1. Dr. Shih-Shin Chen Business Psychology Dept. Health Care Management NTUNHS Hawthorne Studies 霍桑研究

2. 2 The founding father of Scientific Management Frederick W. Taylor 科學管理 (1856-1915)

3. Determined by scientific studies (Time & Motion study: 時間動作研究 ) 1. There is a “one best way” to work Person-job-fit ( 人盡其用 ): Definition of “first-class workers” Familiarize ( 讓... 熟嫻於 ) workers with the proper ways of production 2. Proper selection and training of workers To insure work being done in accordance with proper principles of science 3. Monitoring how work is done Managers: Give orders/think; Workers: follow orders/labor work 4. Difference btw. management and workers 3

4. 4  Select 2-3 first-class workers  Experiment with different shovel loads under various conditions  Take into account ( 顧及 ) rest periods  Average load of 21.5 pounds yields the biggest day’s work

5. 5 * Based on piece rate( 按件計酬 )

6. 6 Wiener Medizinische Wochenschrift September 2011, Volume 161, Issue 17-18, pp 433-440Issue 17-18 Time and Motion Study Standard work load The unit time taken to perform certain healthcare activities (e.g., 5 min. per patient) or the rate at which these activities should be performed (e.g., 80 admissions/day)

7. Robert Yerkes (1922) American psychologist  We stand on the threshold ( 分 水嶺 ) of a new era in which attention and interest are beginning to shift from... Things  the worker the machinery  the man who made, owns, or operates it 7

8. 1924-1927 Hawthorne effects Illumination Tests 1927-1933 Management style Bonding ( 歸屬與 連結 ) among team members Relay Assembly 1931-1932 Informal group structure and norms Bank Wiring 燈光照明實驗 繼電器生產線線圈工廠

9. 9

10.  To study the effects of lighting on worker efficiency Recording lighting levels in foot-candles ( 英制輝度 ) Recording productivity (average coils per hour) 10

11. 11 PRODUCTIVITY (Average Coils Per Hour) DATES & LIGHTING SYSTEMS ILLUMINAITON (Foot-candles) Productivity Lighting

12. 12 PRODUCTIVITY (Average Coils Per Hour) DATES & LIGHTING SYSTEMS Old lighting system New lighting ILLUMINAITON (Foot-candles) Productivity Lighting New 50 40 30 20 10 100 90 80 70 60 50 40 30 20 10 1924 Nov.1925 Jan.

13.  Did lighting influence worker efficiency? The study revealed no significant correlation between productivity and lighting levels 13 Productivity Lighting Baseline production

14.  But how do you explain the increase of productivity during the test period? 14 Productivity Lighting Baseline production

15. 15 0.06 0.1020.20.391 Productivity Illumination (Foot candle) Are there other factors that might affect productivity? Base line productivity

16. 16

17. Workers in Relay assembly  Produced 7 million pieces annually the speed of individual workers determined overall production levels  The effects of rest periods and work hours become important 17

18. Relay Assembly Group 2,400/Week Piece-work pay 2-4 breaks Six breaks Free lunch Shorter work hr. Even shorter hr ● ● ● ● 3,000/week 34.55% increase ● ● ● ● ● Productivity 18

19.  What caused the increase in productivity? introduction of rest periods? shorter working hours? wage incentives? the special attention the women received? longer hour of sleep? 19

20. 20 “We have become skeptical of being able to prove anything in connection with human behavior under various condition.” A superintendent at Hawthorne 20 Enter Elton Mayo of HBS (1928) Elton Mayo ( 梅約 ) and Fritz J. Roethlisberger ( 羅 里斯伯格 ) of Harvard Business School were invited to the company Interpret data Conduct more studies

21.  Hawthorne effect Workers involved in the experiment enjoyed being the center of attention They reacted positively because management cared about them 21

22.  Workers create bonds ( 連 結 ) in the group The six individuals became a team The team gave itself wholeheartedly ( 全心全意 ) and spontaneously ( 自發性 的 ) to cooperation in an experiment 22 Relay assembly test room

23. 23  Keys to productivity and job satisfaction Mental attitude Proper supervision Informal relationship experienced in a group

24. 24

25. Bank Wiring Room Inspectors WirersSolders Inspection unit 1Inspection unit 2 Solder unit ASolder unit BSolder unit C 25

