650 Pages
by
Routledge
652 Pages
by
Routledge
Also available as eBook on:
This is the official account of the experiments carried out at the Hawthorne Works of the Eastern Electric Company in Chicago. These were divided into test room studies, interviewing studies and observational studies. The test room studies were experiments into what variables in a workplace environment might affect worker fatigue. The findings of these tests led to extensive interviewing on the attitudes of the workers. The final phase of the Hawthorne experiment focused on social factors, using techniques of cultural anthropology to observe small working groups. The results of these experiments profoundly influenced the Human Relations movement.
Part I
I. Introduction
II. Planning the Relay Assembly Test Room
III. Experiment with Rest Pauses
IV. Experiment with Shorter Working Days and Weeks
V. Testing the Fatigue and Monotony Hypotheses
VI. Testing the Effects of Wage Incentive; the Second Relay Assembly Group and the Mica Splitting Test Room
VII. The Test Room Operators; their Individual Differences and Interpersonal Relations
VIII. The Relay Assembly Test Room Supervision
Part II
IX. The Growth and Development of the Interviewing Program
X. The Practical Operation of the Plan; the Training of Supervisors and the Investigation of Complaints
XI. The Urgency and Tone of Industrial Topics
Part III
XII. The Analysis of Complaints; Fact vs. Sentiment
XIII. The Interviewing Method
XIV. Complaints and Personal Equilibrium
XV. Attitudes within the Supervisory Organization
XVI. Complaints and Social Equilibrium
Part IV
XVII. Method and Procedure in Studying a Shop Department
XVIII. The Output Situation in the Bank Wiring Observation Room
XIX. The Supervisory Situation in the Bank Wiring Observation Room
XX. Interemployee Relations in the Bank Wiring Observation Room
XXI. The Internal Organization of the Bank Wiring Observation Room
XXII. Social Control of Work Behavior
XXIII. Formal vs. Informal Organization
Part V
XXIV. An Industrial Organization as a Social System
XXV. A Restatement of the Human Problems of Management
XXVI. Implications for Personnel Practice
I. Introduction
II. Planning the Relay Assembly Test Room
III. Experiment with Rest Pauses
IV. Experiment with Shorter Working Days and Weeks
V. Testing the Fatigue and Monotony Hypotheses
VI. Testing the Effects of Wage Incentive; the Second Relay Assembly Group and the Mica Splitting Test Room
VII. The Test Room Operators; their Individual Differences and Interpersonal Relations
VIII. The Relay Assembly Test Room Supervision
Part II
IX. The Growth and Development of the Interviewing Program
X. The Practical Operation of the Plan; the Training of Supervisors and the Investigation of Complaints
XI. The Urgency and Tone of Industrial Topics
Part III
XII. The Analysis of Complaints; Fact vs. Sentiment
XIII. The Interviewing Method
XIV. Complaints and Personal Equilibrium
XV. Attitudes within the Supervisory Organization
XVI. Complaints and Social Equilibrium
Part IV
XVII. Method and Procedure in Studying a Shop Department
XVIII. The Output Situation in the Bank Wiring Observation Room
XIX. The Supervisory Situation in the Bank Wiring Observation Room
XX. Interemployee Relations in the Bank Wiring Observation Room
XXI. The Internal Organization of the Bank Wiring Observation Room
XXII. Social Control of Work Behavior
XXIII. Formal vs. Informal Organization
Part V
XXIV. An Industrial Organization as a Social System
XXV. A Restatement of the Human Problems of Management
XXVI. Implications for Personnel Practice
Biography
F. J. Roethlisberger, William J. Dickson
