The Hawthorne studies (1924-33), initially undertaken to investigate the relationship between workplace conditions and worker productivity at Western Electric's Hawthorne Works, near Chicago, introduced a wide range of topics to the field of management study. Investigators found no strong relationship between workplace conditions and productivity but reached several conclusions: individual work behaviour is driven by a complex set of factors; work groups develop norms which mediate between the needs of the individual and institution; employees should not be considered appendages of machinery; awareness of employee sentiments and participation can reduce resistance to change; the workplace is an interlocking social system, not simply a production system; social structure is maintained through symbols of prestige and power. These findings opened the door to the study of client-centred therapy, small group behaviour, organization theory and research methodology.

Jeffrey A. Sonnenfeld and Jennifer M. Myatt