working hours and conditions were maintained and

the pace of production was measured. This period lasted

five weeks and served to verify the effect produced by the change of workplace.

Third period: the payment system was modified. In the control group, group work was paid for

. As the groups were numerous, the production variations of each young person

were diluted with the group's production and were not reflected in their individual salary. On the other hand,

in the experimental group the payment of the young women was separated and, as the group was small, they

perceived that their best individual efforts had a direct impact on their salary. In this

eight week period, production increased. Fourth period: five minutes of rest were introduced

in the middle of the morning and another five in the middle of the afternoon. There

was a new increase in production. Fifth period: rest intervals

were increased to ten minutes each; again, production increased.

Sixth period: three five-minute breaks were given in the morning and another three in

the afternoon. No increase in production was observed, and there were also complaints from the

young women as the work rhythm was broken. Seventh period: faced with complaints, he turned

again at intervals of ten minutes, one in the morning and one in the afternoon. However, during

one of them a cold drink was served to the operators. Again, production increased.

Eighth period: with the same conditions as the previous period,

the experimental group began to work until 4:30 p.m. and not until 5:00 p.m. The result was

a marked increase in production. Ninth period: the work of the

experimental group ended at 4:00 p.m. Production remained stable.

Tenth period: the experimental group returned to work until 5:00 p.m., as in the seventh

period. Production increased considerably. Eleventh period: a five- day workday was established

instead of 6 days for the experimental group. Given this change, it

was observed that the daily production of the young women continued to rise.

Twelfth period: the conditions of the third period were returned; in other words, all the benefits granted

were taken away . This last and decisive period lasted twelve weeks; unexpectedly, it

was observed that the daily and weekly production reached a historical maximum of 3,000 weekly

units per young person in the experimental group. If we take into account the physical working

conditions in periods seven, ten and twelve were the same, however the production did not stop

increasing from one period to another. This could only be explained by a psychological factor, reaching

the conclusion that the physical conditions did not affect the work rate of the workers.

To understand these results at the end of the twelve periods, the observers decided to

ask the young women, thus obtaining the following conclusions:

A less rigid and vigilant supervision in which an attempt was made to encourage collaboration between the

workers allowed the young women to enjoy a friendly environment and without pressure that

immediately translated into an increase in job satisfaction since they had

greater freedom and lower levels of anxiety. The experimental group developed in the social

aspect . The young women became friends with each other, and these friendships extended

beyond the work environment. They cared for each other, speeding up their production

when a partner was tired. And finally, the group developed leadership

and common goals. One of the young women spontaneously became a leader, helping

her colleagues achieve the common goal of continually increasing the rate of production,

despite constantly being asked to work normally.

Third phase of the Hawthorne experiment. In a short time, the researchers, as a result

of their conclusions, and concerned about the difference in attitudes between the young women

in the experimental group and those in the control group, were moving away from the

initial interest in seeking better physical working conditions and definitively devoted themselves to studying

the relationships. people in the organization. Thus, in September 1928

a program of interviews with employees was started to better understand their attitudes and feelings,

listen to their opinions regarding their work and also receive suggestions that could be

incorporated into the organization. The program was very well received by workers and supervisors,

and the results were very encouraging as they revealed the existence of an

informal organization of workers, formed to protect themselves from any threat

from the administration to their well-being. Some manifestations of this informal organization are:

Production controlled by standards established by the workers themselves,

and which were not exceeded by any of them. Non-formalized practices of penalties that the

group applied to the workers who exceeded those standards for both good and bad.

for considering them saboteurs. Expressions that revealed

dissatisfaction with the results of the production incentive payment system.

Informal leadership of certain workers who kept the groups together and ensured

respect for the rules of conduct. This informal organization allowed

the workers to be united and maintain a certain loyalty among themselves. However,

the researchers noted that, many times the worker also pretended to be loyal to the

company. That divided loyalty between the group and the company could lead to conflict,

tension, concern and possibly dissatisfaction. To study this phenomenon,

the researchers developed a fourth and final phase of the experiment.

For this last phase, an experimental group made up of nine operators,

nine welders and two inspectors was chosen , who went on to work in a special room whose

conditions were identical to those of the department. There was an observer in the room and outside of it,

a person sporadically interviewed those workers. The purpose of this fourth

phase was to analyze the informal organization of the workers. It lasted from November 1931 to May 1932.

The payment system was based on group production: so that wages could only

be high if total production increased. Once familiar with the experimental group,

the observer was able to verify that the workers in the room used numerous tricks:

for example, when they reached what they believed to be their normal production, they reduced their work rate

or manipulated the production report, in such a way that they that one day's excess production

could be credited to another day when there was a deficit. In addition, it was found that these workers

presented a certain uniformity of feelings and group solidarity, since individuals received

punishments or social rewards to conform to the group's standards. This

fourth phase allowed the study of the relationships between the informal organization of employees

and the formal organization of the factory. At the end of this fourth phase, the Hawthorne

experiment was suspended for external reasons, however the influence of its results on

administrative theory was fundamental since, as a result of the experiment, the basic

principles of the school of human relations were enunciated. the following:

The level of production depends on social integration.

