The Hawthorne Effect and challenges to accreditation. Anne Davis Professional Management Solutions

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1 The Hawthorne Effect and challenges to accreditation Anne Davis Professional Management Solutions

2 Session outline 1. Accreditation Concept and process. 2. The Hawthorne Effect What is it? 3. Challenges to accreditation Discussion

3 Accreditation Definition: The process of officially recognising an organisation as having a particular qualification to perform particular activities. Process: Recognition of appropriate standards Evaluation against these standards

4 Why be accredited?

5 Why be accredited? Recognition of quality Assurance of patient care Industry benchmark

6 Process to be accredited?

7 Process to be accredited?

8 Process to be accredited? Identification of standards Self assessment of practice against standards Fill the gaps External evaluation of practice against standards

9 The Hawthorne Plant of the Western Electric Company

10

11 The Hawthorne Studies 4 phases: 1. Illumination Studies Relay Assembly Test Room Mass Interviewing Program Bank Wiring Observation Room

12 The Illumination Studies Images from Baker Library, Harvard Business School

13 Relay Assembly

14 Relay Assembly Test Room Women in the Relay Assembly Test Room, ca Western Electric Company Hawthorne Studies Collection 2007 President and Fellows of Harvard College; all rights reserved.

15 Condition Conditions and Results Results Introduction of piece meal work for 8 weeks Output went up from 2,400 relays per week Two 5 minute breaks for 5 weeks Breaks were increased to two 10 minutes breaks Six 5 minute breaks were introduced Return to two 5 minute breaks, with a free hot meal provided at the first break The workers were dismissed at 4.30pm instead of 5.00pm The workers were dismissed at 4.00pm All improvements were removed, returning to work on Saturday, 48 hour week, no breaks, no piece work and no free meal. For 12 weeks. Output went up Output went up sharply Output fell slightly Output went up Output went up Output remained the same Output peaked at 3,000 relays per week.

16 Mass Interviewing Program ,000 employees Confidential collection of information about employee attitudes Bank Wiring Observation Room Observation of interviewee s behaviour on the job Observer in the test room Interviews about attitudes, thoughts and feelings

17 Hawthorne Studies Conclusions 1. Social and psychological factors 2. Informal relations among workers 3. Participation in decision making 4. Management attitude 5. Financial incentives 6. Communication with supervisors 7. Attention and ability to express views

18 The Hawthorne Effect The alteration of behaviour by the subjects of a study due to their awareness of being observed.

19 Process to be accredited? Identification of standards Self assessment of practice against standards Fill the gaps External evaluation of practice against standards Accredited What happens then?

20 Challenges to Accreditation 1. Decision making Who by? Why?

21 Challenges to Accreditation 1. Decision making Who by? Why? 2. Attention People Information/Systems

22 Tannenbaum and Schmidt s Continuum of Leadership Behaviour, 1973

23 Challenges to Accreditation 1. Decision making Who by? Why? 2. Attention People Information/Systems 3. Is quality in your practice being improved by Accreditation or the Hawthorne Effect? 4. How Continuous is your CQI? How sustainable is your quality?

24 Questions for Discussion Is quality in your practice being improved by Accreditation or the Hawthorne Effect? How Continuous is your CQI? How sustainable is your quality?

25 The women noted that the intimate atmosphere of the test room gave them a sense of freedom not experienced on the factory floor. They felt more at ease to talk and over time developed strong friendships. We ve been the best friends since the day we were in the test room.

26

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