Modern management owes much to a series of experiments conducted nearly 100 years ago at the Hawthorne Works, a factory in Chicago. In the 1920s and 1930s, researcher Elton Mayo concluded that improving workers’ social conditions, rather than their physical environment, was the key to boosting productivity. His findings became the foundation of the human relations school of management, an approach that still influences how organizations operate today.

But a recent study from the University of Vaasa casts doubt on the strength of Mayo’s conclusions. In his dissertation, Jesse Kajosmaa argues that these famous results were less scientific discovery and more carefully crafted narrative.

Questioning the narrative

“For decades, Mayo’s conclusions have been treated as self-evident truths,” Kajosmaa says. “But they weren’t based on rigorous evidence—they were stories shaped to fit certain goals, sometimes at the expense of the facts.”

Mayo suggested that fulfilling workers’ social needs explained the rise in productivity, downplaying other factors like economic incentives. His findings also benefited from the support of influential allies, including business leaders and academics, whose ideological interests shaped how the research was interpreted and promoted.

At the time, industrial unrest was growing, and Mayo’s ideas offered a convenient solution. He proposed that better workplace relationships—not higher pay—could ensure a productive and cooperative workforce. This message appealed to employers seeking to maintain control without increasing costs.

A new profession

The Hawthorne studies gained traction during a time when management was trying to establish itself as a profession and an academic discipline. The human relations school provided a compelling framework, but its roots were less objective science and more a mix of ideology and convenience.

For today’s managers and researchers, revisiting this history is essential. “Understanding the political and economic interests behind management theories can help us create more transparent and ethical practices,” Kajosmaa says.

By questioning the stories we’ve built management on, organizations have a chance to improve—not just productivity, but the fairness and integrity of the workplace itself.