It was found that the level of production is not determined by the

physical or physiological capacity of the worker, as the classical theory affirmed,

but is determined by the social norms and expectations that surround it. That is, it

is the worker's social capacity that establishes his level of competence and efficiency,

and not his ability to correctly execute efficient movements in a previously established

time . Therefore, if the worker meets excellent physical and physiological conditions for

work but is not socially integrated, this is reflected in a loss of efficiency.

The behavior of the individual is completely supported by the group

During the Hawthorne experiment it was found that workers who produced well above or

below the socially determined norm, lost the affection and respect of their colleagues;

thus, workers preferred to produce less and, consequently,

earn less money than to jeopardize friendly relationships with their colleagues.

That is, while for Taylor, and for most of the classical authors,

the concept of economic man predominated, according to which man is motivated and incentivized

by salary and economic stimuli, Mayo and his followers demonstrated that this

economic motivation was secondary in determining worker performance, with

non-economic rewards and sanctions such as the need for recognition or

social approval that significantly influence worker motivation and performance

This large group power means that management cannot treat workers

individually, as if they were isolated atoms as towards classical management theory,

but must treat them as members of working groups, subject to the social

influences of these groups. Informal groups.

While the classical authors were exclusively concerned with the formal aspects of the

organization such as authority, specialization or departmentalization,

the school of human relations concentrates almost entirely on the

informal aspects of the organization such as informal groups, the

employees' social behavior or beliefs. In this way, the company came to be seen

as a social organization composed of various informal social groups,

whose structure does not always coincide with the formal organization, that is, with the purposes

and structure defined by the company. These informal groups are the ones that really

constitute the human organization of the company, which is often in opposition to the

formal organization established by the management. Therefore, for a company to be successful, it must

ensure that the structure and objectives of the informal organization are as similar as

possible to the structure and objectives of the formal organization of the company.

Human relations. In the organization,

individuals participate in social groups and are in constant social interaction.

Each individual influences the behavior and attitudes of the people with whom he has

contact and, at the same time, receives a lot of influence from his peers. This behavior is also influenced by

the environment and the various informal norms existing in the different groups.

Therefore, the administrator's understanding of human relationships will facilitate

the creation of an atmosphere where each individual will be encouraged to express themselves

freely, thus obtaining better results. The importance of the content of the position.

The school of human relations verified that the extreme specialization defended

by classical theory does not guarantee more efficiency in the organization.

Simple and repetitive jobs tend to become monotonous, which negatively

affects the worker, thus reducing their efficiency and job satisfaction.

Supervision One of the

most contradictory findings at that time was the supervision style that

seemed to influence increased production. Human relations theory demonstrated the

need for supervisors who knew how to communicate respectfully and cordially with

employees. After all, workers were people and as such, they should be treated

with respect. This allowed for better communication in the organization which is key to increasing

worker productivity and efficiency. Referents of the school of human relations

Elton Mayo: born in 1880 and died in 1949

He is the forerunner of the theory of human relations. Thanks to his Hawthorne studies, he

demonstrated that the psychological aspect is very important in administrative tasks,

verified the importance of communication, and finally demonstrated the importance of

informal groups within the company. Kurt Lewin: born in 1890 and

died in 1947 Lewin believes that the

field of work of the individual also includes the psychological aspect and that this affects the

productivity of the organization. His main contributions to the theory of human relations

were his research on the motivation and frustration of workers. In them

, the way in which this affects companies and the achievement of their objectives was studied.

Mary Parker Follet: She was born in 1868 and died in 1933.

Known as the Mother of modern management, she made important contributions in the aspects

of coordination, administration and command. Follett replaced the conception that was

used in his time on authority and power. Under this premise, he proposes that

“power with” be developed to replace “power over”, and “coercion” to replace “coercion”.

In other words, the bosses must be participatory and democratic and for this they must listen

to their team, dialogue and negotiate with them.Once they have seen their principles and their references, it

is time to talk about the main contributions of the School of

Human Relations to administrative management. that it is not material factors, but psychological and social

factors that contribute the most to the growth

of labor productivity. He stressed the importance of the manager's style

and thereby revolutionized the training of administrators.

The focus was increasingly on teaching administrative skills,

as opposed to technical skills. People are motivated mainly

by the need for recognition and participation in the activities

carried out by the social groups in which they live. The groups of people are the ones that basically

constitute the organization of the company. Sometimes these groups are opposed to the organization

established by the managerial or higher levels within the company.

If a worker always repeats the same activity, this becomes inefficient, harming

the company. That is why a certain rotation of activities is necessary to

increase the productivity of workers It is necessary for success in the organization to

take into account the emotions of the workers, since a person with

problems will not have the same performance as when has no problems

To end this video let's briefly see the main criticisms that the school of human relations

has received The most common arguments are 3

First, the method used Its scientific validity is questioned,

since it used only one experiment to reach its conclusions.

Likewise, later studies dismantled his postulates on the relationship between worker

satisfaction and productivity. Second, approach to the theory

It focuses exclusively on the issue of happiness at work, leaving aside

other relevant aspects such as professional development, for example

Third and last the ends The authors Landsberger and

Braverman accused the school of the human relations to be simply a way to increase the

productivity of workers without a real interest in improving relations between them.

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