26.  People help those who have fallen behind group quotas. Not a matter of need, but status (help givers)/likeability (receivers)  W 3 was helped more than anyone else (most likeable), even though he did not need it  W 6 gave more help (4) than anyone else, a show of high status 26

27. Some Help One Anthers I1I1 S1S1 W2W2 W1W1 W4W4 W3W3 W5W5 W6W6 W8W8 W9W9 S4S4 S2S2 W7W7 I3I3 27

28.  W 5 and I 3 aroused more antagonism than anyone else in the group  W 7, W 8, and W 9 (Unit C) rarely opposed to one another but directed their antagonism towards W 2,W 5 and I 3 ( 對抗性的 ) 28

29. Some Were Antagonistic to One Another I1I1 S1S1 W2W2 W1W1 W4W4 W3W3 W5W5 W6W6 W8W8 W9W9 S4S4 S2S2 W7W7 I3I3 No arrow: Ties are symmetrical No arrow: Ties are symmetrical 29

30.  Participation in games was not at random. It was confined to two groups  Each group played different games  Gambling games  “Binging” games ( 暴食遊戲 ) 30

31. Some Play Games Together W6W6 W8W8 W9W9 S4S4 S2S2 I3I3 W7W7 I1I1 S1S1 W2W2 W1W1 W4W4 W3W3 W5W5 31

32. Some Help One Anthers S1S1 W2W2 W1W1 W4W4 W3W3 W5W5 W6W6 W8W8 W9W9 S4S4 S2S2 W7W7 I3I3 I1I1 32

33. Some Help One Anthers S1S1 W2W2 W1W1 W4W4 W3W3 W5W5 W6W6 W8W8 W9W9 S4S4 S2S2 W7W7 I3I3 I1I1 Within Clique I 15 out of 42 35.71.19% Within Clique I 15 out of 42 35.71.19% Within Clique II 13 out of 20 65.00% Within Clique II 13 out of 20 65.00% 33

34. Some Help One Anthers S1S1 W2W2 W1W1 W4W4 W3W3 W5W5 W6W6 W8W8 W9W9 S4S4 S2S2 W7W7 I3I3 I1I1 Across Cliques 9 out of 120 7.50% Across Cliques 9 out of 120 7.50% Within Clique I 15 out of 42 35.71% Within Clique I 15 out of 42 35.71% Within Clique II 13 out of 20 65.00% Within Clique II 13 out of 20 65.00% 34

35. Some Were Antagonistic to One Another I1I1 S1S1 W2W2 W1W1 W4W4 W3W3 W5W5 W6W6 W8W8 W9W9 S4S4 S2S2 W7W7 I3I3 35

36. Some Were Antagonistic to One Another I1I1 S1S1 W2W2 W1W1 W4W4 W3W3 W5W5 W6W6 W8W8 W9W9 S4S4 S2S2 W7W7 I3I3 36

37. Some Were Antagonistic to One Another I1I1 S1S1 W2W2 W1W1 W4W4 W3W3 W5W5 W6W6 W8W8 W9W9 S4S4 S2S2 W7W7 I3I3 Within Clique I 6 out of 42 14.29% Within Clique I 6 out of 42 14.29% Within Clique II 2 out of 20 10.00% Within Clique II 2 out of 20 10.00% 37

38. Some Were Antagonistic to One Another I1I1 S1S1 W2W2 W1W1 W4W4 W3W3 W5W5 W6W6 W8W8 W9W9 S4S4 S2S2 W7W7 I3I3 Within Clique I 6 out of 42 14.29% Within Clique I 6 out of 42 14.29% Within Clique II 2 out of 20 10.00% Within Clique II 2 out of 20 10.00% Across Cliques 30 out of 120 25.00% Across Cliques 30 out of 120 25.00% 38

39. 39  The two cliques are not necessarily formed along the occupational lines, but on social basis  The informal group norms of the bank wiring room can explain the behaviors of workers

40. 40 Not a Rate-buster ( 破壞行情者 ) Not turn out too much work Not a Chiseler ( 精雕細琢者 ) Not turn out too little work Not a Squealer ( 告密者 ) Not let supervisor know anything that could possibly be used against operators

41. 41 Not Officious ( 官方人士 ) You should not act like an inspector.....

42.  Scientific Management Productivity = ƒ (physical; economic)  Human Relations Productivity = ƒ (psychological; social) 42

43. 43 Human Relations Movement

44. 44