Good organizational behavior and relations is a key factor in determining the productivity of any business organization. As outlined by Carey (2010: 1-3), good organizational behavior and relations leads to high employee motivation and ultimately efficiency in executing the various roles. Precisely, the Hawthorne studies entailed a complex series of investigations and analysis of the importance of work attitudes and behaviors with regard to social, economic and physical variables. The Hawthorne studies were conducted between 1927 and 1932 whereby their conclusions had a widespread in industrial sociology. Hawthorne studies are also attributed to the eruption of the field of organizational design, human relations as well as organizational development (Carey 2010: 1-3). Based on the Hawthorne studies, external factors within an organization are responsible for the variations in works’ output. An important note is that, the Hawthorne studies demonstrate the value of small group interactions, external variables in influencing organizations productivity. The Hawthorne studies strongly illustrate the importance of external factors and worker interactions in improving output. Nevertheless, there has been overwhelming criticism on the Hawthorne studies on the basis of the managerial stance that influenced data interpretation. This paper will profoundly discuss and analyze the criticism and implications of Hawthorne studies (Carey 2010: 1-3).