The Hawthorne Effect
The Hawthorne Effect is a phenomenon where human behaviour changes due to the awareness of being observed by others, thereby distorting study results. It was defined by Australian psychologist and sociologist Elton Mayo, who discovered it while studying the work efficiency of employees at the American factory, Hawthorne Works. The phenomenon itself was named after this facility.
The Hawthorne Effect – definition
The Hawthorne Experiment – what did it involve?
E. Mayo began his initial work on the impact of working conditions on work efficiency at textile mills in Philadelphia in 1924. Following a series of experiments involving the introduction of meal breaks and bonuses, there was an increase in employee work efficiency.
The second stage of the Harvard professor's work was the Hawthorne experiment. Elton Mayo's research group wanted to ascertain whether changing working conditions at the Western Electric Company factory in Hawthorne would affect employee productivity. To do this, they divided employees into two groups: experimental and control. In the experimental group, the work environment was influenced – for example, lighting was improved. The control group continued to work under the same conditions. The aim of the study was to see under what lighting conditions work efficiency would increase.
The outcome of the experiment was surprising. After the changes were introduced, it turned out that work efficiency increased in both the experimental and control groups. When this factor was worsened, employees in both groups continued to work more efficiently.
In subsequent approaches during the experiment, another factor (e.g., working hours) was changed and its impact on efficiency was checked. At the same time, the researchers spent a lot of time with the employees, talking to them, openly observing their work, and taking notes.
The researchers therefore concluded that the fact that work efficiency increased in both groups indicated it was not related to better lighting, but to the awareness of being observed and the knowledge that employees were participating in an experiment. The mere presence of the researchers caused work efficiency to increase. Employees felt cared for and appreciated on the one hand, and controlled on the other.
The Hawthorne Experiment – conclusions from the study
However, the discovery of the Hawthorne effect was not the only conclusion drawn from the experiment. After the research was completed, additional conversations were held with employees, based on which it was established that the interest shown in the employees also contributed to the increase in efficiency. The subjects felt valued and noticed, and also saw that they had an impact on the company's operations, as the researchers paid them a lot of attention. All of this translated into their improved well-being, a better work atmosphere, and ultimately increased productivity.
This conclusion was somewhat confirmed by another study conducted by Elton Mayo's group at the same company. Its purpose was to determine how the introduction of a piece-rate wage system would affect employee efficiency. Employees did not strive for continuous maximisation of production levels to earn more; instead, they established an optimal work pace among themselves and collectively adhered to it. No one tried to break through it — for fear of lack of acceptance and rejection by colleagues. Mayo therefore concluded that cooperation and feeling part of a team were more important to employees than high earnings.
The experiment thus proved to be one of the major breakthroughs in the world of management. Its results significantly influenced the improvement of internal communication within organisations and the invitation of employees at various levels to actively participate in company life. Today, showing interest in employees, regularly surveying their opinions, team integration, and broad cooperation are among the fundamental pillars of good management.
How to apply the Hawthorne Effect today?
Despite the fact that the research was conducted between 1927 and 1932, almost a hundred years ago, the Hawthorne effect is still present in management theories and in the creation of research methodologies and the conduct of studies and experiments involving people.
From a broader perspective, this Australian psychologist from Harvard Business School proved that a person, through their mere presence and behaviour, influences the behaviour of others.
We can use these conclusions both to improve our own results and to improve employee performance in the workplace.