The employee’s occupation was determined solely on productivity results. Workers were considered expendable with motives based primarily on financial gain. The Hawthorne Study focused on the alteration of employee conditions. It concluded subjects were more productive when experiencing enjoyable conditions and positive interactions. Employees that had fun at work and were not called out for poor for performance had less stress and were inclined to form cohesive groups that remained loyal to the firm.
Unlike the Scientific Management approach that dehumanized employees by focusing on productivity alone, the Hawthorne approach concluded that workers are motivated by more than money (Baack 2012). Components of this study have can have great impact on individuals not motivated by money or power who build trust based on professionalism and performance. These individuals thrive in an environment that reflects a positive and enthusiastic attitude. They are more productive in an atmosphere where people express gratitude and appreciation to co-workers and employers equally.
They are happy to work where they are valued, respected, the leader displays ethical behavior and cares deeply about the institution, staff members and the environment. These are the mechanisms that impact our lives and create long term relationships personally and professionally within and outside of the organizations we are affiliated with. The interpersonal relationships and ethical competence of a company and its leaders is the pretext to why people offer loyalty and experience endurance with an organization. Baack, D. (2012). Organizational Behavior. San Diego: Bridgepoint Education, Inc.