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Essay / Research Paper Abstract
3 pages in length. The Hawthorne studies proved something that employers and workers alike now see as a fundamental component to employee satisfaction and strong productivity. The research conducted during these studies served to illustrate how even a seemingly insignificant modification in environment and/or working conditions made a tremendous difference in the level of workers' output. The extent to which a series of small changes throughout a multiple week schedule improved attitude and productivity quantified the importance of treating employees as not just a group of drones but as individuals with psychological needs that reach beyond performing a standard day's work. Bibliography lists 4 sources.
Page Count:
3 pages (~225 words per page)
File: LM1_TLChawthrn.rtf
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Unformatted sample text from the term paper:
insignificant modification in environment and/or working conditions made a tremendous difference in the level of workers output. The extent to which a series of small changes throughout a multiple
week schedule improved attitude and productivity quantified the importance of treating employees as not just a group of drones but as individuals with psychological needs that reach beyond performing a
standard days work (Macefield, 2007). In short, the reason why the Hawthorne studies were so important to behavioralists is because of the purpose to "examine what effect monotony and
fatigue had on productivity and how to control them with variables such as rest breaks, work hours, temperature, and humidity" (Sligar, 2002). The Hawthorne Studies impacted human resources, building codes
and quality control movements by demonstrating how employees and industry are not two separate entities that interact from opposing perspectives, although HRM has oftentimes acted as though this were the
case. The chasm that can exist in the employee/industrial relation issues can be responsible for everything from poor company morale to sagging profit margins and disloyal consumers. Clearly,
those in HRM who fail to acknowledge this connection are setting up the organization for failure by ignoring the synergy inherent to a mutually empowering association.
The extent to which employee/industrial relations reflect the benefit of Hawthorne studies findings is clearly apparent by simply looking at the manner by which certain companies function.
If employees are not satisfied with their work environment, one might then readily surmise that other components of the company are not effective addressed as well, with strategic elements
ranking high on that list. That HRM practices and business strategy are synergistically interwoven speaks to the need for employee support from the most seemingly insignificant position all the
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