BEHAVIORAL APPROACH (HAWTHORNE STUDIES)

Experimental group various lighting intensities. Control group constant intensity. Findings: 1- level of light was increased in the experimental group, output for both groups increased. 2- light level was decreased in the experimental group, productivity continued to increase in both groups. 3- productivity decrease was observed in the experimental group only when the level of light was reduced to that of a moonlight.

New Set of Experiment : Wages increased. Rest periods. Short work day & week were. Choose their own rest periods. Findings:

Because of special attention, their work

performance improve . Sympathetic supervision reinforced their motivation.

Findings:
If Employees believed that management was

concerned about their welfare and supervisors paid special attention then they work harder. This finding is called as Hawthorne Effect. Informal work groups- the social environment of employees- have a positive influence on productivity.

Criticisms of Hawthorne Experiments

The results could not be valid for others. Because the

study done in Hawthorne plant it was unpleasant place to work It assumed acceptance of managements goals and look on the worker as someone to be manipulated by management. Proper attention was not given to the attitudes of the people.

THEORY X & Y
Theory X and Theory Y are theories of human motivation

created and developed by Douglas McGregor in the 1960s

They describe two contrasting models of workforce

motivation.

Theory X and Theory Y have to do with the perceptions

managers hold on their employees, not the way they generally behave. It is attitude not attributes.

THEORY X
In this theory, management assumes employees are inherently

lazy and will avoid work if they can and that they inherently dislike work. closely supervised.

As a result of this, management believes that workers need to be

According to this theory, employees will show little ambition and

will avoid responsibility whenever they can.

this theory leads to mistrust, highly restrictive supervision, and a

punitive atmosphere.

Usually these managers feel the sole purpose of the employee's

interest in the job is money.

THEORY Y
In this theory, management assumes employees may be

ambitious and self-motivated and exercise self-control. work duties.

It is believed that employees enjoy their mental and physical A Theory Y manager believes that, given the right conditions,

most people will want to do well at work.

They believe that the satisfaction of doing a good job is a strong

motivation.

Theory Y managers are more likely than Theory X managers to

develop the atmosphere of trust among the employees.

Theory Z
1. Trust: Trust between employees, supervisors, work groups, unions, management, and government. Because of trust & openness , the chances of conflict will automatically reduced to the minimum. 2. Strong Bond between organization and Employees: Encouraging life-time employment. Slowing down of evaluation and promotion, and giving more emphasis to horizontal movement which reduces stagnation.

3. Employee Involvement: Employee participation. There can be some decisions which are taken without consulting employees but they are informed later. Idea is not to slow down decision-making process but to involve employees for their commitment and giving due recognition to them

4. No formal Structure: There should be a perfect team-work with cooperation along with sharing of information, resources and plans. It places emphasis on rotational aspect of employee placement which provides opportunities to him to understand how his work affects others or is affected by others.

4. Coordination of Human Beings: Leaders role is to coordinate people and not technology to achieve productivity. Leader must develop trust which requires a complete openness in the relationship. This develops a common culture and no class feeling in the organization.

Limitations of Theory Z
1. Provision of life-time employment to develop
strong bond between the organization and the employees seems to be difficult because of two reasons. 2. Common culture and no class feeling within an organization is very difficult as people come from a wide variety of environments. 3. Proposition that shareholders will accept less profit or accept losses to avoid lay-off, does not seem feasible where most of the organizations believe in low level of social responsibility.

4. Following operational problems may come while implementing Theory Z: Organization without structure has been emphasized but how actually it works is yet unanswered. Degree of horizontal movement is limited to the extent to which skills needed for one job can be transferred to other jobs.

Conclusion
HAWTHORNE STUDIES
THEORY - X THEORY - Y THEORY - Z

All these principle & studies done to make organization a better place to work & increase the productivity of employees.